HomeMy WebLinkAboutPACKET Town Board 2025-01-14The 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.
BOARD OF TRUSTEES - TOWN OF ESTES PARK
Tuesday, January 14, 2025
7:00 p.m.
ACCESSING MEETING TRANSLATIONS
(Accediendo a las Traducciones de la Reunión)
To access written translation during the meeting, please scan the QR Code
or click this link for up to 48 other languages (Para acceder a la traducción
durante la reunión, par favor escanee el código QR o haga clic en el enlace
para hasta 48 idiomas más):
https://attend.wordly.ai/join/UOFH-5928
Choose Language and Click Attend (Seleccione su lenguaje y haga clic en
asistir)
Use a headset on your phone for audio or read the transcript can assist
those having difficulty hearing (Use un auricular en su teléfono para audio o
lea la transcripción puede ayudar a aquellos que tienen dificultades para
escuchar).
The Town of Estes Park will make reasonable accommodations for access to Town services, programs, and
activities and special communication arrangements for persons with disabilities. Please call (970) 577-4777.
TDD available or use the link above to access audio or read the transcript.
ADVANCED PUBLIC COMMENT
By Public Comment Form: Members of the public may provide written public comment on a specific
agenda item by completing the form found at https://dms.estes.org/forms/TownBoardPublicComment.
The form must be submitted by 12:00 p.m. the day of the meeting in order to be provided to the Town
Board prior to the meeting. All comments will be provided to the Board for consideration during the
agenda item and added to the final packet.
PLEDGE OF ALLEGIANCE.
(Any person desiring to participate, please join the Board in the Pledge of Allegiance).
AGENDA APPROVAL.
PUBLIC COMMENT. (Please state your name and address).
TOWN BOARD COMMENTS / LIAISON REPORTS.
TOWN ADMINISTRATOR REPORT.
CONSENT AGENDA:
1. Bills - https://dms.estes.org/WebLink/browse.aspx?id=253208.
2. Town Board Meeting and Study Session Minutes dated December 10, 2024.
3. Transportation Advisory Board Minutes dated October 16, 2024 (acknowledgement
only).
4. Board of Adjustment Minutes dated December 3, 2024 (acknowledgement only).
5. Resolution 01-25 Public Posting Area Designation.
Prepared 2025-01-03
*Revised
NOTE: The Town Board reserves the right to consider other appropriate items not available at the time the agenda was
prepared.
REPORTS AND DISCUSSION ITEMS: (Outside Entities).
1. SALUD FOUNDATION’S COMMUNITY HEALTH CENTERS UPDATE. Executive
Director Santisteven.
LIQUOR ITEMS:
1. RESOLUTION 02-25 TRANSFER OF A HOTEL & RESTAURANT LIQUOR LICENSE
FROM BLACK CANYON CATERING INC. DBA DELLA TERRA MOUNTAIN
CHATEAU TO Z GOLF FOOD & BEVERAGE SERVICES, LLC DBA DELLA TERRA
MOUNTAIN CHATEAU, 3501 FALL RIVER DRIVE, ESTES PARK, CO 8051. Town
Clerk Williamson.
To consider a new liquor license application and to consider the needs and desires of
the neighborhood.
2. RESOLUTION 03-25 TRANSFER OF A LODGING AND ENTERTAINMENT LIQUOR
LICENSE FROM BLACK CANYON CATERING INC. DBA DELLA TERRA EVENTS
TO Z GOLF & BEVERAGE SERVICES, LLC DBA DELLA TERRA BY
WEDGEWOOD WEDDINGS, 3501 FALL RIVER DRIVE, ESTES PARK, CO 80517.
Town Clerk Williamson.
To consider a new liquor license application and to consider the needs and desires of
the neighborhood.
ACTION ITEMS:
1. RESOLUTION 04-25 PROFESSIONAL SERVICES CONTRACT WITH DESIGN
WORKSHOP INC., FOR AN UPDATE TO THE ESTES PARK DEVELOPMENT
CODE. Director Careccia.
To bring the code to contemporary standards, incorporate modern best practices and
efficiencies, ensure constent language and align with the Estes Forward
Comprehensive Plan.
2. RESOLUTION 05-25 6E FUNDING EXPENDITURE TO BOYS AND GIRLS CLUB OF
LARIMER COUNTY IN ESTES PARK. Housing and Childcare Manager Bangs.
To consider utilizing $80,000 in 6E funds toward "Out-of-School Programming" for the
2024-2025 school year programming.
3. RESOLUTION 06-25 6E FUNDING EXPENDITURE TO THE ESTES PARK
ELEMENTARY SCHOOL R-3. Housing and Childcare Manager Bangs.
To consider utilizing $55,000 in 6E funds toward "Out-of-School Programming" for the
Project Launch summer program.
4. RESOLUTION 07-25 PROFESSIONAL SERVICES CONTRACT WITH THE CAR
PARK FOR MANAGEMENT OF THE TOWN’S PUBLIC PARKING FACILITIES.
Manager Klein.
To manage seasonal paid parking in 2025.
REPORTS AND DISCUSSION ITEMS:
1. ANNEXATION REFERRAL – OLYMPUS LODGE/SPRINGHILL SUITES. Director
Careccia and Senior Planner Hornbeck.
Staff seeks Board direction on a proposed request for annexation.
ADJOURN.
Town of Estes Park, Larimer County, Colorado, December 10, 2024
Minutes of a Regular meeting of the Board of Trustees of the Town of Estes
Park, Larimer County, Colorado. Meeting held in the Town Hall in said Town
of Estes Park on the 10th day of December, 2024.
Present: Gary Hall, Mayor
Marie Cenac, Mayor Pro Tem
Trustees Bill Brown
Kirby Hazelton
Mark Igel
Frank Lancaster
Cindy Younglund
Also Present: Jason Damweber, Deputy Town Administrator
Dan Kramer, Town Attorney
Jackie Williamson, Town Clerk
Absent: Travis Machalek, Town Administrator
Mayor Hall called the meeting to order at 7:00 p.m. and all desiring to do so, recited the
Pledge of Allegiance.
AGENDA APPROVAL.
It was moved and seconded (Younglund/Cenac) to approve the Agenda, and it passed
unanimously.
PUBLIC COMMENTS.
John Guffey/Town resident stated the First Peoples Festival would be held in January
2025. He read an excerpt from Kent Nerburn’s book The Wisdom of the Native
Americans.
Nick Thomas/Town resident stated support for the dark sky initiative discussed by Visit
Estes Park (VEP) during the study session. He thanked VEP for the holiday light display
downtown and suggested the Town consider options to increase the size of Bond Park.
He encouraged the Town to continue discussions on adding electrical chargers on the
west end of downtown.
TRUSTEE COMMENTS.
Board comments were heard and have been summarized: encouraged the residents to
provide input on the multimodal transportation plan; thanked staff for this year’s parade;
thanked all involved in organizing the new snowman festival; thanked Museum staff for
the tour of the new Museum annex; VEP completed a tax study that indicated 73% of
revenues, not including lodging, come from visitors; cellphone data has been used by
VEP to assist with estimating visitation at events such as the parade; VEP held their first
budget hearing with no public comment; Rooftop Rodeo tickets went on sale on
December 9th and encourage those interested in box seats to purchase early as they
sellout; inaugural Skyjour event to occur in January; acknowledged the one year
anniversary of the opening of the Longview mental health facility in Larimer County; Sister
Cities Board held a retreat to discuss the vision, goals, and plans for the following year;
Restorative Justice held their Better to Go dinner fundraiser to support the nonprofit; a
deliberative and difficult conversation workshop would be open to the public and held in
February; and the Estes Park Housing Authority would begin leasing the Fall River Village
on January 1, 2025.
TOWN ADMINISTRATOR REPORT.
None.
DR
A
F
T
Board of Trustees – December 10, 2024 – Page 2
CONSENT AGENDA:
1. Bills.
2. Town Board Meeting and Study Session Minutes dated November 26, 2024.
3. Board of Adjustment Minutes dated October 1, 2024 (acknowledgement only).
4. Resolution 87-24 Amendment Six of the Professional Services Agreement with
SAFEbuilt Colorado, LLC for 2025 Building Services.
5. Resolution 88-24 Contract with Northern Colorado Energy Solutions for Town Hall
HVAC Units Replacement Project - $369,333.99 – Budgeted.
6. Resolution 92-24 Contract with KR Construction Group, Inc., for the Remodel of the
Town Hall Visitor Restrooms.
It was moved and seconded (Hazelton/Younglund) to approve the Consent Agenda,
and it passed unanimously.
LIQUOR ITEMS:
1. RESOLUTION 89-24 NEW HOTEL AND RESTAURANT LIQUOR LICENSE
APPLICATION FOR ANTLERS TAVERN LLC DBA ANTLERS TAVERN, 145 E.
ELKHORN AVENUE, ESTES PARK, COLORADO. Mayor Hall opened the public
hearing and Town Clerk Williamson presented Resolution 89-24. She reviewed the
application for the new Hotel and Restaurant Liquor License, stating all paperwork
and fees have been submitted and the application has undergone concurrent review.
The location has had a liquor license in the past and most recently a license was held
by Ole International Kitchen. The applicant was aware of the Training for Intervention
Procedures (TIPS) requirement and has completed the training previously. The
applicant was available for questions and stated the new restaurant would operate as
a fast casual eatery. John Guffey/Town resident spoke in opposition of the liquor
license noting the Town has enough liquor licenses to serve the residents and guests.
Mayor Hall closed the public hearing and it was moved and seconded
(Lancaster/Cenac) to approve Resolution 89-24 for a new Hotel & Restaurant
liquor license for Antlers Tavern LLC dba Antlers Tavern, 145 E. Elkhorn
Avenue, and it passed unanimously.
ACTION ITEMS:
1. RESOLUTION 90-24 6E FUNDING EXPENDITURE TO THE ESTES VALLEY
RECREATION AND PARK DISTRICT. Housing and Childcare Manager Bangs
presented a resolution to allocate 6E funds in the amount of $11,500 for afterschool
programming for the Lil’ Bobcats Playtime Child Watch for four to six year olds at the
Community Center Cubz Den. The request was modified to include costs associated
with supplies for a total request of $12,400. The Estes Valley Recreation and Park
District (EVRPD) received funding from the Town in 2023 to expand the program from
two to five days a week and provide six, six-week sessions for four to six-year-olds.
The program was well received and attended, as every session was full and
oftentimes had a waitlist in 2024. The programming provides free afterschool
programming.
Board comments and questions were heard and have been summarized: questioned
if the EVRPD, a special taxing district, would fund the program without the Town’s
funds due to the small impact on their budget; questioned how the program was
funded previously; the EVRPD does not have dedicated funds for childcare, whereas
the Town has 6E funds available; this request would be a good use of 6E funds and
allow EVRPD to use their funds to support other programs and elements of the
Community Center; and requested the applicants be present during future requests to
answer questions from the Board.
DR
A
F
T
Board of Trustees – December 10, 2024 – Page 3
It was moved and seconded (Hazelton/Brown) to authorize staff to approve a
contract similar to what has been presented to allocate 6E funds for after school
programming with the Estes Valley Recreation and Park District’s amended
application, and it passed unanimously.
2. RESOLUTION 91-24, SUPPLEMENTAL BUDGET APPROPRIATIONS #6 TO THE
2024 BUDGET. Interim Director Hudson presented the 6th supplemental budget
appropriation to the 2024 budget to address additional workforce housing projects,
Carriage Drive/Spruce Knob waterline improvements, additional funding for snow
plow truck replacement, removal of the single level Big Horn Parking Structure project
budget, and other final year-end adjustments. The proposed adjustments would close
the year with the General Fund reserves at 30.3% of 2024 operating expenditures. It
was moved and seconded (Younglund/Hazelton) to approve Resolution 91-24, and
it passed unanimously.
3. CHANGE ORDER FOR REMAINDER OF CONSTRUCTION IMPACT FUNDING.
Mayor Pro Tem Cenac recused herself from the discussion and the vote. Deputy
Town Administrator Damweber stated on June 11, 2024, the Town Board approved a
contract with the Estes Chamber of Commerce to administer the Construction Impact
Relief Project. The total award of $400,000 was split between two programs: $200,000
for direct Construction Impact Grants and $200,000 for the Marketing Match program,
which provided a 75% reimbursement of marketing expenses up to $2,500. Funds
remain in the Marketing Match fund of approximately $28,000. The proposed change
order expands the allowable uses of Construction Impact Funds to two additional
areas: 1) reimbursement to the Estes Chamber of Commerce for up to $5,824 for staff
time spent administering the Construction Impact Relief Project, and 2) local event
sponsorships of up to $2,500 per event, for up to nine (9) events, between December
11, 2024 and December 31, 2025.
Board comments and questions have been summarized: would support the
reimbursement of the Chambers staff time to administer the program; the funding of
the nine events could assist smaller businesses in bringing business to town; the
impacts of construction may be felt beyond this summer season; concern the local
event sponsorship would be viewed as scope creep to fund a new program; and the
original approval of the funds anticipated any unspent funds would be returned to the
Town for other projects.
Kent Smith/Town resident stated support to fund the Chamber staff, and the second
proposal was suggested to use the additional funds to support the marketing ideas of
smaller businesses within town.
It was moved and seconded (Lancaster/Brown) to approve a change order for the
construction impact fund for $5,824.00 to the Estes Park Chamber of Commerce
for staff time spent administering the grants and that we reallocate the
remaining $22,499.71 to the Town’s small event grant program, and the motion
failed with Trustees Hazelton, Igel and Younglund voting “No” and with Mayor Pro
Tem Cenac recusing herself.
It was moved and seconded (Younglund/Igel) to approve a change order for the
construction impact fund to fund the Estes Park Chamber of Commerce staff
time in the amount of $5,824.00 and returning to the General Fund the additional
$22,499.71, and the motion failed with Mayor Hall and Trustees Brown and Lancaster
voting “No” and with Mayor Pro Tem Cenac recusing herself.
It was moved and seconded (Brown/Igel) to approve a change order for the
construction impact fund to reimburse the Estes Park Chamber of Commerce
for costs incurred and to return the additional remaining funds to the General
Fund. The motion not was voted on as the substitute motion passed.
It was moved and seconded (Younglund/Brown) to approve a change order for
the construction impact fund to allocate $5,824.00 to the Estes Park Chamber
of Commerce for the administration of the program and the additional remaining
DR
A
F
T
Board of Trustees – December 10, 2024 – Page 4
funds to the General Fund, and it passed with Mayor Pro Tem Cenac recusing
herself.
REQUEST TO ENTER EXECUTIVE SESSION:
It was moved and seconded (Brown/Younglund) to approve entering into Executive
Session for a conference with an attorney for the Board for the purpose of receiving
legal advice on specific legal questions, Section 24-6-402(4)(b), C.R.S. – Petitions
for Citizen Initiated Ordinances, and it passed unanimously.
The Board entered Executive Session at 8:51 p.m. and concluded at 9.26 p.m.
Whereupon Mayor Hall adjourned the meeting at 9:27 p.m.
Gary Hall, Mayor
Jackie Williamson, Town Clerk
DR
A
F
T
Town of Estes Park, Larimer County, Colorado December 10, 2024
Minutes of a Study Session meeting of the TOWN BOARD of the Town of
Estes Park, Larimer County, Colorado. Meeting held at Town Hall in the
Board Room in said Town of Estes Park on the 10th day of December,
2024.
Board: Mayor Hall, Mayor Pro Tem Cenac, Trustees Brown,
Hazelton, Igel, Lancaster, and Younglund
Attending: All
Also Attending: Deputy Town Administrator Damweber, Attorney Kramer,
and Deputy Town Clerk Beers
Absent: Town Administrator Machalek
Mayor Hall called the meeting to order at 4:31 p.m.
MULTIMODAL TRANSPORTATION AND TRANSIT DEVELOPMENT PLANS.
The development of a Multimodal Transportation Plan (MTP) and Transit Development
Plan (TDP) has been a Strategic Plan objective in 2023 and 2024. In 2023, the Town
contracted with Kimley-Horn and Associates Inc. to develop the MTP and TDP. Director
Muhonen stated both studies were funded through local funds. He introduced Anthony
Pratt who provided a status update on development of the plans and the public
engagement. Highlights of his presentation included: engagement efforts which were
primarily obtained virtually through Transportation Advisory Board meetings, open
houses, surveys, and email feedback; pedestrian, focused on intersection and bike
safety across transit services; and proposed transportation changes and expansion in
the Estes Valley while reviewing existing transportation issues and opportunities for
improvement. Feedback on the plans was primarily positive. Eight goals were identified
as primary elements for the 2045 Transportation Plan, including multimodal safety,
choices and connectivity, user experience, regional partnership, resilient infrastructure
and environmental sustainability, economic and social sustainability, accessibility,
funding, and implementation. Feedback was encouraged on each plan which would be
collected through January 2025.
VISIT ESTES PARK (VEP) DARK SKIES INITAITIVE.
Dana Paiement/VEP Destination Development Director provided an overview of the
Estes Park International DarkSky Community Certification. Communities that actively
reducing light pollution, protecting night sky quality, and educating residents on the
importance of dark skies are awarded the certification for their efforts in preserving a
naturally dark environment for astronomy and wildlife observation. The VEP Operating
Plan outlines a goal to further develop existing programs and introduce new programs
that contribute to the pillars of sustainable tourism within the community. She stated
studies have indicated increases in tourism, local spending and increased jobs for
communities with the certification. Over 30 communities in Colorado currently have the
certification. Businesses which operate 24 hours would not be applicable to the
requirements of the initiative. She reviewed the criteria necessary for the certification
and grant funding opportunities. VEP requested Board support to direct Town staff to
coordinate pursuing the certification.
Board discussion ensued and has been summarized: Can holiday lighting and dark
skies (two) coexists; the impacts, including costs, to business owners and residents to
meet these standards; impact of artificial light on wildlife; whether RMNP were pursuing
the certification as well; the differences between the Town’s existing dark skies
requirements and the certification requirements; and marketing Estes Park as a dark
skies community considering the large amount of light pollution from the Front Range
DR
A
F
T
Town Board Study Session – December 10, 2024 – Page 2
and the potential of disingenuous marketing. The Board stated support for staff to
coordinate with VEP to pursue the International DarkSky Community Certification and
bring forward any necessary code revisions for consideration.
2025 FUNDING PROPOSAL FOR TUITION ASSISTANCE.
Manager Bangs presented the 2025 funding proposal for childcare tuition assistance
utilizing 6E funding. She stated childcare tuition was not equivalent to the cost for care.
Providers often subsidize costs by cutting supply and staffing pay. Staff anticipates the
continued freeze of the Colorado Child Care Assistance Program (CCAP) funding. Staff
requested Board input on allocating 6E funding to cover the lack of available CCAP
funds; to fund the Estes Valley Investment in Childhood Success (EVICS) tuition
assistance program; and to be allocated to middle-income workforce assistance. She
reviewed low-income assistance and the families served. Families applying for CCAP
typically work directly with EVICS on the application process and can often receive gap
funding during the application process. In 2024, the emergency and hardship income
eligibility funding provided by EVICS was increased. She stated there has been
exponential childcare need since 2022. EVICS projects over $180,000 in tuition
assistance needed in 2025. Even though families qualify during the application process
they can be denied through additional qualification determined on a case-by-case basis.
The Larimer County Childcare Fund (LCCF) was created through United Way of
Larimer County and administered through the Early Childhood Council of Larimer
County to serve households considered middle-income (80-100% AMI). Staff identified
the fund as incredibly limited and stated currently no Estes Park families are supported
through the program. Staff requested Board direction on how 6E funds are allocated
and reporting requirements.
Staff provided details on the newly developed Middle-Income Workforce Assistance
program which directly supports local families and recommended allocating 6E funds in
2025. LCCF funds have not adequately served the Estes Valley community needs. Staff
recommends allocating $50,000 in 2025 through 6E funds as part of the Estes Valley
Childcare Fund. Cost modeling was being conducted by Brodsky Research to provide
data to support the annual budgetary needs for the program. Staff anticipated launching
the Middle-Income Workforce Assistance program in late summer of 2025.
The Board encouraged EVICS to pursue grant funding; identify why families are denied
funding through existing mechanisms; clarify EVIC funding request and the number of
families served; to explore Colorado Universal Preschool (UPK); stressed the
importance of accurate data reporting; and potential on-site assistance funding for
administrative support provided during the application process to be discussed during
future Base Funding discussions by the Board.
FUTURE STUDY SESSION AGENDA ITEMS.
It was requested and determined the Estes Park Non-Profit Network, Cleave Street
Redevelopment and Noise Ordinance Enforcement updates be added to the
approved/unscheduled and Senior Needs Assessment and Recommendation be
presented on February 25, 2025.
COMMENTS & QUESTIONS.
The Board welcomed Jody Street the new publisher of the Estes Park Trail Gazette.
There being no further business, Mayor Hall adjourned the meeting at 6:15 p.m.
Bunny Victoria Beers, Deputy Town Clerk
DR
A
F
T
Town of Estes Park, Larimer County, Colorado, October 16, 2024
Minutes of a Regular meeting of the TRANSPORTATION ADVISORY
BOARD of the Town of Estes Park, Larimer County, Colorado. Meeting held
in the Municipal Building in said Town of Estes Park on the 16th day of
October, 2024.
Board: Chair Belle Morris; Vice-Chair Kristen Ekeren; Members Larry Gamble,
Linda Hanick, Joan Hooper, Misti Marcantonio, Carissa Streib, and Wallace
Wood; Trustee Mark Igel; Staff Liaison Dana Klein
Attending: Chair Morris; Vice-Chair Ekeren; Members Gamble, Hanick, Hooper, Streib,
and Wood; Engineer Bailey; Manager Klein; Manager Pastor; Recording
Secretary McDonald; Mayor Hall; Paul Hornbeck, Community Development
Absent: Member Marcantonio, Trustee Igel
Chair Morris called the meeting to order at 12:05 p.m.
PUBLIC COMMENT
Member Gamble relayed two public comments that were verbally posed to him. The first
comment addressed the placement of downtown wayfinding signage near the Parking
Structure (PS) and east of Kind Coffee; signage in both locations is set too far back from
the sidewalk to be seen by people using a wheelchair. The second comment addressed
whether Estes Park provides adequate parking and signage for longer vehicles towing a
fifth wheel or other large vehicle. Discussion points included the adjusted placement of
certain wayfinding signage; the reminder that oversize vehicles have parking
accommodations at the Events Complex; Visit Estes Park’s website list of parking
locations for larger vehicles; and use of the Town’s variable message signs (VMS) and
parking app to reinforce such messaging for oversize vehicles approaching the downtown
area. Manager Klein reminded TAB members to submit these types of comments online
using the draft links for the Multimodal Transportation Plan (MTP) and Transit
Development Plan (TDP).
TRUSTEE LIAISON UPDATE
Trustee Igel had advised by email that he could not be in attendance today, due to
obligations at his business; in the same email, he had suggested that the TAB revisit the
discussion of the best meeting time, now that three new members have recently been
appointed. Discussion ensued regarding why the Town no longer offers Zoom virtual
attendance, and which other day/time options might serve members and the public. It was
agreed that Recording Secretary McDonald would check the Board Room calendar and
email Chair Morris about weekdays that would be available for an 8:30 a.m. TAB meeting.
Engineer Bailey advised that Chair Morris could also contact Trustee Igel directly
regarding the planning or format of meetings.
Transportation Advisory Board – October 16, 2024 – Page 2
APPROVAL OF MINUTES DATED SEPTEMBER 18, 2024
It was moved and seconded (Hooper/Streib) to approve the September 18, 2024,
minutes with a minor amendment, and it passed unanimously.
ESTES PARK HOUSING AUTHORITY: DEVELOPMENT PROJECTS
Chair Morris spoke on behalf of the Estes Park Housing Authority’s (EPHA) Executive
Director, Scott Moulton. EPHA’s current and future projects include housing locations
across from The Rock Inn on Colorado Highway 66 (CO-66) and on Fish Hatchery Road.
Discussion points included potential transit needs and issues for future residents of these
locations; topics to be addressed in the traffic impact studies; grant opportunities and
other funding sources for transit improvements; the current opportunity to provide public
input while the Estes Park Development Code is being revised; and the value of having
the TAB participate in the development planning process for new housing properties.
Discussion during this agenda item flowed into the following two agenda items.
MULTIMODAL TRANSPORTATION PLAN: DRAFT DOCUMENT DISCUSSION
Discussion points for the draft MTP included the importance of meeting the needs of
disadvantaged and temporary workers; how the Estes Forward Comprehensive Plan
should be referenced earlier in the document, since its values inform the MTP; the need
to synchronize and refine priorities with specific goals; the insufficient emphasis on
addressing traffic congestion; and the disadvantage of the census information being
gathered in the month of April. Given the 176-page length of the draft, it was
recommended that TAB members focus on Chapter 5 (Recommendations) and the
Project Prioritization (page 158), working backward to understand how priorities were
measured and set.
TRANSIT DEVELOPMENT PLAN: DRAFT DOCUMENT DISCUSSION
The draft TDP was naturally referenced in the previous two agenda items. Further
discussion included the need to modify Estes Park’s existing spoke-hub model to improve
connectivity, and how The Peak’s route changes can affordably address this need.
Manager Klein reminded TAB members to review and provide their online comments in
both the MTP and the TDP drafts by October 25, to ensure that their input is considered
during the revision process.
PARKING & TRANSIT UPDATES
Manager Klein summarized the paid parking occupancy and revenue numbers through
October 6. Capacity continues to be at or near 100% each weekend in all lots excluding
the EC and PS, helping the PS achieve 85% or higher capacity 15 times now this season.
As previously requested, it was calculated that the average stay in the PS is 2-4 hours
per vehicle. The Post Office lot resumed paid parking status on September 26. Overall
parking revenue is down $217k from 2023 due to construction-related lot closures
throughout the season.
Transportation Advisory Board – October 16, 2024 – Page 3
The Peak’s Gold, Silver, Brown, and Blue Routes concluded service on September 29.
The Red Route, which served 14,555 guests in September, continues service through
October 20. As of September 30, The Peak has served 100k guests this season, which
bodes well for future grant opportunities.
Staff is applying for the Colorado Department of Transportation’s (CDOT) Multimodal
Transportation and Mitigation Options Fund (MMOF) Grant for three projects: Moraine
Avenue Trail Design, Trolley Facility, and 2026-2027 Transit Operations. Manager Klein
requested a TAB letter of support for the Town’s pursuit of this zero-match grant
opportunity. Another application is being prepared for the Safe Routes to School Grant
toward the Community Drive Multiuse Trail North Segment; for this grant, the TAB is
asked to provide a letter of support to the Upper Front Range Transportation Planning
Region (UFRTPR) and CDOT.
Manager Klein attended the October 3 board meeting of the GoNoCo 34, which remains
in the development phase.
Three responses were received for the Zero-Emission Vehicle (ZEV) Transition Plan for
Transit request for proposals, and the top two firms were interviewed.
Discussion points for parking and transit included the “cascading congestion” during Elk
Fest weekend, as drivers seemed determined to find a parking space downtown rather
than heed the VMS messaging about availability at the EC and PS; the desire to preserve
parking options on Cleave Street; the need for more Community Service Officers (CSOs)
and shifts; the possibility of adding a traffic control fee to the Town’s Event Permit, to help
the Police Department budget for such needs; and the demand for transit service from
downtown to The Stanley Hotel. Additionally, it was agreed that road congestion is
exacerbated when people decide to drive themselves into Rocky Mountain National Park
(RMNP) instead of honoring their seat reservations on the RMNP Hiker Shuttle, which
then becomes another partially occupied vehicle on the roadway.
During the off-season, Manager Klein’s team will be studying transit route changes and
other vital topics for the 2023 year-end parking and transit report to be presented to the
Town Board.
ENGINEERING UPDATES
Engineer Bailey reported that the Cleave Street Improvements Project (CSI) resumes on
October 21 with undergrounding work and the unplanned accommodation for a fifth
grease trap on Cleave Street. Staff is hiring a construction manager to be on-site daily.
This project phase will be difficult and require ongoing adaptation toward the goal of
substantial completion in May 2025.
Paving in the Reclamation Neighborhood will be delayed until spring due to the discovery
of old, shallow Xcel service lines. The Town’s Water Division will provide a temporary
covering on the concrete during the cold season.
Transportation Advisory Board – October 16, 2024 – Page 4
CDOT’s US 34/36 Resurfacing Project continues with occasional daytime work that
compromises traffic flow. Transitions will be completed during this US 34 phase, with work
on US 36 postponed until spring.
GRANT APPLICATIONS IN PROGRESS FOR MULTIMODAL TRANSPORTATION
AND MITIGATION OPTIONS FUND
This item was addressed by Manager Klein earlier in the agenda.
UPDATE ON PAST PUBLIC COMMENT
Regarding the September 18 public comment by Max Burkhalter about parking conditions
on High Drive, Engineer Bailey advised that his team had visited the site to monitor
parking behavior. No problems were observed during that site visit, but Public Works staff
will follow up as needed if rules are being violated. Parking boulders, rather than
delineators, are the Town’s preferred parking deterrent method because a vehicle can hit
them without damaging the product.
OTHER BUSINESS
None.
There being no further business, Chair Morris adjourned the meeting at 2:03 p.m.
/s/Lani McDonald, Recording Secretary
Town of Estes Park, Larimer County, Colorado, December 3, 2024
Minutes of a Regular meeting of the ESTES PARK BOARD OF ADJUSTMENT of the
Town of Estes Park, Larimer County, Colorado. The meeting was held in the Town of
Estes Park on December 3, 2024.
Board: Chair Jeff Moreau, Vice-Chair Wayne Newsom, Board Member Joe Holtzman
Attending: Chair Moreau, Vice-Chair Newsom, Member Holtzman, Senior Planner Paul
Hornbeck, Planner Kara Washam, Town Attorney Dan Kramer, Recording Secretary
Karin Swanlund
Absent: None; Holzman attended virtually via Google Meet.
Chair Moreau called the meeting to order at 9:00 a.m.
APPROVAL OF AGENDA
It was moved and seconded (Newsom/Holtzman) to approve the agenda. The
motion passed 3-0.
APPROVAL OF CONSENT AGENDA
It was moved and seconded (Moreau/Newsom) to approve the Consent
Agenda. The motion passed 3-0.
PUBLIC COMMENT: none
ACTION ITEMS:
1. Variance to the Minimum Lot Size 610 Lone Pine Dr. Planner Washam
The Applicant requests approval of a variance to the minimum lot size of 27,000
square feet, which is required for duplex developments on one lot in the R-2 (Two-
Family Residential) Zone District. The Applicant intends to finish the walk-out lower
level of the existing residence as a stacked duplex to use as a long-term rental
unit. The proposed development will require no additional build-out of the
residence, but an additional driveway is proposed. Staff recommended approval
of the request.
DISCUSSION: none
It was moved and seconded (Moreau/Holtzman) to approve the variance
request to the minimum lot size of 27,000 square feet required for duplex
developments on one lot in the R-2 (Two-Family Residential) Zone District with
findings as outlined in the staff report. The motion passed 3-0.
2. Variance for Attainable/Workforce Housing Deed Restriction 650 Halbach Ln
Planner Washam
The first requested variance would increase the maximum housing costs to
income requirement from 40% to 50%. The existing requirement states housing
costs (typically consisting of rent/mortgage & utility expenses) should not exceed
40% of that household's income. The Applicant has indicated that this provision
is an undue burden on his ability to sell the home, given that housing costs have
significantly increased since the Town's attainable housing requirements were
initially adopted. However, increasing the maximum allowance to 50% would
open the sale of the home to a larger pool of qualified buyers based on research
provided to the Applicant by local lenders.
The second requested variance would reduce the term of the deed restriction
from 50 years to 20 years. The term was initially 20 years when the Mangelsen
subdivision was approved but was increased to 50 years in 2017. The Applicant
has indicated that a 50-year term would be an undue burden as the other homes
in this subdivision were only restricted for 20 years, with those restrictions ending
next year. Imposing a 50-year term on this home would become an outlier within
Board of Adjustment, December 3, 2024 – Page 2
this subdivision and be inconsistent with the previous 20-year terms placed on
the other homes.
As part of this application for a variance, the Applicant is also requesting the
removal of three provisions in the Town's standard deed restriction for the subject
property. These provisions include rental restriction, household income
classification and maximum sales price. Staff recommended approval of the
proposed variance and associated appeals.
DISCUSSION:
Habitat sold this lot in 2016 and did not put a deed restriction on it because they
never built on it. The deed restriction is different from the zoning restriction.
Town Attorney Kramer reminded the Board that the application is a variance and
should be reviewed under variance criteria. The variance for renting this home
will need provisions added to the deed restriction to ensure anyone who rents the
home qualifies. The Code specifies the income restrictions but does not have all
the procedures laid out. Based on the buyer's debt-to-income ratio, a maximum
sale price would still be established
Moreau requested that the Planning Division review the building permit
application so this mistake is not repeated.
Applicant/Owner Maurice Scraggs, 652 Halbach, stated that this process has
been financially and personally difficult, causing great hardship. While he feels
the process is unfair, he is willing to work with the Town to get it straightened out.
Alix Lasalle, 1237 Timber Mountain Lane, attorney/broker, assisted the
prospective buyer of this house. Her research found the title to be "free of all
restrictions except for those of record." The Town failed to notify the owner of the
zoning restriction. He purchased the property in good faith, and an after-market
restriction was required, which has led to an unfair result.
Moreau asked Attorney Kramer if there was a means for the Board to vote on a
variance to remove all restrictions. Kramer answered that they only had the
ability to grant the variance in front of them. Amending the current request was
not an option. Nothing is written into the subdivision to indicate a restriction on
the property: The deed restriction is written as a condition of approval on the
rezoning. It is there but wouldn't necessarily show up in the title work.
The owner, Attorney and Board discussed submitting an additional application to
update or remove some or all restrictions.
At the Applicant's request, it was moved and seconded (Moreau/Holtzman) to
continue the variance request to the January 7, 2025 meeting, giving the applicant
time to revise his application. The motion passed 3-0.
REPORTS: none
With no further business, Chair Moreau adjourned the meeting at 9:45 a.m.
Jeff Moreau, Chair
Karin Swanlund, Recording Secretary
RESOLUTION 01-25
PUBLIC POSTING AREA DESIGNATION
WHEREAS, section 24-6-402(2)(c) of the Colorado Revised Statutes requires a
municipality to designate a public place to post notices of its meetings, and encourages
the posting place to be on a public website of the Town; and
WHEREAS, the Town designates the www.estes.org/boardsandmeetings page of
the Town’s website as the public place for Posting Notices of Town Meetings through this
Resolution 01-25; and
WHEREAS, in the event of a power or internet outage, the Town designates the
main entrance to Town Hall as the Public Place for Posting Notices of Town Meetings.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO:
That the www.estes.org/boardsandmeetings page of the Town’s website is hereby
designated as the Public Place for Posting Notices of Town Meetings. In the event the
Town is unable to post a notice online in exigent or emergency circumstances such as a
power outage or an interruption in internet service that prevents the public from accessing
the notice online, notices may be posted at the main entrance of Town Hall, located at
170 MacGregor Avenue, Estes Park, Colorado.
DATED this day of , 2025.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
TOWN BOARD MEETING
January 14, 2025
Report & Discussion Item – Salud Foundation
Community Health Centers Update.
No packet material was provided for this
item.
PO Box 1484 | Estes Park, CO 80617
Estes ParkIISalud
Foundation
Non-Profit
U.S. POSTAGE
PAID
PERMIT #224
ESTES PARK, CO
80517
Please send your donation
to Estes Park Salud Foundation
CHECK:
Estes Park
Salud Foundation
PO Box 1484 '^HTtH l41
Estes Park, CO 80517 :tlSfc^fU«L-l
CREDIT CARD:
Scan QR code or visit
estesparksaludfoundation.org/donate
POSTAL PATRON
yj>.
1^V ,y
/
"nOA uo spuedep
ejn^nj. s/iiuniuujoo jnQ
ZSZOZ-Z66T
! "N
The Estes Park Salud clinic has served the Estes Park Valley
since 1992. We provide access to affordable medical, dental,
behavioral health and pharmacy services to anyone in our
community, regardless of ability to pay. The Estes Park Salud
Clinic is a non-profit, community health center and depends on
your ongoing support to offset the cost of services. In 2023,
the clinic provided care to 2,109 patients through 6,582 visits.
Salud serves one in three individuals and families
in the Estes Park Valley!
The Estes Park Salud Foundation is a group of dedicated, local volunteers
who are committed to ensure access to health care is available in our rural community.
Operating a health care facility in a remote mountain town has always been a
challenge due to staffing retention and financial pressures. Many of our doctors,
dentists and staff simply can't afford to live in Estes Park. More than one-third
commute from surrounding towns and others take second jobs just to follow
their passion of working at Salud and helping this community. In the past, Salud
Family Health has successfully responded to these challenges thanks to your
donations to the Estes Park Salud Foundation. This year is different.
Salud Family Health system, operating thirteen sites across Colorado, is experiencing unprecedented financial losses
which threaten the viability of smaller clinics like Estes Park. Estes Park Clinic will lose more than ONE MILLION
DOLLARS this year!
The Salud system is facing its most challenging financial environment in our 54-year history. A reduction in Medicaid
has left many patients uninsured. This, combined with flat federal funding, leaves Salud's system financially vulnerable.
These challenges are compounded by the increased health care inflation that makes caring for our patients more costly
than ever before.
If the Estes Park Valley communities don't support the clinic, it
will close. This means that one in three people in Estes Park will be
without pediatric well child visits, without dental visits, without diabetes
management, without pharmacy, without behavioral health and without
all other routine, preventive care that is critical to maintaining health and
wellness. Our community will suffer, and the underserved will be forced to
use the hospital emergency room for routine clinic needs, costing millions
each year and overwhelming the ER. Children and seniors will suffer the
most. It's up to you to decide.
The Estes Park Salud Foundation is committed to safeguarding access to quality, affordable health care for all members
of our community. We are committed to raising ONE MILLION DOLLARS annually to ensure the clinic remains a
viable part of our community. We must raise $1 Million by June 2025 to ensure the ongoing operation of our clinic. We
need you more than ever to provide testimony that our Valley steps
up to look out for one another and assures that essential health care
remains in our community.
Make a donation today!
estesparksaludfoundation.org/donate
To: Honorable Mayor Hall
Board of Trustees
Through: Town Administrator Machalek
From: Jackie Williamson
Date: January 14, 2025
RE: Resolution 02-25 Transfer of Ownership from Black Canyon Catering Inc.
dba Della Terra Mountain Chateau to Z Golf Food & Beverage Services,
LLC dba Della Terra Mountain Chateau, 3501 Fall River Road, Hotel &
Restaurant Liquor License
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER
QUASI-JUDICIAL YES NO
Objective:
Transfer an existing liquor license located at 3501 Fall River Road to the applicant, Z
Golf Food & Beverage Services, LLC dba Della Terra Mountain Chateau.
Present Situation:
A Hotel & Restaurant license is currently held at the location referenced above by Black
Canyon Catering Inc. dba Della Terra Mountain Chateau. The applicant is requesting a
transfer of the license and submitted a complete application to the Town Clerk’s office
on December 2, 2024, and a temporary permit was issued December 2, 2024. The
temporary permit authorizes the transferee to continue the sale of alcohol as permitted
under the current license while the application to transfer ownership of the license is
pending. The applicant submitted all necessary paperwork and fees and is aware of the
TIPS training requirement.
Proposal:
The Town Board to review and consider the application to transfer the existing license
to Z Golf Food & Beverage Services, LLC dba Della Terra Mountain Chateau.
Advantages:
The transfer of the license provides the business owner with the opportunity to continue
operating an existing, liquor-licensed establishment without an interruption of service to
its clientele.
TOWN CLERK’S OFFICE Memo
Disadvantages:
The business owner is denied the opportunity to continue operating an existing liquor-
licensed business during the licensing process.
Action Recommended:
Approval to transfer the existing Hotel & Restaurant liquor license to Z Golf Food &
Beverage Services, LLC dba Della Terra Mountain Chateau.
Budget:
The fee paid to the Town of Estes Park for a Hotel & Restaurant liquor license transfer
is $1319. The fee covers the administrative costs related to processing the application,
background checks, and business licensing. In addition, the renewal fee payable to the
Town for a Hotel & Restaurant liquor license is $869 per year.
Level of Public Interest:
Low
Sample Motion:
I move to approve/deny Resolution 02-25.
Attachments
1.Procedures for Transfer
2. Resolution 02-25
3.Link to the Application, Diagram, Individual History
January 2023
PROCEDURE FOR TRANSFER OF LIQUOR LICENSE
MAYOR.
The next order of business is convening the Liquor Licensing Authority for the Town of
Estes Park. A public hearing on the application to transfer a Hotel & Restaurant liquor
license held by Black Canyon Catering Inc. dba Della Terra Mountain Chateau to Z Golf
Food & Beverage Services, LLC dba Della Terra Mountain Chateau, 3501 Fall River Road,
Estes Park, Colorado.
TOWN CLERK.
Will present the application to transfer a Hotel & Restaurant license to Z Golf Food & Beverage
Services, LLC dba Della Terra Mountain Chateau and confirm the following:
The application was filed December 2, 2024 .
The Town has received all necessary fees and hearing costs.
The applicant is filing as a LLC .
There is no police report with regard to the investigation of the applicants as the
applicant holds a State Master File
Status of T.I.P.S. Training:
Unscheduled Completed X Pending Confirmation
MAYOR.
Ask the Board of Trustees if there are any questions of any person speaking at any
time during the course of this hearing.
Declare the public hearing closed.
MOTION:
I move that Resolution 02-25 be approved/denied to transfer a Hotel & Restaurant license held
by Black Canyon Catering Inc. dba Della Terra Mountain Chateau to Z Golf Food & Beverage
Services, LLC dba Della Terra Mountain Chateau located at 3501 Fall River Road, Estes Park,
Colorado.
CLOSING:
I declare the Liquor Licensing Authority for the Town of Estes Park is adjourned and I now
reconvene the regular Town Board meeting.
ATTACHMENT 1
RESOLUTION 02-25
APPROVING A TRANSFER OF A HOTEL & RESTAURANT LIQUOR LICENSE FROM
BLACK CANYON CATERING INC. DBA DELLA TERRA MOUNTAIN CHATEAU TO
Z GOLF FOOD & BEVERAGE SERVICES, LLC DBA DELLA TERRA MOUNTAIN
CHATEAU, 3501 FALL RIVER ROAD, ESTES PARK, CO 80517
WHEREAS, the Town Board of Trustees acting in their capacity as the Liquor
Licensing Authority for the Town of Estes Park held a public hearing on January 14, 2025
for a Transfer of a Hotel & Restaurant Liquor License, filed by Z Golf Food & Beverage
Services, LLC dba Della Terra Mountain Chateau, 3501 Fall River Road, Estes Park,
Colorado; and
WHEREAS, C.R.S. § 44-3-303 and § 44-3-307 and Regulation 304 requires the
licensing authority shall consider the requirements outlined in said sections for a transfer
application; and
WHEREAS, the Board of Trustees finds application meets the requirements
outlined in the aforementioned section of the statutes and liquor regulations for the
granting of this transfer of a liquor license.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE
TOWN OF ESTES PARK, COLORADO:
The Board approves the application for a Transfer of a Hotel & Restaurant Liquor
License, filed by Z Golf Food & Beverage Services, LLC dba Della Terra Mountain
Chateau, 3501 Fall River Road, Estes Park, Colorado.
DATED this day of , 2025.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
ATTACHMENT 2
DR 8404 (08/08/24)
COLORADO DEPARTMENT OF REVENUE
Liquor Enforcement Division
PO BOX 17087
Denver CO 80217-0087 ^ _ , _, _ , .____._ n ^ .1 . _______ » _.__r _ _^.(303)205:2300 Colorado Liquor Retail License Application
* Note that the Division will not accept cash II Paid by Check Date Uploaded to Movelt
Paid Online
New License || New-Concurrent [Xl Transfer of Ownership || State Property Only || Master file
All answers must be printed in black ink or typewritten
Applicant must check the appropriate box(es)
Applicant should obtain a copy of the Colorado Liquor and Beer Code: S6G. Colorado.gov/LiquQr
Applicant is applying as a/an ]I Individual
Corporation
Limited Liability Company Association or Other
Partnership (includes Limited Liability and Married
Couple Partnerships)
Applicant Name If an LLC, name of LLC; if partnership, at least 2 partner's names; if corporation, name of corporation
Z Golf Food & Beverage Services, LLC
FEIN Number State Sales Tax Number
77-0528139
Trade Name of Establishment (DBA)Business Telephone
Della Terra Mountain Chateau 970-586-2501
Address of Premises (specify exact location of premises, include suite/unit numbers)
3501 Fall River Road
3ity
Estes Park
Bounty
Larimer
State
co
;IP Code
80517
bailing Address (Number and Street)
633 Park Point Dr
3ity or Town
Golden
state
co
7|P Code
80401
Email Address
ZGAccounting@wedgewoodweddings.com
If the premises currently has a liquor or beer license, you must answer the following questions.
Present Trade Name of Establishment (DBA)
Della Terra Mountain Chateau
Present State License Number Present Class of License Present Expiration Date
03-18863 Hotel & Restaurant (City)4/24/2025
Page 1 of 16
ATTACHMENT 3
Section A Nonrefundable application fees*
Application Fee for New License................................................................................................................... $1,100.00
Application Fee for New License with Concurrent Review.............................,..............................................$1,200.00
Application Fee for Transfer............................................................................,....,.............................,,.......... $1,100.00
Section B Liquor License Fees*
II Add Optional Premises to H & R .......................................................,.......$100.00 X Total
II Add Sidewalk Service Area.................................................................................................................................$75.00
Arts License (City)..............................................................................................................................................^
Arts License (County).......................................................................................................................................$308.75
II Beer and Wine License (City)...........................................................................................................................$351.25
II Beer and Wine License (County)......................................................................................................................$436.25
II Brew Pub License (City).................................................................................................................................. $750.00
II Brew Pub License (County)..............................................................................................................................$750.00
II Campus Liquor Complex (City)........................................................................................................................$500.00
II Campus Liquor Complex (County)...................................................................................................................$500.00
Campus Liquor Complex (State)......................................................................................................................$500.00
Club License (City)...........................................................................................................................................$308.75
Club License (County)......................................................................................................................................$308.75
II Distillery Pub License (City)..............................................................................................................................$750.00
II Distillery Pub License (County) ......................................................,.................................................................$750.00
II Entertainment Facility License (City)................................................................................................................$500.00
II Entertainment Facility License (County)...........................................................................................................$500.00
Hotel and Restaurant License (City).................................................................................................................$500.00
Hotel and Restaurant License (County) ...........................................................................................................$500.00
Hotel and Restaurant License with one optional premises (City).....................................................................$600.00
II Hotel and Restaurant License with one optional premises (County)................................................................$600.00
DR 8404 (08/08/24) Page 2 of 16
Section B Liquor License Fees* (Continued)
Liquor-Licensed Drugstore (City).....................................................................................................................$227.50
Liquor-Licensed Drugstore (County)................................................................................................................$312.50
Lodging Facility License (City)..........................................................................................................................$500.00
II Lodging Facility License (County) ....................................................................................................................$500.00
1X1 Manager Registration - H & R............................................................................................................................$30.00
II Manager Registration -Tavern ...........................................................................................................................$30.00
II Manager Registration - Lodging & Entertainment ...........................................................................................,..$30.00
II Manager Registration - Campus Liquor Complex ..............................................................................................$30.00
II Optional Premises License (City).....................................................................................................................$500.00
Optional Premises License (County)................................................................................................................$500.00
II Racetrack License (City)..................................................................................................................................$5
II Racetrack License (County).............................................................................................................................$500.00
II Resort Complex License (City).........................................................................................................................$500.00
II Resort Complex License (County)....................................................................................................................$500.00
II Related Facility - Campus Liquor Complex (City).............................................................................................$160.00
Related Facility - Campus Liquor Complex (County) .......................................................................................$160.00
Related Facility - Campus Liquor Complex (State) ..........................................................................................$160.00
Retail Gaming Tavern License (City)................................................................................................................$500.00
II Retail Gaming Tavern License (County)...........................................................................................................$500.00
II Retail Liquor Store License-Additional (City)..................................................................................................$227.50
II Retail Liquor Store License - Additional (County).............................................................................................$312.50
Retail Liquor Store (City)..................................................................................................................................$227.50
DR 8404 (08/08/24) Page 3 of 16
Section B Liquor License Fees* (Continued)
II Retail Liquor Store (County).............................................................................................................................$312.50
II Tavern License (City)........................................................................................................................................$^^^
II Tavern License (County)...................................................................................................................................$500.00
II Vintners Restaurant License (City)...................................................................................................................$750.00
II Vintners Restaurant License (County)..............................................................................................................$750.00
Questions? Visit: SBG.Colorado.gov/Liquorfor more information
Do not write in this space - For Department of Revenue use only
Liability Information
License Account Number Liability Date
License Issued Through (Expiration Date) Total
DR 8404 (08/08/24) Page 4 of 16
Application Documents Checklist and Worksheet
Instructions: This checklist should be utilized to assist applicants with filing all required
documents for licensure. All documents must be properly signed and correspond with the name
of the applicant exactly. All documents must be typed or legibly printed. Upon final State approval
the license will be mailed to the local licensing authority. Application fees are nonrefundable.
Questions? Visit: SBG.Colorado.gov/Liquorfor more information
Items submitted, please check all appropriate boxes completed or documents submitted
I. Applicant information
Applicant/Licensee identified
State sales tax license number listed or applied for at time of application
License type or other transaction identified
Return originals to local authority (additional items may be required by the local licensing authority)
All sections of the application need to be completed
Master file applicants must include the Application for Master File form DR 8415 and applicable fees to this
Retail License Application
II. Diagram of the premises
No larger than 81/2"X 11"
Dimensions included (does not have to be to scale). Exterior areas should show
type of control (fences, walls, entry/exit points, etc.)
II Separate diagram for each floor (if multiple levels)
II Return originals to local authority (additional items may be required by the local licensing authority)
II Kitchen - identified if Hotel and Restaurant
II Bold/Outlined Licensed Premises
III. Proof of property possession (One Year Needed)
II Deed in name of the applicant (or) (matching Applicant Name provided on page 1) date stamped / filed with
County Clerk
Lease in the name of the applicant (or) (matching Applicant Name provided on page 1)
Lease assignment in the name of the applicant with proper consent from the landlord and acceptance
by the applicant
Other agreement if not deed or lease, (matching Applicant Name provided on page 1)
DR 8404 (08/08/24) Page 5 of 16
IV. Background information (DR 8404-1) and financial documents
Complete DR 8404-1 for each principal (individuals with more than 10% ownership, officers,
directors, partners, members)
Fingerprints taken and submitted to the appropriate Local Licensing Authority through an approved State
Vendor. Master File applicants submit results to the State
Do not complete fingerprint cards prior to submitting your application.
The Vendors are as follows:
IdentoGO
Appointment Scheduling Website: https://uenrollJdentogo.com/workflows/25YQHT
Phone: 844-539-5539 (toll-free)
IdentoGO FAQs: https://cbi.Colorado.gov/sections/biometric-identification-and-records-unit/biometric-
identification-and-records-unit-faqs
State Liquor Code for IdentoGO: 25YQHT
Colorado Fingerprinting
Appointment Scheduling Website: http://www.coloradofingerprinting.com/cabs/
Phone: 720-292-2722 833-224-2227 (toll free)
State Liquor Code for Colorado Fingerprinting: C030LIQI
Purchase agreement, stock transfer agreement, and/or authorization to transfer license
II List of all notes and loans (Copies to also be attached)
V. Sole proprietor/husband and wife partnership (if applicable)
II Form DR 4679 Lawful Presence Affidavit
II Copy of State issued Driver's License or Colorado Identification Card for each applicant
VI. Corporate applicant information (if applicable)
I[ Certificate of Incorporation
Certificate of Good Standing
Certificate of Authorization if foreign corporation (out of state applicants only)
VII. Partnership applicant information (if applicable)
Partnership Agreement (general or limited).
II Certificate of Good Standing
VIII. Limited Liability Company applicant information (if applicable)
Copy of articles of organization
Certificate of Good Standing
Copy of Operating Agreement (if applicable)
Certificate of Authority if foreign LLC (out of state applicants only)
IX. Manager registration for Hotel and Restaurant, Tavern, Lodging & Entertainment, and
Campus Liquor Complex licenses when included with this application
$30.00 fee
If owner is managing, no fee required
DR 8404 (08/08/24) Page 6 of 16
1. Is the applicant (including any of the partners if a partnership; members or
managers if a limited liability company; or officers, stockholders or directors if a
corporation) or managers under the age of twenty-one years?.________________. U Yes W No
2. Has the applicant (including any of the partners if a partnership; members or managers if a limited
liability company; or officers, stockholders or directors if a corporation) or managers ever (in
Colorado or any other state):
a. Been denied an alcohol beverage license?.____________________________.. Q Yes (•) No
b. Had an alcohol beverage license suspended or revoked?._______________.. Q Yes (•) No
c. Had interest in another entity that had an alcohol beverage license
suspended or revoked?._____________________________________________. 0 Yes ® No
If you answered yes to a, b or c above, explain in detail on a separate sheet.
3. Has a liquor license application (same license class), that was located within 500
feet of the proposed premises, been denied within the preceding two years ?.______. 0 Yes (•) No
If "yes", explain in detail.
4. Are the premises to be licensed within 500 feet, of any public or private school
that meets compulsory education requirements of Colorado law, or the principal
campus of any college, university or seminary? ____________________________ 0 Yes (•) No
or
Waiver by local ordinance? 0 Yes 0 No
Other
5. Is your Liquor Licensed Drugstore (LLDS) or Retail Liquor Store (RLS) within
1500 feet of another retail liquor license for off-premises sales in a jurisdiction
with a population of greater than (>) 10,0000? NOTE: The distance shall be
determined by a radius measurement that begins at the principal doorway of the
LLDS/RLS premises for which the application is being made and ends at the
principal doorway of the Licensed LLDS/RLS..__________________________N_/A Q Yes 0 No
DR 8404 (08/08/24) Page 7 of 16
6. Is your Liquor Licensed Drugstore (LLDS) or Retail Liquor Store (RLS) within
3000 feet of another retail liquor license for off-premises sales in a jurisdiction
with a population of less than (<) 10,0000? NOTE: The distance shall be
determined by a radius measurement that begins at the principal doon/vay of the
LLDS/RLS premises for which the application is being made and ends at the
principal doorway of the Licensed LLDS/RLS..___________________________N/A 0 Yes 0 No
For additional Retail Liquor Store only.
a. Was your Retail Liquor Store License issued on or before January 1, 2016?._. Q Yes 0 No
b. Are you a Colorado resident?._____________________________________N/A. Q Yes 0 No
7. Has a liquor or beer license ever been issued to the applicant (including any
of the partners, if a partnership; members or manager if a Limited Liability
Company; or officers, stockholders or directors if a corporation)? If yes, identify
the name of the business and list any current financial interest in said business
including any loans to or from a licensee.____________________________________ (•) Yes 0 No
8. Does the applicant, as listed on line 2 of this application, have legal nease see
possession of the premises by ownership, lease or other arrangement?.____. ® Yes 0 No
Ownership 0 Lease 0 Other (Explain in detail)
a. If leased, list name of landlord and tenant, and date of expiration, exactly as they appear on
the lease:
Landlord Tenant Expires
Z Golf Food & Beverage Services, LLC
b. Is a percentage of alcohol sales included as compensation to the landlord?
If yes, complete question on page 9..__________________________________. 0 Yes (•) No
c. Attach a diagram that designates the area to be licensed in black bold outline (including
dimensions) which shows the bars, brewery, walls, partitions, entrances, exits and what each
room shall be utilized for in this business. This diagram should be no larger than 8V2" X 11".
DR 8404 (08/08/24) Page 8 of 16
9. Who, besides the owners listed in this application (including persons, firms, partnerships, corporations,
limited liability companies) will loan or give money, inventory, furniture or equipment to or for use in this
business; or who will receive money from this business? Attach a separate sheet if necessary.
Last Name First Name
None
Date of Birth (MM/DD/YY)^EINorSSN Number nterest/Percentage
Last Name =irst Name
Date of Birth (MM/DD/YY)=EIN or SSN Number nterest/Percentage
Last Name =irst Name
Date of Birth (MM/DD/YY):EINorSSN Number nterest/Percentage
Attach copies of all notes and security instruments and any written agreement or details
of any oral agreement, by which any person (including partnerships, corporations, limited
liability companies, etc.) will share in the profit or gross proceeds of this establishment, and
any agreement relating to the business which is contingent or conditional in any way by
volume, profit, sales, giving of advice or consultation.
10. Optional Premises or Hotel and Restaurant Licenses with Optional Premises:
Has a local ordinance or resolution authorizing optional premises been adopted'^/A 0 Yes 0 No
Number of additional Optional Premise areas requested. (See license fee chart)
For the addition of a Sidewalk Service Area per Regulation 47-302(A)(4), include a diagram of the
service area and documentation received from the local governing body authorizing use of the
sidewalk. Documentation may include but is not limited to a statement of use, permit, easement, or
other legal permissions.
11. Liquor Licensed Drugstore (LLDS) applicants, answer the following:
a. Is there a pharmacy, licensed by the Colorado Board of Pharmacy, located
within the applicant's LLDSpremise?._______________________—__---N/A Q Yes 0 No
If "yes" a copy of license must be attached.
DR 8404 (08/08/24)Page 9 of 16
12. Club Liquor License applicants answer the following: Attach a copy of applicable documentation
a. Is the applicant organization operated solely for a national, social, fraternal, N/A
patriotic, political or athletic purpose and not for pecuniary gain?. ___________ 0 Yes 0 No
b. Is the applicant organization a regularly chartered branch, lodge or chapter
of a national organization which is operated solely for the object of a patriotic
or fraternal organization or society, but not for pecuniary gain?.___________. (-) Yes ^ No
c. How long has the club been incorporated?..
d. Has applicant occupied an establishment for three years (three years required)
that was operated solely for the reasons stated above?._________________.. 0 Yes 0 No
13. Brew-Pub, Distillery Pub orVintner's Restaurant applicants answer the following:
a. Has the applicant received or applied for a Federal Permit? (Copy of permit N/A
or application must be attached).___________________________________---. 0 Yes 0 No
14. Campus Liquor Complex applicants answer the following:N/A
a. Is the applicant an institution of higher education?.______________________. Q Yes 0 No
b. Is the applicant a person who contracts with the institution of higher
education to provide food services?.__________________________________.. 0 Yes 0 No
If "yes" please provide a copy of the contract with the institution of higher education
to provide food services.
15. For all on-premises applicants.
a. For all Liquor Licensed Drugstores (LLDS) the Permitted Manager must also submit an
Manager Permit Application - DR 8000 and fingerprints.
Last Name of Manager First Name of Manager
Wright Taylor
16. Does this manager act as the manager of, or have a financial interest in, any
other liquor licensed establishment in the State of Colorado? If yes, provide
name, type of license and account number.._______________________________.. W Yes (J No
\lame
Manager of "Wedgewood at
Fype of License
Hotel & Restaurant (County)
Bou Ider Creek"
Xccount Number
03-03872
DR 8404 (08/08/24) Page 10 of 16
17. Related Facility - Campus Liquor Complex applicants answer the following:
a. Is the related facility located within the boundaries of the Campus N/A
Liquor Complex?.__________________________________________________. 0 Yes 0 No
If yes, please provide a map of the geographical location within the Campus Liquor Complex.
If no, this license type is not available for issues outside the geographical location of the
Campus Liquor Complex.
b. Designated Manager for Related Facility - Campus Liquor Complex
Last Name of Manager First Name of Manager
18. Entertainment Facility License N/A
If Applicant is applying for an Entertainment Facility License, you affirm that your
business model and aligns with the statutory privileges and requirements:._______.. 0 Yes 0 No
Pursuant to 44-3-103(15.5) C.R.S., an Entertainment Facility means an establishment in which
the primary business is to provide the public with sports or entertainment activities within
its licensed premises; and that, incidental to its primary business, sells and serves alcohol
beverages at retail for consumption on the licensed premises; and has sandwiches and light
snacks available for consumption on the licensed premises.
If Applicant is applying for a Lodging Facility License, you affirm that your
business model and aligns with the statutory privileges and requirements: .____..0 Yes 0 No
Pursuant to 44-3-103(29) C.R.S., a Lodging Facility means an establishment in which the
primary business is to provide the public with sleeping rooms and meeting facilities; and that
sells and serves alcohol beverages at retail for consumption on the licensed premises; and has
sandwiches and light snacks available for consumption on the licensed premises.
19. Tax Information.
a. Has the applicant, including its manager, partners, officer, directors,
stockholders, members (LLC), managing members (LLC), or any other
person with a 10% or greater financial interest in the applicant, been found
in final order of a tax agency to be delinquent in the payment of any state or
local taxes, penalties, or interest related to a business?._________________.. 0 Yes (•) No
b. Has the applicant, including its manager, partners, officer, directors,
stockholders, members (LLC), managing members (LLC), or any other
person with a 10% or greater financial interest in the applicant failed to pay
any fees or surcharges imposed pursuant to section 44-3-503, C.R.S.?.___.. Q yes (•) No
DR 8404 (08/08/24) Page 11 of 16
If applicant is a corporation, partnership, association or limited liability company, applicant must list all
Officers, Directors, General Partners, and Managing Members. In addition, applicant must list any
stockholders, partners, or members with ownership of 10% or more in the applicant. All persons
listed below must also attach form DR 8404-1 (Individual History Record), and make an appointment
with an approved State Vendor through their website. See application checklist, Section IV, for details.
Name Date of Birth (MM/DD/YY)
Wedgewood Intermediate Holding Corporation N/A
Street Address
43885 Business Park Dr., #229
City
Temecula
State
CA
7|P Code
92590
3osition
Member
/o Owned
100
Name
William Zaruka
Date of Birth (MM/DD/YY)
0
Street Address
41246 Crest Verde Ct.
City State ZIP Code Position % Owned
Temecula CA 92592 Manager 0
Name Date of Birth (MM/DDA/Y)
Erik Maurer
Street Address
1197Arden RD.
3ity
Pasadena
state
CA
71P Code
91106
3osition
Fund Manager
'/o Owned
0
Name Date of Birth (MM/DD/YY)
Brett Holcomb
Street Address
815 Oakwood Ave
City State ZIP Code Position % Owned
Wilmette IL 60091 Fund Manager )
Name Date of Birth (MM/DD/YY)
Trevor Bradshaw 0
Street Address
832 Arden Dr.
City State ZIP Code Position % Owned
Encinitas CA 92024 Manager 0
Please see attached for John Zaruka
DR 8404 (08/08/24)Page 12 of 16
** If applicant is owned 100% by a parent company, please list the designated principal
officer on above.
** Corporations - the President, Vice-President, Secretary and Treasurer must be accounted for
above (Include ownership percentage if applicable)
** If total ownership percentage disclosed here does not total 100%, applicant must check this box:
Applicant affirms that no individual other than these disclosed herein owns 10% or more of the applicant and does
not have financial interest in a prohibited liquor license pursuant to Article 3 or 5, C.R.S.
lwouldliketoapplyforaTwo-YearRenewal._________________________________.. Q Yes (•) No
Oath Of Applicant
I declare under penalty of perjury in the second degree that this application and all attachments are true,
correct, and complete to the best of my knowledge. I also acknowledge that it is my responsibility and the
responsibility of my agents and employees to comply with the provisions of the Colorado Liquor or Beer
and Wine Code which affect my license.
Printed Name
Trevor Bradshaw
authorized Signature
Tnvop 'Sw^ka.w
Tievoi Bl.l;lsl],iv;10ct21,202.t 13:06 PDTI
Report and Approval of Local Licensing
Title
Manager
Date (MM/DDA/Y)
10/21/2024
Authority (City/County)
Date application filed with local authority Date of local authority hearing (for new
license applicants; cannot be less than
30 days from date of application)
For Transfer Applications Only - Is the license being transferred valid?.___________.. 0 Yes 0 No
The Local Licensing Authority Hereby Affirms that each person required to file DR 8404-1 (Individual
History Record) or a DR 8000 (Manager Permit) has been:
II Fingerprinted
II Subject to background investigation, including NCIC/CCIC check for outstanding warrants
That the local authority has conducted, or intends to conduct, an inspection of the proposed premises
to ensure that the applicant is in compliance with and aware of, liquor code provisions affecting their
class of license
(Check One)
0 Date of inspection or anticipated date
0 Will conduct inspection upon approval of state licensing authority
II Is the Liquor Licensed Drugstore (LLDS) or Retail Liquor Store (RLS)
within 1,500 feet of another retail liquor license for off-premises sales
in a jurisdiction with a population of > 10,0000?.................................. <J Yes U No
DR 8404 (08/08/24) Page 13 of 16
Is the Liquor Licensed Drugstore (LLDS) or Retail Liquor Store (RLS)
within 3,000 feet of another retail liquor license for off-premises sales
in a jurisdiction with a population of < 10,0000? .................................. 0 Yes 0 No
NOTE: The distance shall be determined by a radius measurement that begins at the principal
doorway of the LLDS/RLS premises for which the application is being made and ends at the
principal doorway of the Licensed LLDS/RLS.
Does the Liquor-Licensed Drugstore (LLDS) have at least twenty
percent (20%) of the applicant's gross annual income derived from the
sale of food, during the prior twelve (12) month period?............................ (-) Yes 0 No
The foregoing application has been examined; and the premises, business to be conducted, and
character of the applicant are satisfactory. We do report that such license, if granted, will meet the
reasonable requirements of the neighborhood and the desires of the adult inhabitants, and will
comply with the provisions of Title 44, Article 4 or 3, C.R.S., and Liquor Rules. Therefore,this
application is approved.
Local Licensing Authority Approves this license for a two-year renewal. ____________ 0 Yes 0 No
If "No", please cite the law, regulation, local ordinance or resolution that gives the local licensing
authority the ability to deny the applicant and grounds for denial. Also, please provide any and all
investigative reports, and administrative or criminal action that relate or justify this denial.
Proof of Violation
Local Licensing Authority for Felephone Number 0 Town, City
0 County
3rinted Name ntie
Signature Date (MM/DD/YY)
Printed Name Fitle
Signature Date (MM/DDA/Y)
DR 8404 (08/08/24)Page 14 of 16
Is the Liquor Licensed Drugstore (LLDS) or Retail Liquor Store (RLS)
within 3,000 feet of another retail liquor license for off-premises sales
in a jurisdiction with a population of < 10,0000? .................................. 0 Yes 0 No
NOTE: The distance shall be determined by a radius measurement that begins at the principal
doorway of the LLDS/RLS premises for which the application is being made and ends at the
principal doorway of the Licensed LLDS/RLS.
I—i Does the Liquor-Licensed Drugstore (LL D S) have at least twenty
percent (20%) of the applicant's gross annual income derived from the
sale of food, during the prior twelve (12) month period?............................ U Yes U No
The foregoing application has been examined; and the premises, business to be conducted, and
character of the applicant are satisfactory. We do report that such license, if granted, will meet the
reasonable requirements of the neighborhood and the desires of the adult inhabitants, and will
comply with the provisions of Title 44, Article 4 or 3, C.R.S., and Liquor Rules. Therefore, this
application is approved.
Local Licensing Authority Approves this license for a two-year renewal.___________. Q Yes 0 No
If "No", please cite the law, regulation, local ordinance or resolution that gives the local licensing
authority the ability to deny the applicant and grounds for denial. Also, please provide any and all
investigative reports, and administrative or criminal action that relate or justify this denial.
Proof of Violation
-ocal Licensing Authority for Felephone Number 0 Town, City
0 County
Printed Name Title
Signature Date (MM/DD/YY)
Printed Name mie
Signature Date (MM/DDA/Y)
DR 8404 (08/08/24)Page 14 of 16
DR 8495 (02/16/24)
COLORADO DEPARTMENT OF REVENUE
Liquor Enforcement Division
PO BOX 17087
Denver CO 80217-0087
(303) 205-2300
Tax Check Authorization, Waiver, and Request to Release Information
I,Trevor Bradshaw
am signing this Tax Check Authorization, Waiver and Request to Release Information (hereinafter
"Waiver") on behalf of
(the "Applicant/Licensee")
Z Golf Food & Beverage Services, LLC
to permit the Colorado Department of Revenue and any other state or local taxing authority to release
information and documentation that may otherwise be confidential, as provided below. If I am signing
this Waiver for someone other than myself, including on behalf of a business entity, I certify that I have
the authority to execute this Waiver on behalf of the Applicant/Licensee.
The Executive Director of the Colorado Department of Revenue is the State Licensing Authority, and
oversees the Colorado Liquor Enforcement Division as his or her agents, clerks, and employees. The
information and documentation obtained pursuant to this Waiver may be used in connection with the
Applicant/Licensee's liquor license application and ongoing licensure by the state and local licensing
authorities. The Colorado Liquor Code, section 44-3-101. et seq. ("Liquor Code"), and the Colorado
Liquor Rules, 1 CCR 203-2 ("Liquor Rules"), require compliance with certain tax obligations, and set
forth the investigative, disciplinary and licensure actions the state and local licensing authorities may
take for violations of the Liquor Code and Liquor Rules, including failure to meet tax reporting and
payment obligations.
The Waiver is made pursuant to section 39-21-113(4), C.R.S., and any other law, regulation, resolution
or ordinance concerning the confidentiality of tax information, or any document, report or return filed
in connection with state or local taxes. This Waiver shall be valid until the expiration or revocation
of a license, or until both the state and local licensing authorities take final action to approve or deny
any application(s) for the renewal of the license, whichever is later. Applicant/Licensee agrees to
execute a new waiver for each subsequent licensing period in connection with the renewal of any
license, if requested.
By signing below, Applicant/Licensee requests that the Colorado Department of Revenue and any
other state or local taxing authority or agency in the possession of tax documents or information,
release information and documentation to the Colorado Liquor Enforcement Division, and is duly
authorized employees, to act as theApplicant's/Licensee's duly authorized representative under
section 39-21-113(4), C.R.S., solely to allow the state and local licensing authorities, and their duly
authorized employees, to investigate compliance with the Liquor Code and Liquor Rules. Applicant/
Licensee authorizes the state and local licensing authorities, their duly authorized employees, and
their legal representatives, to use the information and documentation obtained using this Waiver in any
administrative or judicial action regarding the application or license.
Page 15 of 16
Name (Individual/Business)
Z Golf Food & Beverage Services, LLC
Social Security Number/Tax Identification Number Home Phone Number
Street Address
BusinessAA/ork Phone Number
77-0528139 970-586-2501
3501 Fall River Road
City
Estes Park
State
co
ZIP Code
80517
Printed name of person signing on behalf of the Applicant/Licensee
Trevor Bradshaw
Applicant/Licensee's Signature (Signature authorizing the disclosure of confidential tax information) Date Signed
Tnvop ^a.^h^w
rc'vor Bradshaw (Oct 21. 2024 13:,';6 PDT'i
10/21/2024
Privacy Act Statement
Providing your Social Security Number is voluntary and no right, benefit or privilege provided by law will
be denied as a result of refusal to disclose it. § 7 of Privacy Act, 5 USCS § 552a (note).
DR 8495 (02/16/24)Page 16 of 16
SUPPLEMENTAL ATTACHMENT TO DR8404
If applicant is a corporation, partnership, association or limited liability company, applicant
must list all Officers, Directors, General Partners, and Managing Members. In addition,
applicant must list any stockholders, partners, or members with ownership of 10% or more
in the applicant. All persons listed below must also attach form DR 8404-1 (Individual
History Record), and make an appointment with an approved State Vendor through their
website. See application checklist, Section IV, for details.
Name Date of Birth (MM/DD/YY)
JohnW.Zaruka 07/30/
StreetAddress City State ZIP Code Position % Owned
2067 Alborada Drive Camarillo CA 93010 Manager of z Golf 0
Attachment A - Question 7: Other Interests
EDGEWOOD AT
LACK FOREST
03-
06449
Hotel &
restaurant
;county)
Approved]7/5/2016 7/4/2025 12375 BLACK
FOREST DRIVEl
Colorado
Springs C(
80908
fEDGEWOOD AT
OULDER CREEK
03-
03872
-lotel &
restaurant
county)
Approved]2/9/2015 2/8/2025
138470
IBOULDER
[CANYON DR
Boulder C<
80302
fEDGEWOOD AT
RITTANY HILL
03-
07074
Hotel &
Restaurant (city)Approved|10/18/2016)10/17/2025 19350 GRANT
ISTREET
Thornton
CO 80229
fEDGEWOOD AT KEN
ARYL
03-
07132
Lodging &
Entertainment
[County)
Approved|10/25/2016)10/24/2025
111851
ISHAFFER
[DRIVE
Littleton 0
80127
FEDGEWOOD
EDDING & BANQUET
ENTER
03-
04400 Tavern (city)Approved]6/18/2015 6/17/2025
|3212 NORTH
)VERLAND
FRAIL
Laporte C(
80535
rEDGEWOOD
fEDDINGS AT
OUNTAIN VIEW
ANCH CREEKSIDE
03-
09485
Lodging &
Entertainment
[County)
^pproved|4/5/2018 14/4/2025
|11883 SOUTH
|ELK CREEK
IROAD
Pine CO
80470
rEDGEWOOD
FEDDINGSAT
OUNTAIN VIEW
ANCH, WILLOWS
|03-
109560
Lodging &
Entertainment
[County)
^\pproved|4/5/2018 14/4/2025
|11853 SOUTH
[ELK CREEK
[ROAD
Pine CO
80470
NES AT GENESEE BY
EDGEWOOD
EDDINGS
|03-
118971
Lodging &
Entertainment
(County)
^pproved|7/13/2023|7/12/2025
633 PARK
POINT
DRIVE
[Golden
ICO 804C
COLORADO
Department of Revenue
Specialized Business Group—
Liquor & Tobacco
Physical Address: Mailing Address:
1707 Cole Boulevard, Suite 300 P.O. Box 17087
Lakewood, CO 80401 Denver, CO 80217-0087
Fax: 303-866-2428
October 4,2024
Z GOLF FOOD & BEVERAGE SERVICES LLC
DBAWEDGEWOOD
43885 BUSINESS PARK DRIVE #229
Temecula CA 92590
Re: State Master File for Z GOLF FOOD & BEVERAGE SERVICES LLC
Account #03-09415
Dear Sir or Madam:
This is to advise you that the Colorado Liquor Enforcement Division ("Division") has, at
your request, revised the "master file" for the above-listed Licensee.
As of the date of this letter, our master file includes the following items which you have
submitted:
1. Individual History Records (Form DR 8404-1) for the following persons:
ZARUKA JOHN WILLIAM
ZARU KA WILLIAM J
MAURER ERIK E
HOLCOMB BRETT P
BRADSHAW, TREVOR
2. Fingerprint cards bearing the names and birth dates of the persons listed in
paragraph 1, above. All the fingerprint cards have been submitted by us to the Colorado
Bureau of Investigation. The CBI and FBI have checked the prints and reportedly found
no record of any criminal history for those listed above.
3. Certificate of Authority or a Certificate of Good Corporate standing from the
Colorado Secretary of State, which indicates that Z GOLF FOOD & BEVERAGE
SERVICES LLC, is a limited liability company authorized to do business in Colorado.
When filing a new application for additional licensed locations, you must check with the
local licensing authority to determine what documents they may require to process your
application. Please feel free to provide them with this letter, as local authorities will not
require you to submit fingerprint cards to them if you have already submitted such
documents to the Division. This letter will serve to inform the local authorities exactly
which documents you have already submitted to the State Liquor Enforcement Division.
Finally, once the local authority has approved your new license or transfer of ownership
application, it must be sent to the Division.
The local authority need not send change of corporate structure information previously
reported to the Division, as listed in and approved by this letter.
The only documents which are needed for a new or transfer of ownership application by
the Division are:
1. The approved application signed by the local authority;
2. The appropriate fees;
3. Acopyofthis letter;
4. Proof of possession of the premises;
5. A diagram of the licensed premises;
6. Completed form DR 8442, and an Individual History Record (DR-8404-1)
if manager's registration is required.
Sincerely,
^TUc/^Lc J/^c -/^^/)^/
Michelle Stone-Principato
Division Director
DR4041B(06/1-'
Z Golf Food & Beverage Services, LLC
dba Della Terra Mountain Chateau
3501 FaU River RD.
Estes Park, CO 80517
LOCKER
ROOM
Z Golf Food & Beverage Services, LLC
dba Della Terra Mountain Chateau
3501 Fall River RD.
Estes Park, CO 80517
OUTDOOR
COCKTAIL
BALCONY
INDOOR 3;BALCONYJ
FRONT/
DESK
LU
w, >-zb:o;GKFOIU Z^UUJ^^§1§i^£
LEVEL 2
85>'-<3"
Z Golf Food & Beverage Services, LLC
dba Della Terra Mountain Chateau
3501 FaU River RD.
Estes Park, CO 80517
HOTEL BAR
STORAGI
NO EVENT SPACE
ON THIS LEVEL
Alcohol Storage
LEVEL 3
llfc'-O"
DR 8404-1 (03/06/24)
COLORADO DEPARTMENT OF REVENUE
Liquor Enforcement Division
PO Box 17087
Denver CO 80217-0087
(303) 205-2300
Individual History Record
To be completed by the following persons, as applicable: sole proprietors; general partners regardless
of percentage ownership, and limited partners owning 10% or more of the partnership; all principal
officers of a corporation, all directors of a corporation, and any stockholder of a corporation owning
10% or more of the outstanding stock; managing members or officers of a limited liability company, and
members owning 10% or more of the company; and any intended registered manager of Hotel and
Restaurant, Tavern and Lodging and Entertainment class of retail license
Notice: This individual history record requires information that is necessary for the licensing
investigation or inquiry. All questions must be answered in their entirety or the license application may
be delayed or denied. If a question is not applicable, please indicate so by "N/A". Any deliberate
misrepresentation or material omission may jeopardize the license application. (Please attach a
separate sheet if necessary to enable you to answer questions completely)
Name of Business
Z Golf Food & Beverage Services, LLC dba Della Terra by Wedgewood Weddings
Home Phone Number Cellular Number
Your Full Name (last, first, middle)
Wright, Taylor
List any othe^^
Taylor Bragdon
Mailing address (if different from residence)
2211 LarkspurAve., Estes Park, CO 80517
Email Address
taylorw@wedgewoodweddings.com
1. List current residence address. Include any previous addresses within the last five years. (Attach
separate sheet if necessary)
Current Street and Number Current City, State, ZIP
2211 LarkspurAve.EstesPark,C080517
From: To:
September 2024 Present
Previous Street and Number Previous City, State, ZIP
13223QuivasSt.Westminster, CO, 80234
From: To:
January 2021 Present (Currently at two residences)
Please see attached for previous residential history
Page 1 of 6
Individual History Record (Continued)
2. List all employment within the last five years. Include any self-employment. (Attach separate sheet
if necessary)
Name of Employer or Business
Wedgewood Weddings
Address (Street, Number, City, State, ZIP)
38470 Boulder Canyon Dr., Boulder, CO 80302
Position Held
General Manager
From:To:
January 2019 Present
Name of Employer or Business
Address (Street, Number, City, State, ZIP)
Position Held
From:ro:
Name of Employer or Business
Address (Street, Number, City, State, ZIP)
Position Held
From:fo:
3. List the name(s) of relatives working in or holding a financial interest in the Colorado alcohol
beverage industry.
Name of Relative Relationship to You:
None
Position Held ^Jame of Licensee
Mame of Relative relationship to You:
3osition Held *^ame of Licensee
DR 8404-1 (03/06/24)Page 2 of 6
Individual History Record (Continued)
Name of Relative relationship to You:
position Held ^lame of Licensee
Mame of Relative relationship to You:
Position Held ^ame of Licensee
4. Have you ever applied for, held, or had an interest in a Colorado Liquor or
Beer License, or loaned money, furniture, fixtures, equipment or inventory to
any licensee?.__________________________________________________________
(If yes, answer in detail.)
Is currently the Registered Manager of Z Golf Food & Beverage Services, LLC dba
Boulder Creek by Wedgewood Weddings, 2022 to current.
5. Have you ever received a violation notice, suspension, or revocation for a
liquor law violation, or have you applied for or been denied a liquor or beer
license anywhere in the United States?.___________________________________. [—j yes [•] NO
(If yes, answer in detail.)
6. Have you ever been convicted of a crime or received a suspended sentence,
deferred sentence, or forfeited bail for any offense in criminal or military court
or do you have any charges pending?.____________________________________. [—lyes W No
(If yes, answer in detail.)
7. Are you currently under probation (supervised or unsupervised), parole, or
completing the requirements of a deferred sentence?.--—_--______---_-_--_.. 1—1 Yes 1®^ No
(If yes, answer in detail.)
DR 8404-1 (03/06/24) Page 3 of 6
Individual History Record (Continued)
8. Have you ever had any professional license suspended, revoked, or denied?. _.. D Yes
(If yes, answer in detail.)
No
Personal and Financial Information
Unless otherwise provided by law, the personal information required in this section will be treated as
confidential. The personal information required in this section is solely for identification purposes.
Date of Birth Social Security Number Place of Birth
U.S. Citizen M Yes [_] No
If Naturalized, state where A/hen
Name of District Court:\laturalization Certificate Number 3ate of Certification
If an Alien, Give Alien's Registration Card Number 3ermanent Residence Card Number
Height
5 ft 9 in
Weight
180
-fair Color
Brown
Eye Color
Blue
Bender
Female
Do you have a current Driver's License/ID? If so, give number and state.
Driver's License Number Driver's License State
Yes No
co
0 (No financial interest)
Financial Information
9. Total purchase price or investment being made by the applying entity,
corporation, partnership, limited liability company, other.._____________
10. List the total amount of the personal investment, made by the person
listed on page 1 in this business including any notes, loans,cash,
services or equipment, operating capital, stock purchases or fees
paid.._________________________________________________________.
0 (No financial interest)
NOTE: If corporate investment only, please skip to and complete question 12
NOTE: Question 10 should reflect the total of questions 11 and 13
DR 8404-1 (03/06/24)Page 4 of 6
Personal and Financial Information (Continued)
11. Provide details of the personal investment described in question 10. You must account for all of
the sources of this investment. (Attach a separate sheet if needed)
Type: Cash, Services or Equipment Account Type
N/A
Bank Name Amount
Type: Cash, Services or Equipment Account Type
Bank Name Amount
Type: Cash, Services or Equipment Account Type
Bank Name Amount
Type: Cash, Services or Equipment \ccount Type
Bank Name (\mount
12. Provide details of the corporate investment described in question 9. You must account for all of the
sources of this investment. (Attach a separate sheet if needed)
Type: Cash, Services or Equipment
N/A
-oans account Type
Bank Name \mount
Type: Cash, Services or Equipment -oans \ccount Type
Bank Name amount
Type: Cash, Services or Equipment -oans \ccountType
Bank Name amount
13. Loan Information (Attach copies of all notes or loans)
Name of Lender Address
N/A
Term security amount
DR 8404-1 (03/06/24)Page 5 of 6
Personal and Financial Information (Continued)
\lame of Lender address
Ferm Security amount
Mame of Lender address
Term Security amount
Name of Lender address
Term Security \mount
Oath of Applicant
I declare under penalty of perjury that this application and all attachments are true, correct, and
complete to the best of my knowledge.
Authorized SignatureM'aylorWright (Nov 4,20M 12:40 MST)
Print Signature
Taylor Wright
Title Date (MM/DD/YY)
General Manager 11/04/2024
DR 8404-1 (03/06/24)Page 6 of 6
SUPPLEMENTAL ATTACHMENT TO DR8404-I
FOR TAYLOR WRIGHT
Question 1 - Residential History Continued:
11815 Ridge Parkway, Broomfield, CO 80234
January- 2019 - January 2021
To: Honorable Mayor Hall
Board of Trustees
Through: Town Administrator Machalek
From: Jackie Williamson
Date: January 14, 2025
RE: Resolution 03-25 Transfer of Ownership from Black Canyon Catering Inc.
dba Della Terra Events to Z Golf Food & Beverage Services, LLC dba
Della Terra by Wedgewood Weddings, 3501 Fall River Road, Lodging &
Entertainment Liquor License
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER
QUASI-JUDICIAL YES NO
Objective:
Transfer an existing liquor license located at 3501 Fall River Road to the applicant, Z
Golf Food & Beverage Services, LLC dba Della Terra by Wedgewood Weddings.
Present Situation:
A Lodging and Entertainment license is currently held at the location referenced above
by Black Canyon Catering Inc. dba Della Terra Mountain Events. The applicant is
requesting a transfer of the license and submitted a complete application to the Town
Clerk’s office on December 2, 2024, and a temporary permit was issued December 2,
2024. The temporary permit authorizes the transferee to continue the sale of alcohol as
permitted under the current license while the application to transfer ownership of the
license is pending. The applicant submitted all necessary paperwork and fees and is
aware of the TIPS training requirement.
Proposal:
The Town Board to review and consider the application to transfer the existing license
to Z Golf Food & Beverage Services, LLC dba Della Terra by Wedgewood Weddings
and per the state statutes classify the license as an Entertainment liquor license.
Advantages:
The transfer of the license provides the business owner with the opportunity to continue
operating an existing, liquor-licensed establishment without an interruption of service to
its clientele.
TOWN CLERK’S OFFICE Memo
Disadvantages:
The business owner is denied the opportunity to continue operating an existing liquor-
licensed business during the licensing process.
Action Recommended:
Approval to transfer the existing Lodging and Entertainment liquor license to Z Golf
Food & Beverage Services, LLC dba Della Terra by Wedgewood Weddings.
Budget:
The fee paid to the Town of Estes Park for a Lodging and Entertainment liquor license
transfer is $1319. The fee covers the administrative costs related to processing the
application, background checks, and business licensing. In addition, the renewal fee
payable to the Town for a Lodging and Entertainment liquor license is $869 per year.
Level of Public Interest:
Low
Sample Motion:
I move to approve/deny Resolution 03-25.
Attachments
1. Procedures for Transfer
2. Resolution 03-25
3. Link to the Application, Diagram, Individual History
January 2023
PROCEDURE FOR TRANSFER OF LIQUOR LICENSE
MAYOR.
The next order of business is convening the Liquor Licensing Authority for the Town of
Estes Park. A public hearing on the application to transfer a Lodging and Entertainment
liquor license held by Black Canyon Catering Inc. dba Della Terra Events to Z Golf Food &
Beverage Services, LLC dba Della Terra by Wedgewood Weddings, 3501 Fall River
Road, Estes Park, Colorado.
TOWN CLERK.
Will present the application to transfer a Lodging & Entertainment license to Z Golf Food &
Beverage Services, LLC dba Della Terra by Wedgewood Weddings and confirm the following:
The application was filed December 2, 2024 .
The Town has received all necessary fees and hearing costs.
The applicant is filing as a LLC .
There is no police report with regard to the investigation of the applicants as the
applicant holds a State Master File
Status of T.I.P.S. Training:
Unscheduled Completed X Pending Confirmation
MAYOR.
Ask the Board of Trustees if there are any questions of any person speaking at any
time during the course of this hearing.
Declare the public hearing closed.
MOTION:
I move that Resolution 03-25 be approved/denied to transfer a Lodging and Entertainment
license held by Black Canyon Catering Inc. dba Della Terra Events to Z Golf Food & Beverage
Services, LLC dba Della Terra by Wedgewood Weddings located at 3501 Fall River Road,
Estes Park, Colorado.
CLOSING:
I declare the Liquor Licensing Authority for the Town of Estes Park is adjourned and I now
reconvene the regular Town Board meeting.
ATTACHMENT 1
RESOLUTION 03-25
APPROVING A TRANSFER OF A LODGING & ENTERTAINMENT LIQUOR LICENSE
FROM BLACK CANYON CATERING INC. DBA DELLA TERRA EVENTS TO
Z GOLF FOOD & BEVERAGE SERVICES, LLC DBA DELLA TERRA BY WEDGEWOOD
WEDDINGS, 3501 FALL RIVER ROAD, ESTES PARK, CO 80517
WHEREAS, the Town Board of Trustees acting in their capacity as the Liquor
Licensing Authority for the Town of Estes Park held a public hearing on January 14, 2025
for a Transfer of a Lodging & Entertainment Liquor License, filed by Z Golf Food &
Beverage Services, LLC dba Della Terra by Wedgewood Weddings, 3501 Fall River Road,
Estes Park, Colorado; and
WHEREAS, C.R.S. § 44-3-303 and § 44-3-307 and Regulation 304 requires the
licensing authority shall consider the requirements outlined in said sections for a transfer
application; and
WHEREAS, the Board of Trustees finds application meets the requirements
outlined in the aforementioned section of the statutes and liquor regulations for the
granting of this transfer of a liquor license.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE
TOWN OF ESTES PARK, COLORADO:
The Board approves the application for a Transfer of a Lodging & Entertainment
Liquor License to be classified as an Entertainment liquor license moving forward per state
statute, filed by Z Golf Food & Beverage Services, LLC dba Della Terra by Wedgewood
Weddings, 3501 Fall River Road, Estes Park, Colorado.
DATED this day of , 2025.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
ATTACHMENT 2
DR 8404 (08/08/24)
COLORADO DEPARTMENT OF REVENUE
Liquor Enforcement Division
PO BOX 17087
Denver CO 802-17-0087 ^ , , . • • n . ••• • • •• -.r3o3)2or'3oo Colorado Liquor Retail License Application
* Note that the Division will not accept cash I] Paid by Check Date Uploaded to Movelt
Paid Online
New License || New-Concurrent [Xl Transfer of Ownership |] State Property Only || Master file
• All answers must be printed in black ink ortypewritten
• Applicant must check the appropriate box(es)
• Applicant should obtain a copy of the Colorado Liquor and Beer Code: SBG. Colorado.gov/Liquor
Applicant is applying as a/an II individual [Xl Limited Liability Company II Association or Other
Corporation || Partnership (includes Limited Liability and Married
Couple Partnerships)
Applicant Name If an LLC, name of LLC; if partnership, at least 2 partner's names; if corporation, name of corporation
Z Golf Food & Beverage Services, LLC
FEIN Number State Sales Tax Number
77-0528139
Trade Name of Establishment (DBA)Business Telephone
Della Terra by Wedgewood Weddings 970-586-2501
Address of Premises (specify exact location of premises, include suite/unit numbers)
3501 Fall River Road
Sity
Estes Park
bounty
Larimer
State
co
71P Code
80517
bailing Address (Number and Street)
633 Park Point Dr
Dity or Town
Golden
State
co
71P Code
80401
Email Address
ZGAccounting@wedgewoodweddings.com
If the premises currently has a liquor or beer license, you must answer the following questions.
Present Trade Name of Establishment (DBA)
Della Terra Events
Present State License Number Present Class of License Present Expiration Date
03-18862 Lodging & Entertainment (City)4/24/2025
Page 1 of 16
ATTACHMENT 3
Section A Nonrefundable application fees*
II Application Fee for New License................................................................................................................... $1,100.00
II Application Fee for New License with Concurrent Review............................................................................ $1,200.00
Application Fee for Transfer...........................................................................................................................$1,100.00
Section B Liquor License Fees*
C] Add Optional Premises to H & R ...............................................................$100.00 X Total
II Add Sidewalk Service Area................................................:................................................................................$75.00
II Arts License (City)............................................................................................................................-^
D Arts License (County).....................................................................................................................................^
Q Beer and Wine License (City)...........................................................................................................................$351.25
II Beer and Wine License (County)......................................................................................................................$436.25
D Brew Pub License (City).................................................................................................................................. $750.^^
F~1 Brew Pub License (County)..............................................................................................................................$750.^^
II Campus Liquor Complex (City)........................................................................................................................$500.00
II Campus Liquor Complex (County)...................................................................................................................$500.00
II Campus Liquor Complex (State)......................................................................................................................$500.00
II Club License (City).......................................................................................................................................^
Q Club License (County)......................................................................................................................................$308.^
C3 Distillery Pub License (City)..............................................................................................................................$75^
C] Distillery Pub License (County)........................................................................................................................$750.00
[Xl Entertainment Facility License (City)................................................................................................................$500.00
II Entertainment Facility License (County)...........................................................................................................$500.00
D Hotel and Restaurant License (City).................................................................................................................$500.00
II Hotel and Restaurant License (County) ...........................................................................................................$500.00
II Hotel and Restaurant License with one optional premises (City).....................................................................$600.00
II Hotel and Restaurant License with one optional premises (County)................................................................$600.00
DR 8404 (08/08/24) Page 2 of 16
Section B Liquor License Fees* (Continued)
II Liquor-Licensed Drugstore (City).....................................................................................................................$227.50
Liquor-Licensed Drugstore (County)................................................................................................................$312.50
II Lodging Facility License (City).................................^..................,.....................................................................$500.00
II Lodging Facility License (County) ....................................................................................................................$500.00
II Manager Registration -H & R..........................................................................................................................$30.00
II Manager Registration -Tavern ....................................,......................................................................................$30.00
Manager Registration - Lodging & Entertainment ..............................................................................................$30.00
II Manager Registration - Campus Liquor Complex ......,...,...................................................................................$30.00
a Optional Premises License (City).....................................................................................................................$500.00
II Optional Premises License (County)................................................................................................................$500.00
Racetrack License (City)..................................................................................................................................$500.00
Racetrack License (County).............................................................................................................................$500.00
Resort Complex License (City).........................................................................................................................$500.00
II Resort Complex License (County)....................................................................................................................$500.00
II Related Facility - Campus Liquor Complex (City).............................................................................................$160.00
II Related Facility - Campus Liquor Complex (County) .......................................................................................$160.00
Related Facility - Campus Liquor Complex (State) ..........................................................................................$160.00
Retail Gaming Tavern License (City)................................................................................................................$500.00
Retail Gaming Tavern License (County)...........................................................................................................$500.00
II Retail Liquor Store License -Additional (City)..................................................................................................$227.50
II Retail Liquor Store License -Additional (County).............................................................................................$312.50
D Retail Liquor Store (City)................................................................................................................................
DR 8404 (08/08/24) Page 3 of 16
Section B Liquor License Fees* (Continued)
II Retail Liquor Store (County).............................................................................................................................$312.50
II Tavern License (City)........................................................................................................................................$500.00
II Tavern License (County)...................................................................................................................................$500.00
II Vintners Restaurant License (City)...................................................................................................................$750.00
II Vintners Restaurant License (County)..............................................................................................................$750.00
Questions? Visit: SBG.Colorado.gov/Liquor for more information
Do not write in this space - For Department of Revenue use only
Liability Information
License Account Number Liability Date
License Issued Through (Expiration Date) Total
$
DR 8404 (08/08/24) Page 4 of 16
Application Documents Checklist and Worksheet
Instructions: This checklist should be utilized to assist applicants with filing all required
documents for licensure. All documents must be properly signed and correspond with the name
of the applicant exactly. All documents must be typed or legibly printed. Upon final State approval
the license will be mailed to the local licensing authority. Application fees are nonrefundable.
Questions? Visit: SBG.Colorado.gov/Liquorfor more information
Items submitted, please check all appropriate boxes completed or documents submitted
I. Applicant information
Applicant/Licensee identified
State sales tax license number listed or applied for at time of application
License type or other transaction identified
Return originals to local authority (additional items may be required by the local licensing authority)
II All sections of the application need to be completed
Master file applicants must include the Application for Master File form DR 8415 and applicable fees to this
Retail License Application
II. Diagram of the premises
Q No larger than 81/2"X 11"
Dimensions included (does not have to be to scale). Exterior areas should show
type of control (fences, walls, entry/exit points, etc.)
I] Separate diagram for each floor (if multiple levels)
II Return originals to local authority (additional items may be required by the local licensing authority)
Kitchen - identified if Hotel and Restaurant
II Bold/Outlined Licensed Premises
III. Proof of property possession (One Year Needed)
II Deed in name of the applicant (or) (matching Applicant Name provided on page 1) date stamped / filed with
County Clerk
II Lease in the name of the applicant (or) (matching Applicant Name provided on page 1)
II Lease assignment in the name of the applicant with proper consent from the landlord and acceptance
by the applicant
Other agreement if not deed or lease, (matching Applicant Name provided on page 1)
DR 8404 (08/08/24) Page 5 of 16
IV. Background information (DR 8404-1) and financial documents
Complete DR 8404-1 for each principal (individuals with more than 10% ownership, officers,
directors, partners, members)
Fingerprints taken and submitted to the appropriate Local Licensing Authority through an approved State
Vendor. Master File applicants submit results to the State
Do not complete fingerprint cards prior to submitting your application.
The Vendors are as follows:
IdentoGO
Appointment Scheduling Website: https://uenroll.identogo.com/workflows/25YQHT
Phone: 844-539-5539 (toll-free)
IdentoGO FAQs: https://cbi.Colorado.gov/sections/biometric-identification-and-records-unit/biometric-
identification-and-records-unit-faqs
State Liquor Code for IdentoGO: 25YQHT
Colorado Fingerprinting
Appointment Scheduling Website: http://www.coloradofingerprinting.com/cabs/
Phone: 720-292-2722 833-224-2227 (toll free)
State Liquor Code for Colorado Fingerprinting: C030LIQI
Purchase agreement, stock transfer agreement, and/or authorization to transfer license
[I List of all notes and loans (Copies to also be attached)
V. Sole proprietor/husband and wife partnership (if applicable)
II Form DR 4679 Lawful Presence Affidavit
II Copy of State issued Driver's License or Colorado Identification Card for each applicant
VI. Corporate applicant information (if applicable)
II Certificate of Incorporation
]I Certificate of Good Standing
Certificate of Authorization if foreign corporation (out of state applicants only)
VII. Partnership applicant information (if applicable)
Partnership Agreement (general or limited).
Certificate of Good Standing
VIII. Limited Liability Company applicant information (if applicable)
Copy of articles of organization
Certificate of Good Standing
Copy of Operating Agreement (if applicable)
Certificate of Authority if foreign LLC (out of state applicants only)
IX. Manager registration for Hotel and Restaurant, Tavern, Lodging & Entertainment, and
Campus Liquor Complex licenses when included with this application
D $30.00 fee
If owner is managing, no fee required
DR 8404 (08/08/24) Page 6 of 16
1. Is the applicant (including any of the partners if a partnership; members or
managers if a limited liability company; or officers, stockholders or directors if a
corporation) or managers under the age of twenty-one years?.________________. U Yes W No
2. Has the applicant (including any of the partners if a partnership; members or managers if a limited
liability company; or officers, stockholders or directors if a corporation) or managers ever (in
Colorado or any other state):
a. Been denied an alcohol beverage license?.____________________________.. Q Yes (®) No
b. Had an alcohol beverage license suspended or revoked?._______________.. Q Yes ® No
c. Had interest in another entity that had an alcohol beverage license
suspended or revoked?._____________________________________.________ 0 Yes ® No
If you answered yes to a, b or c above, explain in detail on a separate sheet.
3. Has a liquor license application (same license class), that was located within 500
feet of the proposed premises, been denied within the preceding two years?.______. 0 Yes (•) No
If "yes", explain in detail.
4. Are the premises to be licensed within 500 feet, of any public or private school
that meets compulsory education requirements of Colorado law, or the principal
campus of any college, university or seminary? ____________________________ 0 Yes (•) No
or
Waiver by local ordinance? 0 Yes 0 No
Other
5. Is your Liquor Licensed Drugstore (LLDS) or Retail Liquor Store (RLS) within
1500 feet of another retail liquor license for off-premises sales in a jurisdiction
with a population of greater than (>) 10,0000? NOTE: The distance shall be
determined by a radius measurement that begins at the principal doorway of the
LLDS/RLS premises for which the application is being made and ends at the
principal doorway of the Licensed LLDS/RLS.._______._____________-____N_/A 0 Yes 0 No
DR 8404 (08/08/24) Page 7 of 16
6. Is your Liquor Licensed Drugstore (LLDS) or Retail Liquor Store (RLS) within
3000 feet of another retail liquor license for off-premises sales in a jurisdiction
with a population of less than (<) 10,0000? NOTE: The distance shall be
determined by a radius measurement that begins at the principal doorway of the
LLDS/RLS premises for which the application is being made and ends at the
principal doorway of the Licensed LLDS/RLS..___________________________N/A 0 Yes 0 No
For additional Retail Liquor Store only.
a. Was your Retail Liquor Store License issued on or before January 1, 2016?._. Q Yes 0 No
b. Are you a Colorado resident?._____________________________________Ny.A. Q Yes 0 No
7. Has a liquor or beer license ever been issued to the applicant (including any
of the partners, if a partnership; members or manager if a Limited Liability
Company; or officers, stockholders or directors if a corporation)? If yes, identify
the name of the business and list any current financial interest in said business
including any loans to or from a licensee.____________________________________ ® Yes 0 No
8. Does the applicant, as listed on line 2 of this application, have legal Please see attached
possession of the premises by ownership, lease or other arrangement?.____. ® Yes 0 No
(•) Ownership Q Lease 0 Other (Explain in detail)
a. If leased, list name of landlord and tenant, and date of expiration, exactly as they appear on
the lease:
Landlord Tenant Expires
Z Golf Food & Beverage Services, LLC
b. Is a percentage of alcohol sales included as compensation to the landlord?
If yes, complete question on page 9..__________________________________. 0 Yes (•) No
c. Attach a diagram that designates the area to be licensed in black bold outline (including
dimensions) which shows the bars, brewery, walls, partitions, entrances, exits and what each
room shall be utilized for in this business. This diagram should be no larger than QVz" X 11".
DR 8404 (08/08/24) Page 8 of 16
9. Who, besides the owners listed in this application (including persons, firms, partnerships, corporations,
limited liability companies) will loan or give money, inventory, furniture or equipment to or for use in this
business; or who will receive money from this business? Attach a separate sheet if necessary.
Last Name First Name
None
Date of Birth (MM/DD/YY)=EINorSSN Number nterest/Percentage
-ast Name =irst Name
Date of Birth (MM/DD/YY)^EIN or SSN Number nterest/Percentage
-ast Name rirst Name
Date of Birth (MM/DD/YY)^EIN or SSN Number nterest/Percentage
Attach copies of all notes and security instruments and any written agreement or details
of any oral agreement, by which any person (including partnerships, corporations, limited
liability companies, etc.) will share in the profit or gross proceeds of this establishment, and
any agreement relating to the business which is contingent or conditional in any way by
volume, profit, sales, giving of advice or consultation.
10. Optional Premises or Hotel and Restaurant Licenses with Optional Premises:
Has a local ordinance or resolution authorizing optional premises been adopted'?N/A 0 Yes 0 No
Number of additional Optional Premise areas requested. (See license fee chart)
For the addition of a Sidewalk Service Area per Regulation 47-302(A)(4), include a diagram of the
service area and documentation received from the local governing body authorizing use of the
sidewalk. Documentation may include but is not limited to a statement of use, permit, easement, or
other legal permissions.
11. Liquor Licensed Drugstore (LLDS) applicants, answer the following:
a. Is there a pharmacy, licensed by the Colorado Board of Pharmacy, located
within the applicant's LLDSpremise?._________________----_—-—-N/A Q Yes 0 No
If "yes" a copy of license must be attached.
DR 8404 (08/08/24)Page 9 of 16
12. Club Liquor License applicants answer the following: Attach a copy of applicable documentation
a. Is the applicant organization operated solely for a national, social, fraternal, N/A
patriotic, political or athletic purpose and not for pecuniary gain?.__________. 0 Yes 0 No
b. Is the applicant organization a regularly chartered branch, lodge or chapter
of a national organization which is operated solely for the object of a patriotic
or fraternal organization or society, but not for pecuniary gain?.___________ . 0 Yes U No
c. How long has the club been incorporated?..
d. Has applicant occupied an establishment for three years (three years required)
that was operated solely for the reasons stated above?. ___________________ 0 Yes 0 No
13. Brew-Pub, Distillery Pub orVintner's Restaurant applicants answer the following:
a. Has the applicant received or applied for a Federal Permit? (Copy of permit N/A
or application must be attached)._____________________________________.. 0 Yes 0 No
14. Campus Liquor Complex applicants answer the following:
N/A
a. Is the applicant an institution of higher education?.______________________. Q Yes 0 No
b. Is the applicant a person who contracts with the institution of higher
education to provide food services?.___________________________________. 0 Yes 0 No
If "yes" please provide a copy of the contract with the institution of higher education
to provide food services.
15. For all on-premises applicants.
a. For all Liquor Licensed Drugstores (LLDS) the Permitted Manager must also submit an
Manager Permit Application - DR 8000 and fingerprints.
Last Name of Manager First Name of Manager
Wright Taylor
16. Does this manager act as the manager of, or have a financial interest in, any
other liquor licensed establishment in the State of Colorado? If yes, provide
name, type of license and account number.._______________________________.. W Yes (J No
Name
Manager of "Wedgewood at Boulder Creek"
Type of License Account Number
Hotel & Restaurant (County)03-03872
DR 8404 (08/08/24) Page 10 of 16
17. Related Facility - Campus Liquor Complex applicants answer the following:
a. Is the related facility located within the boundaries of the Campus N/A
Liquor Complex?.__________________________________________________. 0 Yes 0 No
If yes, please provide a map of the geographical location within the Campus Liquor Complex.
If no, this license type is not available for issues outside the geographical location of the
Campus Liquor Complex.
b. Designated Manager for Related Facility - Campus Liquor Complex
Last Name of Manager First Name of Manager
18. Entertainment Facility License
If Applicant is applying for an Entertainment Facility License, you affirm that your
business model and aligns with the statutory privileges and requirements: ._______-.(•) Yes 0 No
Pursuant to 44-3-103(15.5) C.R.S., an Entertainment Facility means an establishment in which
the primary business is to provide the public with sports or entertainment activities within
its licensed premises; and that, incidental to its primary business, sells and serves alcohol
beverages at retail for consumption on the licensed premises; and has sandwiches and light
snacks available for consumption on the licensed premises.
If Applicant is applying for a Lodging Facility License, you affirm that your
business model and aligns with the statutory privileges and requirements:.____..0 Yes 0 No
Pursuant to 44-3-103(29) C.R.S., a Lodging Facility means an establishment in which the
primary business is to provide the public with sleeping rooms and meeting facilities; and that
sells and serves alcohol beverages at retail for consumption on the licensed premises; and has
sandwiches and light snacks available for consumption on the licensed premises.
19. Tax Information.
a. Has the applicant, including its manager, partners, officer, directors,
stockholders, members (LLC), managing members (LLC), or any other
person with a 10% or greater financial interest in the applicant, been found
in final order of a tax agency to be delinquent in the payment of any state or
local taxes, penalties, or interest related to a business?._________________.. 0 Yes ® No
b. Has the applicant, including its manager, partners, officer, directors,
stockholders, members (LLC), managing members (LLC), or any other
person with a 10% or greater financial interest in the applicant failed to pay
any fees or surcharges imposed pursuant to section 44-3-503, C.R.S.?.___.. Q Yes (•) No
DR 8404 (08/08/24) Page 11 of 16
If applicant is a corporation, partnership, association or limited liability company, applicant must list all
Officers, Directors, General Partners, and Managing Members. In addition, applicant must list any
stockholders, partners, or members with ownership of 10% or more in the applicant. All persons
listed below must also attach form DR 8404-1 (Individual History Record), and make an appointment
with an approved State Vendor through their website. See application checklist, Section IV, for details.
Name Date of Birth (MM/DD/TY')
Wedgewood Intermediate Holding Corporation N/A
Street Address
43885 Business Park Dr, #229
3ity
Temecula
State
CA
?IP Code
92590
:)osition
Member
Vo Owned
100
Name
William Zaruka
Date of Birth (MM/DD/YY)
Street Address
41246 Crest Verde Ct.
Sity
Temecula
State
CA
71P Code
92592
3osition
Manager
'/o Owned
0
Name Date of Birth (MM/DD/YY)
Erik Maurer
Street Address
1197Arden RD.
City
Pasadena
State
CA
7\P Code
91106
Position
Fund Manager
Yo Owned
0
Name Date of Birth (MM/DD/YY)
Brett Holcomb
Street Address
815 Oakwood Ave
City State ZIP Code Position % Owned
Wilmette IL )0091 Fund Manager )
Name Date of Birth (MM/DD/YY)
Trevor Bradshaw
Street Address
832 Arden Dr.
3ity
Encinitas
State
CA
SIP Code
92024
=losition
Manager
'/o Owned
0
Please see attached for John Zaruka
DR 8404 (08/08/24)Page 12 of 16
** If applicant is owned 100% by a parent company, please list the designated principal
officer on above.
** Corporations - the President, Vice-President, Secretary and Treasurer must be accounted for
above (Include ownership percentage if applicable)
** If total ownership percentage disclosed here does not total 100%, applicant must check this box:
Applicant affirms that no individual other than these disclosed herein owns 10% or more of the applicant and does
not have financial interest in a prohibited liquor license pursuant to Article 3 or 5, C.R.S.
I would like to apply fora Two-YearRenewal._________________________________.. Q Yes @ No
Oath Of Applicant
I declare under penalty of perjury in the second degree that this application and all attachments are true,
correct, and complete to the best of my knowledge. I also acknowledge that it is my responsibility and the
responsibility of my agents and employees to comply with the provisions of the Colorado Liquor or Beer
and Wine Code which affect my license.
Printed Name Title
Trevor Bradshaw Manager
Authorized Signature Date (MM/DD/YY)
T^v^^a.^kaw
•reuQ!_Bradsh3w (Oct 21, 202'! 13:06 PHI
10/21/2024
Report and Approval of Local Licensing Authority (City/County)
Date application filed with local authority Date of local authority hearing (for new
license applicants; cannot be less than
30 days from date of application)
For Transfer Applications Only- Is the license being transferred valid?.___________.. 0 Yes 0 No
The Local Licensing Authority Hereby Affirms that each person required to file DR 8404-1 (Individual
History Record) or a DR 8000 (Manager Permit) has been:
I] Fingerprinted
II Subject to background investigation, including NCIC/CCIC check for outstanding warrants
That the local authority has conducted, or intends to conduct, an inspection of the proposed premises
to ensure that the applicant is in compliance with and aware of, liquor code provisions affecting their
class of license
(Check One)
0 Date of inspection or anticipated date
0 Will conduct inspection upon approval of state licensing authority
D Is the Liquor Licensed Drugstore (LLDS) or Retail Liquor Store (RLS)
within 1,500 feet of another retail liquor license for off-premises sales
in a jurisdiction with a population of > 10,0000?.................................. U Yes U No
DR 8404 (08/08/24) Page 13 of 16
II Is the Liquor Licensed Drugstore (LLDS) or Retail Liquor Store (RLS)
within 3,000 feet of another retail liquor license for off-premises sales
in a jurisdiction with a population of < 10,0000? .................................. 0 Yes 0 No
NOTE: The distance shall be determined by a radius measurement that begins at the principal
doorway of the LLDS/RLS premises for which the application is being made and ends at the
principal doorway of the Licensed LLDS/RLS.
Does the Liquor-Licensed Drugstore (LLDS) have at least twenty
percent (20%) of the applicant's gross annual income derived from the
sale of food, during the prior twelve (12) month period?............................ U Yes U No
The foregoing application has been examined; and the premises, business to be conducted, and
character of the applicant are satisfactory. We do report that such license, if granted, will meet the
reasonable requirements of the neighborhood and the desires of the adult inhabitants, and will
comply with the provisions of Title 44, Article 4 or 3, C.R.S., and Liquor Rules. Therefore, this
application is approved.
Local Licensing Authority Approves this license for a two-year renewal. ____________ Q Yes 0 No
If "No", please cite the law, regulation, local ordinance or resolution that gives the local licensing
authority the ability to deny the applicant and grounds for denial. Also, please provide any and all
investigative reports, and administrative or criminal action that relate or justify this denial.
Proof of Violation
Local Licensing Authority for Felephone Number 0 Town, City
0 County
Printed Name mie
Signature Date (MM/DD/YY)
Printed Name mie
Signature Date (MM/DD/YY)
DR 8404 (08/08/24)Page 14 of 16
DR 8495 (02/16/24)
COLORADO DEPARTMENT OF REVENUE
Liquor Enforcement Division
PO BOX 17087
Denver CO 80217-0087
(303) 205-2300
Tax Check Authorization, Waiver, and Request to Release Information
I,Trevor Bradshaw
am signing this Tax Check Authorization, Waiver and Request to Release Information (hereinafter
"Waiver") on behalf of
(the "Applicant/Licensee")
Z Golf Food & Beverage Services, LLC
to permit the Colorado Department of Revenue and any other state or local taxing authority to release
information and documentation that may otherwise be confidential, as provided below. If I am signing
this Waiver for someone other than myself, including on behalf of a business entity, I certify that I have
the authority to execute this Waiver on behalf of the Applicant/Licensee.
The Executive Director of the Colorado Department of Revenue is the State Licensing Authority, and
oversees the Colorado Liquor Enforcement Division as his or her agents, clerks, and employees. The
information and documentation obtained pursuant to this Waiver may be used in connection with the
Applicant/Licensee's liquor license application and ongoing licensure by the state and local licensing
authorities. The Colorado Liquor Code, section 44-3-101. et seq. ("Liquor Code"), and the Colorado
Liquor Rules, 1 CCR 203-2 ("Liquor Rules"), require compliance with certain tax obligations, and set
forth the investigative, disciplinary and licensure actions the state and local licensing authorities may
take for violations of the Liquor Code and Liquor Rules, including failure to meet tax reporting and
payment obligations.
The Waiver is made pursuant to section 39-21-113(4), C.R.S., and any other law, regulation, resolution
or ordinance concerning the confidentiality of tax information, or any document, report or return filed
in connection with state or local taxes. This Waiver shall be valid until the expiration or revocation
of a license, or until both the state and local licensing authorities take final action to approve or deny
any application(s) for the renewal of the license, whichever is later. Applicant/Licensee agrees to
execute a new waiver for each subsequent licensing period in connection with the renewal of any
license, if requested.
By signing below, Applicant/Licensee requests that the Colorado Department of Revenue and any
other state or local taxing authority or agency in the possession of tax documents or information,
release information and documentation to the Colorado Liquor Enforcement Division, and is duly
authorized employees, to act as theApplicant's/Licensee's duly authorized representative under
section 39-21-113(4), C.R.S., solely to allow the state and local licensing authorities, and their duly
authorized employees, to investigate compliance with the Liquor Code and Liquor Rules. Applicant/
Licensee authorizes the state and local licensing authorities, their duly authorized employees, and
their legal representatives, to use the information and documentation obtained using this Waiver in any
administrative or judicial action regarding the application or license.
Page 15 of 16
Name (Individual/Business)
Z Golf Food & Beverage Services, LLC
Social Security Number/Tax Identification Number Home Phone Number
Street Address
Business/Work Phone Number
77-0528139 970-586-2501
3501 Fall River Road
City
Estes Park
State
co
ZIP Code
80517
Printed name of person signing on behalf of the Applicant/Licensee
Trevor Bradshaw
Applicant/Licensee's Signature (Signature authorizing the disclosure of confidential tax information) Date Signed
Tw vo^ ^a^ka.v/
reuoi B.'adshav; (Oct 21, 202.1 13:06 POT;10/21/2024
Privacy Act Statement
Providing your Social Security Number is voluntary and no right, benefit or privilege provided by law will
be denied as a result of refusal to disclose it. § 7 of Privacy Act, 5 USCS § 552a (note).
DR 8495 (02/16/24)Page 16 of 16
SUPPLEMENTAL ATTACHMENT TO DR8404
If applicant is a corporation, partnership, association or limited liability company, applicant
must list all Officers, Directors, General Partners, and Managing Members. In addition,
applicant must list any stockholders, partners, or members with ownership of 10% or more
in the applicant. All persons listed below must also attach form DR 8404-1 (Individual
History Record), and make an appointment with an approved State Vendor through their
website. See application checklist, Section IV, for details.
Name Date of Birth (MM/DD/YY)
JohnW.Zaruka 07/30
Street Address City State ZIP Code Position % Owned
2067 Alborada Drive Camarillo CA 93010 Manager of z Golf 0
Attachment A - Question 7: Other Interests
fEDGEWOOD AT
LACK FOREST
03-
06449
Hotel &
Restaurant
[county)
Approved|7/5/2016 7/4/2025 12375 BLACK
FOREST DRIVE!
Colorado
Springs C(
80908
fEDGEWOOD AT
OULDER CREEK
03-
03872
Hotel &
Restaurant
[county)
^pproved|2/9/2015 12/8/2025
^38470
IBOULDER
ICANYON DR
Boulder C<
80302
fEDGEWOOD AT
RITTANY HILL
03-
107074
Hotel &
Restaurant (city)^pproved]10/18/2016|10/17/2025 ^350 GRANT
[STREET
Thornton
CO 80229
EDGEWOOD AT KEN
ARYL
|03-
107132
Lodging &
Entertainment
[County)
^pproved|10/25/201 ^10/24/2025
111851
SHAFFER
IDRIVE
Littleton 0
80127
fEDGEWOOD
'EDDING & BANQUET
ENTER
|03-
104400 Favern (city)^pproved|6/18/2015 16/17/2025
3212 NORTH
IOVERLAND
tTRAIL
Laporte C(
80535
fEDGEWOOD
fEDDINGSAT
OUNTAIN VIEW
ANCH CREEKSIDE
|03-
109485
Lodging &
Entertainment
[County)
approved 4/5/2018 14/4/2025
|11883 SOUTH
[ELK CREEK
IROAD
Pine CO
80470
fEDGEWOOD
WEDDINGS AT
OUNTAIN VIEW
ANCH, WILLOWS
|03-
109560
Lodging &
Entertainment
[County)
approved 4/5/2018 14/4/2025
|11853 SOUTH
[ELK CREEK
IROAD
Pine CO
80470
NESATGENESEEBY
EDGEWOOD
EDDINGS
|03-
118971
Lodging &
Entertainment
(County)
^pproved|7/13/2023|7/12/2025
633 PARK
POINT
DRIVE
IGolden
ICO 804C
COLORADO
Department of Revenue
Specialized Business Group-
Liquor & Tobacco
Physical Address: Mailing Address:
1707 Cole Boulevard, Suite 300 P.O. Box 17087
Lakewood, CO 80401 Denver, CO 80217-0087
Fax: 303-866-2428
October 4, 2024
Z GOLF FOOD & BEVERAGE SERVICES LLC
DBAWEDGEWOOD
43885 BUSINESS PARK DRIVE #229
Temecula CA 92590
Re: State Master File for Z GOLF FOOD & BEVERAGE SERVICES LLC
Account #03-09415
Dear Sir or Madam:
This is to advise you that the Colorado Liquor Enforcement Division ("Division") has, at
your request, revised the "master file" for the above-listed Licensee.
As of the date of this letter, our master file includes the following items which you have
submitted:
1. Individual History Records (Form DR 8404-1) for the following persons:
ZARUKA JOHN WILLIAM
ZARU KA WILLIAM J
MAURER ERIK E
HOLCOMB BRETT P
BRADSHAW, TREVOR
2. Fingerprint cards bearing the names and birth dates of the persons listed in
paragraph 1, above. All the fingerprint cards have been submitted by us to the Colorado
Bureau of Investigation. The CBI and FBI have checked the prints and reportedly found
no record of any criminal history for those listed above.
3. Certificate of Authority or a Certificate of Good Corporate standing from the
Colorado Secretary of State, which indicates that Z GOLF FOOD & BEVERAGE
SERVICES LLC, is a limited liability company authorized to do business in Colorado.
When filing a new application for additional licensed locations, you must check with the
local licensing authority to determine what documents they may require to process your
application. Please feel free to provide them with this letter, as local authorities will not
require you to submit fingerprint cards to them if you have already submitted such
documents to the Division. This letter will serve to inform the local authorities exactly
which documents you have already submitted to the State Liquor Enforcement Division.
Finally, once the local authority has approved your new license or transfer of ownership
application, it must be sent to the Division.
The local authority need not send change of corporate structure information previously
reported to the Division, as listed in and approved by this letter.
The only documents which are needed for a new or transfer of ownership application by
the Division are:
1. The approved application signed by the local authority;
2. The appropriate fees;
3. Acopyofthis letter;
4. Proof of possession of the premises;
5. A diagram of the licensed premises;
6. Completed form DR 8442, and an Individual History Record (DR-8404-1)
if manager's registration is required.
Sincerely,
Mic/u^u J4^ -/^^x^/
Michelle Stone-Principato
Division Director
DR 40418(06/1^
Z Golf Food & Beverage Servdces, LLC
dba Della Terra by Wedgewood Weddings
3501 FaU River Rd.
Estes Park, CO 80517 ,11'-2'
/ .HANDICAP/EGRESS ACCE
/y, TO/FROM^EVENT SPACE,
-BNTRY
Alcohol Storage LEVEL 1
Z Golf Food & Beverage Services, LLC
dba Della Terra by Wedgewood Weddings
3501 Fall River Rd.
Estes Park, CO 80517
5MIN.
PARKING
nil."
)UTDOOR
COCKTAIL
BALCONY
Iri<IS^X'iNbd6R'
>BAL(
^u§^£
LEVEL 2
Z Golf Food & Beverage Services, LLC
dba Della Terra by Wedgewood Weddings
3501 FaU River Rd.
Estes Park, CO 80517
NO EVENT SPACE
ON THIS LEVEL
HOTEL BAR
y////^fflASSAGE-
ROOM
LEVEL 3
DR 8404-1 (03/06/24)
COLORADO DEPARTMENT OF REVENUE
Liquor Enforcement Division
PO Box 17087
Denver CO 80217-0087
(303) 205-2300
Individual History Record
To be completed by the following persons, as applicable: sole proprietors; general partners regardless
of percentage ownership, and limited partners owning 10% or more of the partnership; all principal
officers of a corporation, all directors of a corporation, and any stockholder of a corporation owning
10% or more of the outstanding stock; managing members or officers of a limited liability company, and
members owning 10% or more of the company; and any intended registered manager of Hotel and
Restaurant, Tavern and Lodging and Entertainment class of retail license
Notice: This individual history record requires information that is necessary for the licensing
investigation or inquiry. All questions must be answered in their entirety or the license application may
be delayed or denied. If a question is not applicable, please indicate so by "N/A". Any deliberate
misrepresentation or material omission may jeopardize the license application. (Please attach a
separate sheet if necessary to enable you to answer questions completely)
Name of Business
Z Golf Food & Beverage Services, LLC dba Della Terra by Wedgewood Weddings
Home Phone Number Cellular Number
Your Full Name (last, first, middle)
Wright, Taylor
List any other names you have used
Taylor Bragdon
Mailing address (if different from residence)
2211 LarkspurAve., Estes Park, CO 80517
Email Address
taylorw@wedgewoodweddings.com
1, List current residence address. Include any previous addresses within the last five years. (Attach
separate sheet if necessary)
Current Street and Number Current City, State, ZIP
[2211 LarkspurAve. | |Estes
From: To:
ISeptember 2024 | |Present
Previous Street and Number Previous City^^ State, ZIP
2211 LarkspurAve.EstesPark,C080517
September 2024 Present
13223QuivasSt.Westminster, CO, 80234
From: To:
January 2021 Present (Currently at two residences)
Please see attached for previous residential history
Page 1 of 6
Individual History Record (Continued)
2. List all employment within the last five years. Include any self-employment. (Attach separate sheet
if necessary)
Name of Employer or Business
Wedgewood Weddings
Address (Street, Number, City, State, ZIP)
38470 Boulder Canyon Dr., Boulder, CO 80302
Position Held
General Manager
From:To:
January 2019 Present
Name of Employer or Business
Address (Street, Number, City, State, ZIP)
Position Held
From:fo:
Name of Employer or Business
Address (Street, Number, City, State, ZIP)
Position Held
= rom:R):
3. List the name(s) of relatives working in or holding a financial interest in the Colorado alcohol
beverage industry.
Name of Relative Relationship to You:
None
Position Held *>lame of Licensee
\lame of Relative relationship to You:
Position Held ^lame of Licensee
DR 8404-1 (03/06/24)Page 2 of 6
Individual History record (Continued)
Mame of Relative Relationship to You:
Position Held Name of Licensee
Name of Relative Relationship to You:
Position Held ^lame of Licensee
4. Have you ever applied for, held, or had an interest in a Colorado Liquor or
Beer License, or loaned money, furniture, fixtures, equipment or inventory to
any licensee?..
(If yes, answer in detail.)
D Yes No
Is currently the Registered Manager of Z Golf Food & Beverage Services, LLC dba
Boulder Creek by Wedgewood Weddings, 2022 to current.
5. Have you ever received a violation notice, suspension, or revocation for a
liquor law violation, or have you applied for or been denied a liquor or beer
license anywhere in the United States?.____________________________-----__. |—| yes
(If yes, answer in detail.)
No
6.Have you ever been convicted of a crime or received a suspended sentence,
deferred sentence, or forfeited bail for any offense in criminal or military court
or do you have any charges pending?..
(If yes, answer in detail.)
Yes No
7. Are you currently under probation (supervised or unsupervised), parole, or
completing the requirements of a deferred sentence?..
(If yes, answer in detail.)
Yes No
DR 8404-1 (03/06/24)Page 3 of 6
Individual History Record (Continued)
8. Have you ever had any professional license suspended, revoked, or denied?. _..
(If yes, answer in detail.)
Yes No
Personal and Financial Information
Unless otherwise provided by law, the personal information required in this section will be treated as
confidential. The personal information required in this section is solely for identification purposes.
Date of Birth Social Security Number Place of Birth
U.S. Citizen [•] Yes Q No
If Naturalized, state where /Vhen
\Jame of District Court Naturalization Certificate Number Date of Certification
If an Alien, Give Alien's Registration Card Number 3ermanent Residence Card Number
Height Weight Hair Color
5 ft 9 in 180
Eye Color Gender
Brown Blue Female
Do you have a current Driver's License/ID? If so, give number and state.
Driver's License Number Driver's License State
Yes No
co
0 (No financial interest)
Financial Information
9. Total purchase price or investment being made by the applying entity,
corporation, partnership, limited liability company, other.._____________
10. List the total amount of the personal investment, made by the person
listed on page 1 in this business including any notes, loans,cash,
services or equipment, operating capital, stock purchases or fees
paid.. _ _______ __ __ __ ___________________________________________
0 (No financial interest)
NOTE: If corporate investment only, please skip to and complete question 12
NOTE: Question 10 should reflect the total of questions 11 and 13
DR 8404-1 (03/06/24)Page 4 of 6
Personal and Financial Information (Continued)
11. Provide details of the personal investment described in question 10. You must account for all of
the sources of this investment. (Attach a separate sheet if needed)
Type: Cash, Services or Equipment Account Type
N/A
Bank Name \mount
Type: Cash, Services or Equipment account Type
Bank Name amount
Type: Cash, Services or Equipment \ccountType
3ank Name amount
Fype: Cash, Services or Equipment account Type
Bank Name (\mount
12. Provide details of the corporate investment described in question 9. You must account for all of the
sources of this investment. (Attach a separate sheet if needed)
Type: Cash, Services or Equipment Loans Account Type
N/A
Bank Name amount
Type: Cash, Services or Equipment -oans account Type
Bank Name \mount
type: Cash, Services or Equipment -oans account Type
Bank Name \mount
13.Loan Information (Attach copies of all notes or loans)
Name of Lender Address
N/A
Term Security amount
DR 8404-1 (03/06/24)Page 5 of 6
Personal and Financial Information (Continued)
\lame of Lender address
Term Security amount
\lame of Lender \ddress
Term Security \mount
Mame of Lender \ddress
Term security amount
Oath of Applicant
I declare under penalty of perjury that this application and all attachments are true, correct, and
complete to the best of my knowledge.
Authorized Signature
Wi? ^I't
a/;orW ehi;No.'4,20ni2:-10
Print Signature
Taylor Wright
Title Date (MM/DDA/Y)
General Manager 11/04/2024
DR 8404-1 (03/06/24)Page 6 of 6
SUPPLEMENTAL ATTACHMENT TO DR8404-I
FOR TAYLOR WRIGHT
Question 1 - Residential History Continued:
11815 Ridge Parkway, Broomfield, CO 80234
January 2019 - January 2021
COMMUNITY DEVELOPMENT Memo
To: Honorable Mayor Hall
Board of Trustees
Through: Town Administrator Machalek
From: Steve Careccia, Community Development Director
Date: January 14, 2025
RE: Resolution 04-25 Approving a Professional Services Contract with
Design Workshop Inc for an Update to the Estes Park Development Code
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER______________
QUASI-JUDICIAL YES NO
Objective:
Consider a Professional Services Contract with Design Workshop Inc. for an update to
the Estes Park Development Code.
Present Situation:
The Development Code was adopted in 2000, with incremental amendments since that
time. However, the Code’s wording, zoning, land uses, and regulations are generally
reflective of this initial origination and is therefore in need of an update to bring the Code
to contemporary standards, incorporate modern best practices and efficiencies, and
ensure consistent language. There is also a need to bring the Code into alignment with
the Estes Forward Comprehensive Plan, which was adopted in 2022.
Proposal:
The Town sought the services of a qualified consultant to help with the Development
Code update. A Request for Proposals (RFP) was issued on July 31, 2024. Three
consultants were interviewed and evaluated by staff. Design Workshop was the
selected firm as their team experience, project history, and scope of services were
deemed most aligned with the RFP. A Professional Services Contract has been
negotiated, with the attached draft presented to the Town Board for its consideration.
Advantages:
•The Development Code update is intended to:
o Create a more user-friendly document;
o Remove or update antiquated requirements and standards;
o Ensure appropriateness of existing zoning districts;
o Increase efficiency in the development review process;
o Incorporate newer development concepts and best practices;
o Improve aesthetics; and
o Ensure alignment with the Estes Forward Comprehensive Plan.
Disadvantages:
•The update to the Development Code will require significant investment from the
Town in terms of staff time and budgetary expense.
Action Recommended:
Staff recommends approval of this Professional Services Contract as drafted.
Finance/Resource Impact:
Funding for this Professional Services Contract has been allocated within Account 101-
1600-416.22-13. The Professional Services Contract states payment to the Consultant
shall not exceed $300,000.
Level of Public Interest
It is expected that there will be a high level of public interest in the Development Code
update. As such, the Town and Consultant will develop a community engagement plan
that ensures meaningful public participation.
Sample Motion:
I move for the approval/denial of Resolution 04-25.
Attachments:
1. Resolution 04-25
2.Professional Services Contract
3.Link to the Request for Proposals dated July 31, 2024
4.Link to the Design Workshop Proposal dated August 23, 2024
RESOLUTION 04-25
APPROVING A PROFESSIONAL SERVICES CONTRACT WITH DESIGN
WORKSHOP INC FOR AN UPDATE TO THE ESTES PARK DEVELOPMENT CODE
WHEREAS, the Estes Park Development Code was initially adopted in 2000; and
WHEREAS, the Town Board finds advantages to updating the Estes Park
Development Code; and
WHEREAS, Town staff sought the services of a Consultant to help with the update
process, and is recommending Design Workshop Inc. for this purpose; and
WHEREAS, the Town Board wishes to enter into this professional services
contract with Design Workshop Inc. for the purpose of updating the Estes Park
Development Code.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO:
The Board approves, and authorizes the Mayor to sign, this professional services
contract as referenced in the title of this resolution in substantially the form now before
the Board.
DATED this day of , 2025.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
____
Town Attorney
ATTACHMENT 1
PROFESSIONAL SERVICES CONTRACT
ESTES PARK DEVELOPMENT CODE UPDATE
The parties, the Town of Estes Park, Colorado (Town), a municipal corporation, and
Design Workshop, Inc. (Consultant), a Colorado corporation, whose address is 1390 Lawrence
Street Suite 100, Denver, CO 80204, make this Contract this __________ day of
____________________, 2025, at the Town of Estes Park, Colorado, considering the following
facts and circumstances:
1 RECITALS:
1.1 Town desires to use the services of Consultant outlined in Consultant's Proposal; and
1.2 Consultant has agreed to provide the Services outlined in its Proposal, on the terms
and conditions stated in this Contract.
2 CONTRACT: This Agreement is a Contract, representing the entire and integrated
agreement between the parties and supersedes any prior negotiations, written or oral
representations and agreements. The Agreement incorporates the following Contract
Documents. In resolving inconsistencies between two or more of the Contract Documents,
they shall take precedence in the order enumerated, with the first listed Contract Document
having highest precedence.
The Contract Documents, except for amendments executed after execution of this Contract, are:
2.1 Change Orders;
2.2 Notice to Proceed;
2.3 This Contract;
2.4 The following Addenda, if any: (none)
2.5 The following Special Conditions of the Contract, if any: (none)
2.6 Request for Proposals, containing 30 pages, dated July 31, 2024;
2.7 Consultant's Proposal, containing 40 pages, dated August 23, 2024, and
2.8 Insurance Certificates.
ATTACHMENT 2
Town of Estes Park Professional Services Contract --Page 2 of 12
3 SCOPE OF SERVICES: Consultant shall provide and furnish at its own cost and expense all
materials, machinery, equipment, tools, superintendence, labor, insurance and other
accessories and services necessary to provide its Services in strict accordance with the
conditions and prices stated in the Contract Documents.
4 BEGINNING WORK AND COMPLETION SCHEDULE: The Consultant shall begin
services under this Contract upon receiving Town’s notice to proceed. Consultant shall
timely perform its Services, according to the Consultant’s Proposal or as otherwise directed
by Town.
5 PRICE: The Town will pay Consultant for the performance of this Contract, not to exceed
$300,000, as the Price for the total Services performed as stipulated in Consultant's Proposal.
This Contract does not create a multiple fiscal year direct or indirect debt or other financial
obligation. Each request for service shall incur a concurrent debt for that request only. All
financial obligations of the Town under this Contract are contingent upon appropriation,
budgeting, and availability of specific funds to discharge such obligations.
6 TIME OF PAYMENTS TO CONSULTANT: The Consultant shall bill its charges to the
Town periodically, but no more frequently than once a month. Each bill shall contain a
statement of the time the primary employees spent on the Services since the previous bill, a
brief description of the Services provided by each such employee, and an itemization of
direct expenses. The Town will pay each such bill which it finds to be in accordance with
this Contract within forty-five days of its receipt. If Town questions any part of a bill, finds
any part of a bill does not conform to this Contract, or claims the right to withhold payment
of any part of a bill, it will promptly notify Consultant of the question, nonconformity or
reasons for withholding.
7 QUALIFICATIONS ON OBLIGATIONS TO PAY: No partial payment shall be final
acceptance or approval of that part of the Services paid for, or shall relieve Consultant of any
of its obligations under this Contract. Notwithstanding any other terms of this Contract,
Town may withhold any payment (whether a progress payment or final payment) to
Consultant under the following conditions:
7.1 Consultant fails to promptly pay all bills for labor, material, or services of consultants
furnished or performed by others to perform Services.
7.2 Consultant is in default of any of its obligations under this Contract or any of the
Contract Documents.
7.3 Any part of such payment is attributable to Services not conforming to this Contract.
(Town will pay for any part attributable to conforming Services).
7.4 Town, in its good faith judgment, determines that the compensation remaining unpaid
will not be sufficient to complete the Services according to this Contract.
Town of Estes Park Professional Services Contract --Page 3 of 12
8 CONSULTANT'S DUTIES:
8.1 Town enters into this Contract relying on Consultant’s special and unique abilities to
perform the Services. Consultant accepts the relationship of trust and confidence
established between it and the Town by this Contract. Consultant will use its best
efforts, skill, judgment, and abilities. Consultant will further the interests of Town
according to Town’s requirements and procedures, according to high professional
standards.
8.2 Consultant has and will undertake no obligations, commitments, or impediments of
any kind that will limit or prevent its performance of the Services, loyally, according
to the Town's best interests. In case of any conflict between interests of Town and any
other entity, Consultant shall fully and immediately disclose the issue to Town and,
without Town's express approval, shall take no action contrary to Town's interests.
8.3 Consultant’s Services under this Contract shall be of at least the standard and quality
prevailing among recognized professionals of expert knowledge and skill engaged in
the Consultant's same profession under the same or similar circumstances.
8.4 Consultant's work, including drawings and other tangible work products provided to
Town, will be accurate and free from any material errors, and will conform to the
requirements of this Contract. Town approval of defective drawings or other work
shall not diminish or release Consultant's duties, since Town ultimately relies upon
Consultant's skill and knowledge.
8.5 The Contract Documents determine whether the Consultant's Scope of Services
includes detailed independent verification of data prepared or supplied by Town.
Consultant will, nevertheless, call to Town's attention anything in any drawings,
plans, sketches, instructions, information, requirements, procedures, or other data
supplied to Consultant (by the Town or any other party) that Consultant knows, or
reasonably should know, is unsuitable, improper, or inaccurate for Consultant's
purposes.
8.6 Consultant shall attend such meetings on the work stated in this Contract, as Town
requires. Town will give reasonable notice of any such meetings, so Consultant may
attend. Town will pay for any meeting time exceeding Consultant’s total estimate of
included hours, according to Consultant’s fee schedule attached to Consultant’s
proposal.
8.7 As applicable state and federal laws may require, Consultant will assign only persons
duly licensed and registered to do work under this Contract.
8.8 Consultant shall furnish efficient business administration and superintendence and
perform the Services in the most efficient and economical manner consistent with the
best interests of Town.
8.9 Consultant shall keep its books and records for Services and any reimbursable
expenses according to recognized accounting principles and practices, consistently
Town of Estes Park Professional Services Contract --Page 4 of 12
applied. Consultant shall make them available for the Town's inspection at all
reasonable times. Consultant shall keep such books and records for at least three (3)
years after completion of the Services.
9 TOWN'S DUTIES:
9.1 Town will provide full information to the Consultant on the Town's requirements in a
timely manner.
9.2 Town will assist the Consultant by providing such pertinent information available to
Town, including maps, studies, reports, tests, surveys and other data, as Consultant
specifically requests.
9.3 Town will examine all tests, reports, drawings, specifications, maps, plans and other
documents presented by the Consultant to Town for decisions. Town will obtain the
advice of other consultants, as the Town thinks appropriate. Town will give decisions
to the Consultant in writing within a reasonable time.
9.4 Town will appoint a person to act as Town's representative on this Agreement. This
person will have authority to issue instruction, receive information, interpret and
define the Town's policies and decisions on the Consultant’s Services.
9.5 Town will give prompt written notice to the Consultant when the Town notices any
development that affects the scope or timing of the Services.
10 USE OF FINAL PRODUCT: Consultant may have limited involvement after the completion
of this Agreement and lacks control of the future use of Consultant's work. Except for
deficiencies in Consultant’s performance under this Agreement, future use and interpretation
of Consultant’s work is at the risk of Town or other users.
10.1 The Consultant will keep record copies of all work product items delivered to the
Town.
11 OWNERSHIP OF DOCUMENTS AND OTHER MATERIALS: All drawings,
specifications, computations, sketches, test data, survey results, renderings, models, and
other materials peculiar to the Services of Consultant or Consultant’s subconsultants under
this Contract are property of Town, for its exclusive use and re-use at any time without
further compensation and without any restrictions. Consultant shall treat all such material
and information as confidential, and Consultant shall neither use any such material or
information or copies on other work nor disclose such material or information to any other
party without Town's prior written approval. Upon completion of Services, or at such other
time as the Town requires, Consultant shall deliver to the Town a complete, reproducible set
of all such materials. For copyright ownership under the Federal Copyright Act, Consultant
conveys to Town and waives all rights, title and interest to all such materials in written,
electronic or other form, prepared under this Contract. Town shall have worldwide reprint
and reproduction rights in all forms and in all media, free of any claims by the Consultant or
its subconsultants and subcontractors. The Town's rights, granted above, in drawing details,
designs and specifications that are Consultant's standard documents for similar projects, and
Town of Estes Park Professional Services Contract --Page 5 of 12
in Consultant’s databases, computer software and other intellectual property developed, used
or modified in performing Services under this Contract are not exclusive, but joint rights,
freely exercisable by either the Town or the Consultant.
All design documents, including drawings, specifications, and computer software prepared
by Consultant according to this Contract comprise Consultant's design for a specific Project.
Neither party intends or represents them as suitable for reuse, by Town or others, as designs
for extension of that same Project or for any other project. Any such reuse without prior
written verification or adaptation by Consultant for the specific purpose intended will be at
user's sole risk and without liability or legal exposure to Consultant. Except as required for
performance under this Contract, Consultant's verification or adaptation of design
documents will entitle Consultant to additional compensation at such rates as the Consultant
may agree.
12 CHANGE ORDERS: Town reserves the right to order work changes in the nature of
additions, deletions, or modifications, without invalidating this agreement, and agrees to
make corresponding adjustments in the contract price and time for completion. All changes
will be authorized by a written change order signed by Town. Work shall be changed, and
the contract price and completion time shall be modified only as set out in the written
change order.
13 SERVICE OF NOTICES: The parties may give each other required notices in person or by
first class mail or by email to their authorized representatives (or their successors) at the
addresses listed below:
TOWN OF ESTES PARK:
Steve Careccia, AICP
Community Development Director
170 MacGregor Avenue
PO Box 1200
Estes Park, Colorado 80517
CONSULTANT:
Jessica Garrow, FAICP
Principal-in-Charge
Design Workshop, Inc.
1390 Lawrence Street Suite #100
Denver, Colorado 80204
14 COMPLIANCE WITH LAW: Consultant will perform this Contract in strict compliance
with applicable federal, state, and municipal laws, rules, statutes, charter provisions,
ordinances, and regulations (including sections of the Occupational Safety and Health
Administration [OSHA] regulations, latest revised edition, providing for job safety and
health protection for workers) and all orders and decrees of bodies or tribunals applicable to
work under this Contract. Consultant shall protect and indemnify Town against any claim or
liability arising from or based on the violations of any such law, ordinance, regulation, order,
or decrees by itself or by its subcontractors, agents, or employees. Town assumes no duty to
ensure that Consultant follows the safety regulations issued by OSHA.
15 PERMITS AND LICENSES: The Consultant shall secure all permits and licenses, pay all
charges, files, and taxes and give all notices necessary and incidental to the lawful
prosecution of its Services. Anyone conducting business in the Town of Estes Park is
required a business license which can be obtained from the Town Clerk’s Office.
Town of Estes Park Professional Services Contract --Page 6 of 12
16 PATENTED DEVICES, MATERIALS AND PROCESSES: The Consultant shall hold and
save harmless the Town from all claims for infringement, by reason of fee use of any
patented design, device, material, process, or trademark or copyright and shall indemnify the
Town for any costs, expenses, and damages, including court costs and attorney fees, incurred
by reason of actual or alleged infringement during the prosecution or after completion of
Services.
17 INSURANCE: Consultant shall, at its own costs, secure and continuously maintain through
the term of this Contract the minimum insurance coverages listed below, with forms and
insurers acceptable to Town. In addition, Consultant shall maintain such coverages for the
insurance listed in Paragraphs 17.1, 17.3 and 17.4 for two additional years. For any claims-
made policy, Consultant shall include the necessary retroactive dates and extended reporting
periods to maintain continuous coverage.
17.1 Professional Liability/Errors and Omissions for at least $1,000,000.
17.2 Workers' Compensation according to the Workers' Compensation Act of the State of
Colorado and Employer's Liability with limits of at least $500,000.
17.3 General liability, including contractual liability, of at least $1,000,000 per each
occurrence plus an additional amount adequate to pay related attorney's fees and
defense cost. Coverage shall include bodily injury, property damage, personal injury,
and contractual liability.
17.4 Comprehensive Automobile Liability with minimum limits for bodily injury and
property damage coverage of at least $1,000,000 per each occurrence plus an
additional amount adequate to pay related attorneys' fees and defense costs, for each
of Consultant's hired or non-owned vehicles assigned to or used in performance of
this Contract. Consultant warrants that it owns no vehicles.
17.5 Valuable Papers insurance in an amount adequate to assure the restoration of any
plans, drawings, field notes, or other similar data related to the services covered by
this Contract in case of their loss or destruction.
17.6 The required general liability and comprehensive automobile liability policies shall
contain endorsements to include Town and its officers and employees as additional
insureds. The required professional liability and workers’ compensation policies or
coverages shall not contain endorsements including the Town, its officers or
employees as additional insureds. Every policy required above shall be primary
insurance. Any insurance or self-insurance benefits carried by Town, its officers, or
its employees, shall be in excess and not contributory to that provided by Consultant.
17.7 Consultant shall, upon request, provide Town a certified copy of each required policy.
17.8 As evidence of the insurance coverages required by this Contract, before beginning
work under this Contract, Consultant shall furnish certificates of insurance certifying
that at least the minimum coverages required here are in effect and specifying the
Town of Estes Park Professional Services Contract --Page 7 of 12
liability coverages (except for professional liability) are written on an occurrence
form to:
Town of Estes Park
170 MacGregor Avenue
PO Box 1200
Estes Park, CO 80517
Attention: Steve Careccia, Community Development Director
With the exception of professional liability and workers’ compensation, policy or
policies providing insurance as required will defend and include the Town, its Board,
officers, agents and employees as additional insureds on a primary basis for work
performed under or incidental to this Contract. Required insurance policies shall be
with companies qualified to do business in Colorado with a general policyholder’s
financial rating acceptable to the Town. The policies shall not be cancelable or subject
to reduction in coverage limits or other modification except after thirty days prior
written notice to the Town. General liability and automobile policies shall be for the
mutual and joint benefit and protection of the Consultant and the Town. These policies
shall provide that the Town, although named as an additional insured, shall
nevertheless be entitled to recover under said policies for any loss occasioned to it, its
officers, employees, and agents by reason of acts or omissions of the Consultant, its
officers, employees, agents, sub-consultants, or business invitees. They shall be
written as primary policies not contributing to and not in excess of coverage the Town
may carry.
17.9 If Consultant is self-insured under the laws of the State of Colorado, Consultant shall
provide appropriate declarations and evidence of coverage.
17.10 Consultant shall not cancel, change, or fail to renew required insurance coverages.
Consultant shall notify Town's designated person responsible for risk management of
any reduction or exhaustion of aggregate limits, which Town may deem to be a
breach of this Contract.
17.11 The Town relies on, and does not waive or intend to waive, by any provision of this
Contract, the monetary limitations or any other rights, immunities, and protections
provided by the Colorado Governmental Immunity Act, § 24-10-101 et seq., C.R.S.,
as from time to time amended, or otherwise available to the parties, their officers, or
their employees.
17.12 If any insurance required here is to be issued or renewed on a claims-made form as
opposed to the occurrence form, the retroactive date for coverage will be no later than
the commencement date of the project and will state that in the event of cancellation
or nonrenewal, the discovery period for insurance claims (tail coverage) will be at
least 72 months.
17.13 Consultant shall not cancel, non-renew or cause insurance to be materially changed or
replaced by another policy without prior approval by Town.
Town of Estes Park Professional Services Contract --Page 8 of 12
18 INDEMNIFICATION:
18.1 Consultant and its agents, principals, officers, partners, employees, and
subcontractors ("Indemnitors") shall and do agree to indemnify, protect, and hold
harmless the Town, its officers, employees, and agents ("Indemnitees") from all
claims, damages, losses, liens, causes of actions, suits, judgments, and expenses
(including reasonable attorneys’ fees), of any nature, kind, or description
("Liabilities") by any third party to the extent caused by any Services under this
Contract if such Liabilities are: (1) attributable to bodily injury, personal injury,
sickness, disease, or death of any person, or to the injury or destruction of any
tangible and (2) to the extent caused by any error, omission or negligent act of the
Consultant, anyone directly or indirectly employed by it, or anyone for whose acts
Consultant may be liable.
18.2 If more than one Indemnitor is liable for any error, omission or negligent act covered
by this Agreement, each such Indemnitor shall be jointly and severally liable to the
Indemnitees for indemnification and the Indemnitors may settle ultimate
responsibility among themselves for the loss and expense of any such indemnification
by separate proceedings and without jeopardy to any Indemnitee. This Agreement
shall not eliminate or reduce any other right to indemnification or other remedy the
Town, or any of the Indemnitees may have by law.
19 INDEPENDENT CONTRACTOR: Consultant shall perform all Services under this
Agreement as an independent contractor, and not as an agent or employee of Town. No
employee or official of Town shall supervise Consultant. Consultant shall exercise no
supervision over any employee or official of Town. Consultant shall not represent that it is
an employee or agent of the Town in any capacity. Consultant’s officers, employees and
agents are not entitled to Workers' Compensation benefits from the Town, and
Consultant is obligated to pay federal and state income tax on money earned under this
Agreement. Except as this Agreement expressly states, Consultant shall, at its sole expense,
supply all buildings, equipment and materials, machinery, tools, superintendence, personnel,
insurance and other accessories and Services necessary. This Agreement is not exclusive;
subject the terms of this Agreement, Town and Consultant may each contract with other
parties.
20 PROVISIONS CONSTRUED AS TO FAIR MEANING: Any tribunal enforcing this
Agreement shall construe its terms as to their fair meaning, and not for or against any party
based upon any attribution to either party.
21 HEADINGS FOR CONVENIENCE: All headings, captions and titles are for convenience
and reference only and of no meaning in the interpretation or effect of this Contract.
22 NO THIRD-PARTY BENEFICIARIES: The parties intend no third-party beneficiaries
under this Contract. Any person besides Town or Consultant receiving services or benefits
under this Agreement is an incidental beneficiary only.
23 TOWN’S RIGHT TO BAR PERSONNEL FROM WORK SITE: For conduct the Town (in
its sole discretion) decides may violate applicable laws, ordinances rules or regulations, or
Town of Estes Park Professional Services Contract --Page 9 of 12
may expose Town to liability or loss, Town may bar any person (including Consultant's and
subconsultants’ and subcontractors’ employees) from the Town's work sites. Such a bar shall
not require any employee's discharge from employment, but shall merely prohibit the
employee's presence at Town’s work sites. Such a bar shall not warrant an increase in
contract time or Price.
24 WAIVER: No waiver of any breach or default under this Agreement shall waive any other
or later breach or default.
25 TERM: This Contract shall commence on the date specified in a forthcoming Notice to
Proceed, and shall continue through December 31, 2026, with the option of one (1)
additional renewal, upon agreement of both parties.
26 TERMINATION:
26.1 In addition to any other available remedies, either party may terminate this Contract if
the other party fails to cure a specified default within seven (7) days of receiving
written notice of the default. The notice shall specify each such material breach, in
reasonable detail.
26.2 Town may, at any time, terminate performance of the work, in whole or in part, for its
own convenience. The Town may effect such termination by giving Consultant
written Notice of Termination specifying the extent and effective date of termination.
In case of termination, for convenience, Town shall pay Consultant for work
satisfactorily completed, to the date of termination. The Town shall determine the
portion of work completed.
26.3 If either party so terminates, the Consultant shall promptly deliver to the Town all
drawings, computer programs, computer input and output, analysis, plans,
photographic images, tests, maps, surveys and writer’s materials of any kind
generated in the performance of its Services under this Contract up to and including
the date of termination.
27 SUSPENSION: Without terminating or breaching this Contract, the Town may, at its
pleasure, suspend fee services of the Consultant hereunder. Town may effect suspension by
giving the Consultant written notice one (1) day in advance of the suspension date. Upon
receipt of such notices the Consultant shall cease their work as efficiently as possible, to
keep total charges to a minimum. The Town must specifically authorize any work performed
during suspension. Since suspension and subsequent reactivation may inconvenience the
Consultant, Town will endeavor to provide advance notice and minimize its use. After a
suspension has been in effect for thirty days, the Consultant may terminate this Contract at
will.
28 ASSIGNMENT AND DELEGATION: Except as stated, neither party may assign its rights
or delegate its duties under this Contract without the express written approval of the other.
29 SUBCONTRACTING: Except subconsultant clearly identified and accepted in the
Contractor's Proposal, Consultant may employ subconsultants to perform the Services only
Town of Estes Park Professional Services Contract --Page 10 of 12
with Town's express prior written approval. Consultant is solely responsible for any
compensation, insurance, and all clerical detail involved in employment of subconsultants.
30 GOVERNING LAW AND VENUE: The laws of the State of Colorado shall govern
enforcement and interpretation of this Contract. Venue and jurisdiction for any court action
filed regarding this agreement shall be only in Larimer County, Colorado.
31 AUTHORITY: This instrument forms a contract only when executed in writing by duly
authorized representatives of Town and Consultant. By their signatures on this document,
the signatories represent that they have actual authority to enter this Contract for the
respective parties.
32 INTEGRATION: There are no other agreements on the same subject than expressly stated or
incorporated in this Contract.
Signature pages follow.
Town of Estes Park Professional Services Contract --Page 11 of 12
CONSULTANT
By:
Date
Title: _______________________________
State of )
) ss
County of )
The foregoing instrument was acknowledged before me this __________ day of
____________________, 2025, by ______________________________, as
_____________________________ of ______________________________, Consultant.
Witness my hand and official Seal.
My Commission expires .
Notary Public
Town of Estes Park Professional Services Contract --Page 12 of 12
TOWN OF ESTES PARK:
By:
Date
Title: _______________________________
State of )
) ss
County of )
The foregoing instrument was acknowledged before me by , as
of the Town of Estes Park, a Colorado municipal corporation, on
behalf of the corporation, this day of , 2025.
Witness my hand and official Seal.
My Commission expires .
Notary Public
APPROVED AS TO FORM:
Town Attorney
REQUEST FOR PROPOSALS
Estes Park Development Code Update
Estes Park, Colorado
July 31, 2024
Community Development Department
Town of Estes Park
P.O. Box 1200
Estes Park, CO 80517
Proposals due by 2:00 PM MDT, August 23, 2024
ATTACHMENT 3
2 | Page Town of Estes Park Development Code Update RFP
TABLE OF CONTENTS
I. INTRODUCTION & IMPORTANT NOTICES..............................................................3
Project Summary
Proposal Schedule
Request for Proposal Documents
Proposer Communications and Requests
Addenda to the RFP
Written Questions
II. PROJECT OVERVIEW...............................................................................................5
Background
Project Description
Scope of Services
Desirable Consultant and Proposal Attributes
III. INSTRUCTIONS TO PROPOSERS............................................................................14
Town Reservations
Use of Subcontractors
Award of Contract
Insurance Requirements
Material Ownership
Term of Contract
Submittal Review, Interview, and Selection Process
Fee
Selection Criteria
General Requirements
Attachment A – Town of Estes Park Professional Services Contract
3 | Page Town of Estes Park Development Code Update RFP
I. INTRODUCTION & IMPORTANT NOTICES
PROJECT SUMMARY
The Town of Estes Park (Town) seeks proposals from qualified consulting firms to provide professional
services to complete a major update of the Estes Park Development Code. The intent is to make the
document more user-friendly, remove or update antiquated requirements and standards, update the
existing Zoning Districts, increase efficiency in the development review process, incorporate newer
development concepts, improve aesthetics, and align with the Estes Forward Comprehensive Plan,
adopted in 2022, among other aspects.
The outcome of this Request for Proposals (RFP) is the selection of a firm to undertake the completion
of a major update to the Development Code for consideration and approval by the Town of Estes Park.
PROPOSAL SCHEDULE
The anticipated schedule is as follows:
REQUEST FOR PROPOSAL DOCUMENTS
The RFP document can be obtained through the Rocky Mountain E-Purchasing System (BidNet) and the
Town’s website: https://estespark.colorado.gov/rfp.
Dates Action
July 31, 2024 Release RFP on BidNet and Town Website
August 9, 2024 Questions due to Town by 2:00 pm MDT via BidNet or Email
August 16, 2024
Town answers to submitted questions posted by 5:00pm MDT on BidNet
and Town Website
August 23, 2024 Proposals due by 2:00 pm MDT via BidNet or email
TBD Interviews
4 | Page Town of Estes Park Development Code Update RFP
PROPOSER COMMUNICATIONS AND REQUESTS
All correspondence, communications, and contact regarding this RFP shall be with the Town
representative, identified as follows:
Steve Careccia, Community Development Director
Community Development Department
Town of Estes Park
170 MacGregor Avenue, Room 220
P.O. Box 1200
Estes Park, CO 80517
Email: scareccia@estes.org
Proposers and their representatives shall not contact or communicate with any members of the Town,
other than the Town representative, regarding this RFP process.
ADDENDA TO RFP
The Town reserves the right to amend the RFP at any time. A formal addendum to the RFP will be
issued for any amendment. All addenda issued shall become a part of the RFP.
The Town shall post addenda for prospective proposers to access through BidNet and the Town’s
website. It is the proposer’s responsibility to access the addenda. Additionally, proposers should only
rely on information provided in the addenda. All other forms of communication are considered unofficial
and not binding upon the Town.
Proposers shall acknowledge the receipt of each individual addendum and all prior addendum in their
proposals. Failure to acknowledge in their proposals receipt of addenda may at the Town's sole option
disqualify the proposal. If the Town determines that the addenda may require significant changes in the
preparation of proposals, the deadline for submitting the proposals may be postponed by the number
of days that the Town determines will allow proposers sufficient time to revise their proposals. Any new
due date shall be included in the addenda.
WRITTEN QUESTIONS
During the RFP process, up to the time specified in the “Proposal Schedule,” proposers may submit
questions pertaining to the specifications of this RFP. All questions should be submitted via email to the
5 | Page Town of Estes Park Development Code Update RFP
Town representative. Questions and subsequent answers will be included in addendum documentation by
the date noted in the schedule.
II. PROJECT OVERVIEW
BACKGROUND
The Town of Estes Park is located approximately 70 miles northwest of Denver and bordered by
Federal land, including Rocky Mountain National Park (RMNP) to the north and west and the United
States Forest Service to the north, south, and east. Estes Park is a statutory town of about 6,000
residents in the Estes Valley, with the unincorporated portions of the Valley governed by Larimer
County. Estes Park is the primary gateway community for RMNP, one of the most-visited national parks
in the Country. Around four million visitors from around the world arrive here primarily during the
summer and “shoulder” months.
The Estes Forward Comprehensive Plan identified most of the forecasted growth in the next two
decades to be accommodated within the Estes Park town limits. Accordingly, the Future Land Use Plan
prioritizes infill development and redevelopment primarily within Estes Park town limits while
simultaneously positioning the unincorporated Valley to support new attainable housing and mixed-
use near existing commercial centers and key transportation corridors.
PROJECT DESCRIPTION
The Town is undertaking a major update of the Development Code with the intent to make the
document more user-friendly, remove or update antiquated requirements and standards, increase
efficiency in the development review process, incorporate newer development concepts, improve
aesthetics, implement the Downtown Plan and align with the Estes Forward Comprehensive Plan,
among other aspects. The update will also include necessary changes to other sections of the Town’s
Municipal Code that are referenced in, or directly related to, the Development Code as determined by
Town staff. Since many substantive changes are anticipated, the Town seeks guidance whether: 1) to
utilize aspects of the current Development Code language and processes as the foundation for the
revisions; 2) produce an entirely new code with conventional standards; or 3) produce a code with a
hybridized framework that incorporates a form-based code along with conventional standards. The
anticipated timeline for the Project is approximately 18 months to two years following the signing of
the contract. During this timeframe, the Consultant is responsible for undertaking all necessary steps
and services required to complete the update process, which includes a comprehensive review and
analysis of the current regulations, preparation of options and recommendations to address specified
6 | Page Town of Estes Park Development Code Update RFP
issues, stakeholder and public outreach, presentations to elected officials, and the subsequent
finalization of the Development Code.
SCOPE OF SERVICES
At a minimum, the following scope of services should be addressed in a consultant’s proposal. The final
and most detailed scope of services will be developed in collaboration with the selected consultant.
1. Comprehensive Plan Analysis: The consultant will review the adopted Estes Forward
Comprehensive Plan, December 2022, to identify goals, policies and actions that need to be
implemented in the updated Development Code.
2. Other Plans and Studies: The consultant will review other applicable Town plans and studies for
recommendations to include in the updated Development Code. Documents to review include,
but are not limited to, the 2018 Downtown Plan, 2023 Housing Needs Assessment and Strategic
Plan, Community Planning Assistance for Wildfire (CPAW) Code Recommendations, Master
Trails Plan, Stormwater Master Plan, and 2008 Estes Valley Habitat Assessment.
3. Development Code Review and Recommendation: The consultant will evaluate the current
Development Code and recommend areas for improvement, especially for those aspects of the
Code that are conflicting, inaccurate, outdated, or are an impediment to responsible and timely
development review. As part of this evaluation process, the following areas should be
addressed with the proposal:
a. Administration, Review Procedures, and Standards – The consultant will work with the
Town’s designated Project Manager to review the Community Development
Department’s current administrative practices, interpretations, and procedures,
especially as established in Chapters 2 and 3 of the existing Development Code, and
ensure such procedures are accurately set forth in the updated Development Code.
Recommendations to integrate greater efficiency in the development review process,
especially with regards to affordable housing, and incorporate best practices regarding
code administration and procedures within the new Code should also be provided by
the consultant.
b. Modernization - The current Development Code was adopted in 2000 and incrementally
amended since that time. The code’s wording, terms, land uses, and regulations are
reflective of this origin and somewhat disjointed amendment process. The consultant
will review the Development Code and propose measures to bring the code up to
contemporary standards, incorporate modern best practices and efficiencies, and
ensure consistent language.
7 | Page Town of Estes Park Development Code Update RFP
c. Zoning Districts - The consultant will evaluate the Town’s existing zoning districts,
including provisions for Planned Unit Developments, and recommend additional and/or
revised zoning districts as needed to implement the Comprehensive Plan’s goals,
policies, and actions, along with the Town’s other plans, policies, and codes.
d. Density – The Town’s plans and studies recognize the need to accommodate higher
residential densities when and where appropriate. The consultant will review the
Comprehensive Plan, Town development patterns, and Housing Needs Assessment,
among other plans and criteria, and recommend additional and/or revised zoning
districts and standards to accommodate appropriate, context-sensitive, and compatible
densities.
e. Housing and Diversity - The Development Code does not fully establish standards and
regulations for the creation of a varied and diverse housing stock, nor does it provide an
expedited development review process for affordable housing. The consultant will
review current standards and recommend additional and/or revised zoning districts,
processes, and standards to promote greater housing diversity and affordability. The
consultant will also review previous work conducted by the Town on a ‘missing middle’
housing amendment that was started but not adopted.
f. Off-Street Parking, Loading, and Stacking – The consultant will review the parking,
loading, and stacking requirements for all land uses, with consideration for reducing
minimum requirements and implementing maximum requirements.
g. Lighting Standards – The consultant will propose lighting standards that incorporate
modern technology and industry best practices to help the Town meet Dark Sky
objectives.
h. Signage – The consultant will review the Town’s formal sign standards, currently
codified in Chapter 17.66 of the Municipal Code, and interpretations, along with
stakeholder needs, to ensure that new sign regulations balance adequate identification
and messaging with aesthetically pleasing designs. The consultant will ensure all new
sign regulations are content neutral and conform to established case law.
i. Landscaping – The consultant will review the landscaping standards and recommend
measures to reduce water consumption and promote conservation, mitigate wildfire
risk, and address wildlife habitat. Vegetation appropriate to high elevations and riverine
environments is a priority.
j. New Technology and Trends – The consultant will ensure the Development Code reflects
new technology and emerging development trends, such as EV charging stations, energy
8 | Page Town of Estes Park Development Code Update RFP
storage, and affordable home types, to lessen the need for immediate and/or
foreseeable amendments. The consultant should further ensure that State regulations
regarding new technologies and alternative housing types are reflected in the new
Code.
k. Sustainability – Evaluate and recommend proposals that promote sustainability and
resiliency in accordance with the 2021 IBC, such as EV chargers, solar and wind energy,
water conservation, and building electrification. Propose options for incentivizing the
use of sustainable practices.
l. Development Standards – The consultant should review the development standards
within the code, including Appendix D, and ensure such standards are consistent with
the most current County and State standards of construction.
m. Companion Maps – The Development Code incorporates numerous maps that govern
development, including Ridgeline Protection, Wildfire Hazard, Geologic Hazard, and
Wildlife Habitat/Migration. The consultant will evaluate these existing maps and
recommend updates or modifications as necessary to ensure their continued relevance
and usability with the new Code.
n. Inconsistencies, Incompatibilities, and Conflicts – The consultant will review the
Comprehensive Plan, Development Code, and other applicable Town codes and
standards to identify any inconsistencies, incompatibilities, and conflicts between those
various documents. The consultant will provide recommendations to resolve any
identified inconsistencies, etc., with the updated Development Code.
o. Nonconformities – The Consultant will evaluate existing standards for nonconforming
uses, structures, and lots and recommend changes to bring the code up to current
practices. Additionally, as many significant changes are anticipated with this update, the
consultant will ensure the new Development Code does not result in the creation of
new and unnecessary nonconformities with existing land and structures in the Town.
4. Design Guidelines: The consultant will propose site and architectural design guidelines for
residential and non-residential development and redevelopment within the Town. The
objective is to promote high-quality development that celebrates and complements the Town’s
mountain setting, historical character and charm while also being context-sensitive and flexible,
especially with regards to affordable/workforce housing. Overall, the guidelines should not
mandate a specific architectural style, site design, nor building materials and colors. Rather, the
guidelines should focus on standards that promote high-quality development with the flexibility
to allow unique and innovative designs that meet the intent of the design guidelines. The
consultant should also propose objective design review processes that Town staff will
administer to ensure that development is consistent with the new design guidelines. Guidelines
9 | Page Town of Estes Park Development Code Update RFP
and administrative processes are to be incorporated into the Development Code rather than a
stand-alone document.
5. Impact Fees: The Town may be interested in adopting an impact fee program for certain
required public improvements. While this may be something the Town addresses more in-
depth in the future, the Town would be interested in an initial discussion on the merits and
workings of such a program. The consultant should also ensure the provisions of the new
Development Code are conducive to the adoption of any such future program.
6. Coordination with Town Staff: The consultant should propose methods for maintaining good
communication and necessary interaction with Town staff throughout the Development Code
update. The type and number of meetings can be evaluated as the project progresses. At a
minimum, the following items are suggested for inclusion within the proposal:
a. Kick-off Meeting – This will be an in-person meeting with the Project Manager and other
Town staff to formally begin the update process, discuss the work plan, and establish
the project schedule.
b. Meeting with Town Leadership – During the research and discovery phases of the
update process, the consultant will attend meetings with Town Board members,
Planning Commissioners, Town leadership, department directors and representatives,
and other agency partners to gain their perspective and recommendations on the new
Development Code. The consultant should plan for both in-person and virtual meetings,
with approximately 15 meetings envisioned.
c. Coordination Meeting – It is envisioned that weekly or bi-weekly coordination meetings
will be held with the Project Manager. Meetings will be virtual, though in-person
meetings could be held depending on the topic. Agendas will be created by the
consultant, with input from the Project Manager.
d. Technical Advisory Committee – The creation of a Technical Advisory Committee (TAC) is
envisioned. The TAC will be comprised of Town and partner-agency staff, intended to be
a technical resource for the Project Manager and consultant. The consultant should be
prepared to moderate the TAC meetings and provide/receive information, direction,
and feedback. Monthly meetings (virtual) are currently envisioned, but the ultimate
scheduling will depend on need, and in-person meetings may be necessary depending
on the topic.
e. Steering Committee – A steering committee is envisioned to help guide the Project
Manager and consultant. At this time, the Planning Commission is envisioned to serve in
this role given their familiarity with the Town and Development Code. In-person
meetings with the Committee will occur as determined by the Project Manager and
10 | Page Town of Estes Park Development Code Update RFP
consultant. However, for proposal purposes, it can be assumed that six to eight
meetings will be necessary over the project duration.
7. Community Engagement: The involvement of the community, including residents, property
owners, business owners, and stakeholders, will be a major component of the Development
Code update. As such, the consultant will propose a community engagement plan that provides
meaningful community involvement and feedback, with the following recommended for
inclusion within the plan:
a. A proposal for frequent communication and collaboration with Town staff, including the
Project Manager and Public Information Officer, to ensure robust community
engagement. During the main community engagement phases, the need for a standing
meeting should be evaluated.
b. A summary of the Town’s zoning history, including how past actions and development
codes shaped the development patterns and densities currently experienced by the
Town. The summary should include exhibits of selected residential areas showing real
and permitted densities, which would help the Town discuss density with the
community. The summary should be a document that can be shared with the
community, as well as placed on the project website.
c. Assistance with the identification of community members and stakeholders to engage,
especially those who may not readily participate in public processes or may need special
assistance or interpretative services to participate. The consultant will be expected to
coordinate with the Town and language interpreters on outreach materials to these
community members.
d. The creation of presentation materials, maps, and other exhibits to help the community
visualize the expected changes/outcomes that may result from the adoption of the new
Development Code. Especially regarding changes in allowed densities and housing types,
the Town is seeking the best methods and formats to help the community visualize and
understand such changes.
e. Use of varied engagement methods, formats, and technology, including in-person and
virtual events, print and digital media, surveys, etc., and the ability to engage with the
community at times and locations most likely to ensure robust community involvement.
Attendance at day, evening, and weekend in-person events should be anticipated.
f. It is desirable for the consultant to conduct several in-person, community-wide outreach
events. Such events should be topic-focused to help the community provide meaningful
feedback. The number of topics will need to be determined by the Project Manager and
11 | Page Town of Estes Park Development Code Update RFP
consultant, but key topics such as administration/development review, zoning and land
use, density, design guidelines, and signage, may require separate outreach events.
g. Consultant participation (in-person and virtual) at select neighborhood, community, and
civic meetings/events, such HOA meetings or Town-sponsored holiday events. The
number of attended events will be determined with the negotiated work plan.
h. Consultant participation in targeted in-person and/or virtual interviews with specific
community groups, development community representatives, and other stakeholders.
The number of interviews will be determined with the negotiated work plan.
i. Provision and support of a project website, whether a dedicated website administered
by the consultant or use of the Town’s existing website.
j. The consultant will track and provide the Town with a comprehensive summary of all
community engagement activities, which will include a report of all community
comments and Town/consultant responses. Reporting should be provided monthly to
the Project Manager. A final report should be provided prior to the submission of the
final draft for adoption.
8. Format, Organization, and Integration: As noted previously, the consultant will provide a
recommendation on the format and organization of the updated Development Code, as to
whether the existing format and organization should be generally retained, or whether an
entirely new format and organization should be proposed. At a minimum, the updated
Development Code will exhibit the following characteristics:
a. Use of simple language not complicated with jargon or legal wording.
b. Improved use of graphics, flow charts, tables, pictures, descriptive text, etc. to clearly
explain the intent of regulatory language, and other key points and processes.
c. An accessible, search- and user-friendly format, for both print and digital versions.
d. Easy integration with the MuniCode platform.
9. Drafts and Final Development Code: The consultant will prepare drafts of the updated
Development Code, as needed, including text, graphics, tables, etc., for review by the Project
Manager, advisory groups/committees, Town Attorney, and public, culminating in a final
version to be acted upon by the Planning Commission and Town Board. The final version of the
Development Code will be provided in the format requested by the Project Manager, with final
versions for print and digital distribution. All final versions must be editable in a non-proprietary
format to ensure that future amendments can be made by Town staff. Provision of an updated
12 | Page Town of Estes Park Development Code Update RFP
zoning map may also be requested, in a format compatible with the Town’s GIS standards. All
final documents shall be owned by the Town.
10. Public Meeting/Hearing Support: The consultant will provide support to the Project Manager in
preparation for all study sessions and public meetings/hearings for the review and adoption of
the Development Code update. Support will include assistance drafting staff reports and
ordinances, creating meeting materials, visual aids and presentations, and attendance and
participation at all study sessions and public meetings/hearings. Approximately 10 public
sessions/meetings are currently envisioned.
DESIRABLE CONSULTANT AND PROPOSAL ATTRIBUTES
The Consultant shall have the following desirable attributes:
• Recent and extensive experience in evaluating and updating municipal development
regulations, specifically with context-specific solutions and legal expertise in drafting
codes responsive to legal precedents, common law doctrines, and statutory
requirements.
• Recent and extensive experience in effectively managing similar regulatory updates,
preferably for communities of a similar size, context, and economic profile
(resort/gateway communities).
• Experience in preparing written analyses, options, and recommendations for
approaching the range of issues presented in this Scope of Services.
• Demonstrated ability to communicate and work effectively with Town Boards, other
elected and appointed officials, Town staff, and the public.
• Expertise in effectively conducting both in-person and virtual meetings, including
coordination with Spanish interpreters, and flexibility in adapting meeting styles as
needed.
• Expertise and experience in effectively engaging with members of the community on
high-profile projects.
• Experience in creating user-friendly development regulations, including updated
graphics, diagrams, and illustrations that can be integrated into the MuniCode format.
13 | Page Town of Estes Park Development Code Update RFP
Proposals should include a clear description of the consultant’s anticipated approach to the
project and the services that can be provided, using the Town’s Scope of Services as a
reference. Submittals should be concise and clear and contain the items listed herein, as well as
the following:
1. Overview and References
a. Overview of firm’s experience specific to the Scope of Services.
b. Examples and descriptive summaries of three projects completed in the last five
years that are most like the project described in the Scope of Services, including
website links to the completed codes (emphasis on work for similar-sized
communities and/or issues).
c. References that can be contacted relative to the identified projects.
2. Project Experience and Personnel
a. Firm background, including experience with municipal development code writing
and updates, and more specifically, the ability to write innovative but practical code.
b. Project team, including sub-consultants/contractors.
c. Résumés for the firm’s principal and project manager.
d. Chart showing the organizational relationship of key personnel, especially the
project manager/key contact for the Town’s project manager.
e. Project manager and project team hours and availability for this Project.
3. Proposal
a. Project understanding and approach to the Scope of Services (do not attach or
reference the Scope of Services verbatim). The proposal does not need to address
each individual topic identified in this Scope but rather indicate an overall
understanding of what the Town wants to accomplish with the Project and whether
the Town’s approach is generally appropriate and achievable.
b. Firm’s anticipated process for managing the Project, including, but not limited to the
following:
o Coordination and communication with Town staff.
o Maintaining schedules and timelines.
14 | Page Town of Estes Park Development Code Update RFP
o Best practices for presenting options and recommendations to elected
officials.
o Approach to effective community outreach (i.e., materials, presentation
formats, and media to be used).
o Innovative ideas for maximizing the value and amount of work that can be
completed within the agreed upon budget.
c. Firm’s protocol for managing budget and keeping the Town informed of potential
Scope creep as well as costs of additional meetings and other work;
d. Firm’s description of any specialized or value-added services that can be provided
relative to the Scope of Services, with an example of a project where this service was
utilized and successfully implemented; and
e. Commentary on any concerns or suggestions regarding the timing, budget, or
current Scope of Services for this Project.
III. INSTRUCTIONS TO PROPOSERS
Please submit proposals electronically via BidNet or email on or before the deadline noted in the
“Proposal Schedule”. For submission via email, please submit your proposal to the designated Town
representative noted herein. The proposal should be submitted in PDF format and the subject line of
the email should state “Development Code Proposal - [Firm Name]”.
Proposals received after the due date will not be considered. Sole responsibility rests with the
proposer to see that the proposal is received on time.
Town Reservations
The Town reserves the right to reject any or all proposals; re-publish, postpone, or cancel this RFP; to
waive formalities and minor irregularities in proposals received if deemed in the best interest of the
Town to do so; and determine the criteria and process whereby submittals are evaluated and awarded.
No damages shall be recoverable by any challenger because of these determinations or decisions by
the Town.
Use of Subcontractors
The proposing firm shall indicate in the proposal any work intended to be performed by subcontractors
or persons outside of their firm (such as partnering firms or sub-consultants). The proposer shall name
the partner firms, if known, at the time of proposal submittal. Partners and subcontractors shall be
15 | Page Town of Estes Park Development Code Update RFP
bound to meeting the same quality standards and schedules as the proposing firm. They will also
provide the same level of documentation (insurance & business licenses).
Award of Contract
A formal agreement will be awarded to the most qualified and responsive firm.
Insurance Requirements
Insurance Certificates are not required with the proposal but shall be provided by the selected firm
with the signed Professional Services Contract. The Town must approve all insurance documentation
prior to execution of the agreement by the Town Board of Trustees. The successful firm shall acquire a
Town Business License prior to signing the agreement, at its own expense.
Material Ownership
All material submitted regarding this RFP becomes the property of the Town and will only be returned
to the proposer at the Town’s discretion. The Town has the right to use any or all ideas presented in
reply to this RFP. Disqualification of the proposer does not eliminate this right.
Term of Contract
The Town will generate the Professional Services Contract in accordance with Town policy. For
reference purposes, a copy of the Town’s standard Professional Services Contract is included as
Attachment A. A contract term that is acceptable for both the Town and the selected firm will be
negotiated upon selection.
Submittal Review, Interview, and Selection Process
Respondents should submit a comprehensive, but concise, RFP submittal. Failure of the respondents to
provide any information requested in this RFP may result in disqualification of the submitted proposal.
Submittal Review: The Review Committee shall evaluate, and rank proposal submittals based on
alignment with the RFP requirements, Submittal Format, and Selection Criteria to select firms to be
invited to an interview. The Town also reserves the right to select a firm based on the proposals only.
16 | Page Town of Estes Park Development Code Update RFP
Interview of Finalists: At the Town’s option, the field will be narrowed to the top responsive
proposers, and they will be invited to an interview with the review committee. The interview will be in-
person.
Selection of Finalist: The Town will negotiate with the selected firm to finalize scope and fees. If
negotiations are unsuccessful, then the Town reserves the right to negotiate with the next highest
scoring firm.
The Professional Services Contract is subject to the review and approval of the Town of Estes Park Board
of Trustees.
Disclaimer: All costs incurred by the proposer related to proposal preparation, submission, and
consideration, including travel and accommodations, shall be the sole responsibility of the proposer. The
Town shall not be liable for, or reimburse, any such costs.
FEE
While this is predominately a qualifications-based RFP, cost is a component within the Selection
Criteria. As such, firms shall submit a fee schedule inclusive of all time and materials necessary to
accomplish the services set forth in their proposal. Fee information shall be submitted as a separate
document titled "Fee Schedule – [firm name]". Fee information should not be included within the
proposal itself.
Approved funding for this project is approximately $300,000. Proposals should not exceed this amount.
However, fees for optional and other value-added services may be included in the Fee Schedule.
17 | Page Town of Estes Park Development Code Update RFP
SELECTION CRITERIA
The following criteria will be considered by the Selection Committee in scoring RFP responses:
SELECTION CRITERIA Point Value
Scope Understanding and Proposed Approach: Approach is clear and concise
and addresses this specific project. Understanding of the project location,
needs, opportunities, and challenges in producing assessments, design
concepts, and development standards. Completeness of approach to perform
the Scope of Services expected to be incurred under this project.
30 points
Qualifications of Project Staff: Project staff background, education, and
experience on similar projects. Qualifications and experience of consultant in
writing development codes for similar communities.
20 points
Experience and Client References for Similar Projects: Performance on time,
within budget and scope; similar to this project in size and scope. Management
qualifications and company capability. Qualifications of the firm in terms of its
ability, experience, and reliability in performing and managing work within a
schedule and budget. References should be provided for at least three recent
clients for whom the firm has performed services similar to the work outlined in
the Scope of Services.
20 points
Adequacy of the Proposal: Completeness and thoroughness of the proposal.
Responsive to the RFP.
10 points
Availability and Schedule: Availability to perform the project upon Notice to
Proceed (if selected) and to complete the work in a timely (reasonable) manner.
10 points
Fees: Fees are reasonable and appropriate for this project. 10 points
Total Points 100 points
18 | Page Town of Estes Park Development Code Update RFP
GENERAL REQUIREMENTS
The successful firm shall:
• Enter into a contract with the Town to perform the work (generally described in this RFP and
finalized during the process described herein).
• Provide proof of and maintain insurance coverage for the duration of the contract period as
outlined in the Town’s Professional Services Contract.
• Operate as an independent contractor and will not be considered employee(s) of the
Town of Estes Park.
• Hold current registration on SAM.gov.
• Receive payment on actual invoices as work is completed.
ATTACHMENT A – TOWN OF ESTES PARK PROFESSIONAL SERVICES CONTRACT
ATTACHMENT A
[To complete this form, press f11 to move from field to field and follow any prompts. If no
prompt appears (like date or section number fields), press f11 to skip to next field. Now press
delete to delete this prompt, and press f11 to proceed.]
PROFESSIONAL SERVICES CONTRACT
Here, describe the type (or a descriptive title) of the contract and insert table of contents, if
necessary, then press f11 to proceed]
The parties, the Town of Estes Park, Colorado (Town), a municipal corporation, and
[Enter Contractor Name, then press F11 to proceed] (Contractor), a [Enter Contractor's legal
entity, e.g. Colorado Corporation, then press F11 to proceed], whose address is [Enter
Contractor's address, including street, city, state & zip, then press f11 to proceed], make this
Contract this __________ day of ____________________, 2023, at the Town of Estes Park,
Colorado, considering the following facts and circumstances:
1 RECITALS:
1.1 Town desires to use the services of Consultant outlined in Consultant's Proposal; and
1.2 Consultant has agreed to provide the Services outlined in its Proposal, on the terms
and conditions stated in this Contract.
2 CONTRACT: This Agreement is a Contract, representing the entire and integrated
agreement between the parties and supersedes any prior negotiations, written or oral
representations and agreements. The Agreement incorporates the following Contract
Documents. In resolving inconsistencies between two or more of the Contract Documents,
they shall take precedence in the order enumerated, with the first listed Contract Document
having highest precedence.
The Contract Documents, except for amendments executed after execution of this Contract, are:
2.1 Change Orders;
2.2 Notice to Proceed;
2.3 This Contract;
2.4 The following Addenda, if any:
Number Date Page(s)
2.5 The following Special Conditions of the Contract, if any:
Document Title Page(s)
Town of Estes Park Professional Services Contract --Page 2 of 12
2.6 Notice of Award;
2.7 Request for Proposals, containing [Enter number of pages in RFP, then press f11 to
proceed] pages, dated [Enter date of RFP, then press f11 to proceed];
2.8 Consultant's Proposal, containing [Enter number of pages in proposal, then press f11
to proceed] pages, dated [Enter proposal date, then press f11 to proceed]; and
2.9 Insurance Certificates.
[List here any other documents forming part of the Contract, then press f11 to
proceed]
3 SCOPE OF SERVICES: Consultant shall provide and furnish at its own cost and expense all
materials, machinery, equipment, tools, superintendence, labor, insurance and other
accessories and services necessary to provide its Services in strict accordance with the
conditions and prices stated in the Contract Documents.
4 BEGINNING WORK AND COMPLETION SCHEDULE: The Consultant shall begin
services under this Contract upon receiving Town’s notice to proceed. Consultant shall
timely perform its Services, according to the Performance Schedule [Enter how Performance
Schedule is referenced, either as Contract Document (incorporated into) or Exhibit (attached
to), with language to this effect " attached to and incorporated into this Contract or as
otherwise directed by Town.", then press f11 to proceed].
5 PRICE: The Town will pay Consultant for the performance of this Contract, not to exceed
[Enter price, then press f11 to proceed], as the Price for the total Services performed as
stipulated in Consultant's Proposal. This Contract does not create a multiple fiscal year direct
or indirect debt or other financial obligation. Each request for service shall incur a
concurrent debt for that request only. All financial obligations of the Town under this
Contract are contingent upon appropriation, budgeting, and availability of specific funds to
discharge such obligations.
6 TIME OF PAYMENTS TO CONSULTANT: The Consultant shall bill its charges to the
Town periodically, but no more frequently than once a month. Each bill shall contain a
statement of the time the primary employees spent on the Services since the previous bill, a
brief description of the Services provided by each such employee, and an itemization of
direct expenses. The Town will pay each such bill which it finds to be in accordance with
this Contract within forty-five days of its receipt. If Town questions any part of a bill, finds
any part of a bill does not conform to this Contract, or claims the right to withhold payment
of any part of a bill, it will promptly notify Consultant of the question, nonconformity or
reasons for withholding.
7 QUALIFICATIONS ON OBLIGATIONS TO PAY: No partial payment shall be final
acceptance or approval of that part of the Services paid for, or shall relieve Consultant of any
of its obligations under this Contract. Notwithstanding any other terms of this Contract,
Town of Estes Park Professional Services Contract --Page 3 of 12
Town may withhold any payment (whether a progress payment or final payment) to
Consultant under the following conditions:
7.1 Consultant fails to promptly pay all bills for labor, material, or services of consultants
furnished or performed by others to perform Services.
7.2 Consultant is in default of any of its obligations under this Contract or any of the
Contract Documents.
7.3 Any part of such payment is attributable to Services not conforming to this Contract.
(Town will pay for any part attributable to conforming Services).
7.4 Town, in its good faith judgment, determines that the compensation remaining unpaid
will not be sufficient to complete the Services according to this Contract.
8 CONSULTANT'S DUTIES:
8.1 Town enters into this Contract relying on Consultant’s special and unique abilities to
perform the Services. Consultant accepts the relationship of trust and confidence
established between it and the Town by this Contract. Consultant will use its best
efforts, skill, judgment, and abilities. Consultant will further the interests of Town
according to Town’s requirements and procedures, according to high professional
standards.
8.2 Consultant has and will undertake no obligations, commitments, or impediments of
any kind that will limit or prevent its performance of the Services, loyally, according
to the Town's best interests. In case of any conflict between interests of Town and any
other entity, Consultant shall fully and immediately disclose the issue to Town and,
without Town's express approval, shall take no action contrary to Town's interests.
8.3 Consultant’s Services under this Contract shall be of at least the standard and quality
prevailing among recognized professionals of expert knowledge and skill engaged in
the Consultant's same profession under the same or similar circumstances.
8.4 Consultant's work, including drawings and other tangible work products provided to
Town, will be accurate and free from any material errors, and will conform to the
requirements of this Contract. Town approval of defective drawings or other work
shall not diminish or release Consultant's duties, since Town ultimately relies upon
Consultant's skill and knowledge.
8.5 The Contract Documents determine whether the Consultant's Scope of Services
includes detailed independent verification of data prepared or supplied by Town.
Consultant will, nevertheless, call to Town's attention anything in any drawings,
plans, sketches, instructions, information, requirements, procedures, or other data
supplied to Consultant (by the Town or any other party) that Consultant knows, or
reasonably should know, is unsuitable, improper, or inaccurate for Consultant's
purposes.
Town of Estes Park Professional Services Contract --Page 4 of 12
8.6 Consultant shall attend such meetings on the work stated in this Contract, as Town
requires. Town will give reasonable notice of any such meetings, so Consultant may
attend. [This sentence may not apply, assess, and press f11 to proceed] Town will pay
for any meeting time exceeding Consultant’s total estimate of included hours,
according to Consultant’s fee schedule attached to Consultant’s proposal.]
8.7 As applicable state and federal laws may require, Consultant will assign only persons
duly licensed and registered to do work under this Contract.
8.8 Consultant shall furnish efficient business administration and superintendence and
perform the Services in the most efficient and economical manner consistent with the
best interests of Town.
8.9 Consultant shall keep its books and records for Services and any reimbursable
expenses according to recognized accounting principles and practices, consistently
applied. Consultant shall make them available for the Town's inspection at all
reasonable times. Consultant shall keep such books and records for at least three (3)
years after completion of the Services.
9 TOWN'S DUTIES:
9.1 Town will provide full information to the Consultant on the Town's requirements in a
timely manner.
9.2 Town will assist the Consultant by providing such pertinent information available to
Town, including maps, studies, reports, tests, surveys and other data, as Consultant
specifically requests.
9.3 Town will examine all tests, reports, drawings, specifications, maps, plans and other
documents presented by the Consultant to Town for decisions. Town will obtain the
advice of other consultants, as the Town thinks appropriate. Town will give decisions
to the Consultant in writing within a reasonable time.
9.4 Town will appoint a person to act as Town's representative on this Agreement. This
person will have authority to issue instruction, receive information, interpret and
define the Town's policies and decisions on the Consultant’s Services.
9.5 Town will give prompt written notice to the Consultant when the Town notices any
development that affects the scope or timing of the Services.
10 USE OF FINAL PRODUCT: Consultant may have limited involvement after the completion
of this Agreement and lacks control of the future use of Consultant's work. Except for
deficiencies in Consultant’s performance under this Agreement, future use and interpretation
of Consultant’s work is at the risk of Town or other users.
10.1 The Consultant will keep record copies of all work product items delivered to the
Town.
Town of Estes Park Professional Services Contract --Page 5 of 12
11 OWNERSHIP OF DOCUMENTS AND OTHER MATERIALS: All drawings,
specifications, computations, sketches, test data, survey results, renderings, models, and
other materials peculiar to the Services of Consultant or Consultant’s subconsultants under
this Contract are property of Town, for its exclusive use and re-use at any time without
further compensation and without any restrictions. Consultant shall treat all such material
and information as confidential, and Consultant shall neither use any such material or
information or copies on other work nor disclose such material or information to any other
party without Town's prior written approval. Upon completion of Services, or at such other
time as the Town requires, Consultant shall deliver to the Town a complete, reproducible set
of all such materials. For copyright ownership under the Federal Copyright Act, Consultant
conveys to Town and waives all rights, title and interest to all such materials in written,
electronic or other form, prepared under this Contract. Town shall have worldwide reprint
and reproduction rights in all forms and in all media, free of any claims by the Consultant or
its subconsultants and subcontractors. The Town's rights, granted above, in drawing details,
designs and specifications that are Consultant's standard documents for similar projects, and
in Consultant’s databases, computer software and other intellectual property developed, used
or modified in performing Services under this Contract are not exclusive, but joint rights,
freely exercisable by either the Town or the Consultant.
All design documents, including drawings, specifications, and computer software prepared
by Consultant according to this Contract comprise Consultant's design for a specific Project.
Neither party intends or represents them as suitable for reuse, by Town or others, as designs
for extension of that same Project or for any other project. Any such reuse without prior
written verification or adaptation by Consultant for the specific purpose intended will be at
user's sole risk and without liability or legal exposure to Consultant. Except as required for
performance under this Contract, Consultant's verification or adaptation of design
documents will entitle Consultant to additional compensation at such rates as the Consultant
may agree.
12 CHANGE ORDERS: Town reserves the right to order work changes in the nature of
additions, deletions, or modifications, without invalidating this agreement, and agrees to
make corresponding adjustments in the contract price and time for completion. All changes
will be authorized by a written change order signed by Town. Work shall be changed, and
the contract price and completion time shall be modified only as set out in the written
change order.
13 SERVICE OF NOTICES: The parties may give each other required notices in person or by
first class mail or by email to their authorized representatives (or their successors) at the
addresses listed below:
TOWN OF ESTES PARK:
[Enter name, title, & address of Town's
authorized rep., then press f11 to proceed]
CONSULTANT:
[Enter name, title & address of consultant's
authorized rep., then press f11 to proceed]
14 COMPLIANCE WITH LAW: Consultant will perform this Contract in strict compliance
with applicable federal, state, and municipal laws, rules, statutes, charter provisions,
ordinances, and regulations (including sections of the Occupational Safety and Health
Administration [OSHA] regulations, latest revised edition, providing for job safety and
Town of Estes Park Professional Services Contract --Page 6 of 12
health protection for workers) and all orders and decrees of bodies or tribunals applicable to
work under this Contract. Consultant shall protect and indemnify Town against any claim or
liability arising from or based on the violations of any such law, ordinance, regulation, order,
or decrees by itself or by its subcontractors, agents, or employees. Town assumes no duty to
ensure that Consultant follows the safety regulations issued by OSHA.
15 PERMITS AND LICENSES: The Consultant shall secure all permits and licenses, pay all
charges, files, and taxes and give all notices necessary and incidental to the lawful
prosecution of its Services. Anyone conducting business in the Town of Estes Park is
required a business license which can be obtained from the Town Clerk’s Office.
16 PATENTED DEVICES, MATERIALS AND PROCESSES: The Consultant shall hold and
save harmless the Town from all claims for infringement, by reason of fee use of any
patented design, device, material, process, or trademark or copyright and shall indemnify the
Town for any costs, expenses, and damages, including court costs and attorney fees, incurred
by reason of actual or alleged infringement during the prosecution or after completion of
Services.
17 INSURANCE: Consultant shall, at its own costs, secure and continuously maintain through
the term of this Contract the minimum insurance coverages listed below, with forms and
insurers acceptable to Town. In addition, Consultant shall maintain such coverages for the
insurance listed in Paragraphs 17.1, 17.3 and 17.4 for two additional years. For any claims-
made policy, Consultant shall include the necessary retroactive dates and extended reporting
periods to maintain continuous coverage.
17.1 Professional Liability/Errors and Omissions for at least $1,000,000.
17.2 Workers' Compensation according to the Workers' Compensation Act of the State of
Colorado and Employer's Liability with limits of at least $500,000.
17.3 General liability, including contractual liability, of at least $1,000,000 per each
occurrence plus an additional amount adequate to pay related attorney's fees and
defense cost. Coverage shall include bodily injury, property damage, personal injury,
and contractual liability.
17.4 Comprehensive Automobile Liability with minimum limits for bodily injury and
property damage coverage of at least $1,000,000 per each occurrence plus an
additional amount adequate to pay related attorneys' fees and defense costs, for each
of Consultant's owned, hired or non-owned vehicles assigned to or used in
performance of this Contract.
17.5 Valuable Papers insurance in an amount adequate to assure the restoration of any
plans, drawings, field notes, or other similar data related to the services covered by
this Contract in case of their loss or destruction.
17.6 The required general liability and comprehensive automobile liability policies shall
contain endorsements to include Town and its officers and employees as additional
insureds. The required professional liability and workers’ compensation policies or
Town of Estes Park Professional Services Contract --Page 7 of 12
coverages shall not contain endorsements including the Town, its officers or
employees as additional insureds. Every policy required above shall be primary
insurance. Any insurance or self-insurance benefits carried by Town, its officers, or
its employees, shall be in excess and not contributory to that provided by Consultant.
17.7 Consultant shall, upon request, provide Town a certified copy of each required policy.
17.8 As evidence of the insurance coverages required by this Contract, before beginning
work under this Contract, Consultant shall furnish certificates of insurance certifying
that at least the minimum coverages required here are in effect and specifying the
liability coverages (except for professional liability) are written on an occurrence
form to:
Town of Estes Park
170 MacGregor Avenue
PO Box 1200
Estes Park, CO 80517
Attention: [INSERT TITLE OF DEPARTMENT CONTACT]
With the exception of professional liability and workers’ compensation, policy or
policies providing insurance as required will defend and include the Town, its Board,
officers, agents and employees as additional insureds on a primary basis for work
performed under or incidental to this Contract. Required insurance policies shall be
with companies qualified to do business in Colorado with a general policyholder’s
financial rating acceptable to the Town. The policies shall not be cancelable or subject
to reduction in coverage limits or other modification except after thirty days prior
written notice to the Town. General liability and automobile policies shall be for the
mutual and joint benefit and protection of the Consultant and the Town. These policies
shall provide that the Town, although named as an additional insured, shall
nevertheless be entitled to recover under said policies for any loss occasioned to it, its
officers, employees, and agents by reason of acts or omissions of the Consultant, its
officers, employees, agents, sub-consultants, or business invitees. They shall be
written as primary policies not contributing to and not in excess of coverage the Town
may carry.
17.9 If Consultant is self-insured under the laws of the State of Colorado, Consultant shall
provide appropriate declarations and evidence of coverage.
17.10 Consultant shall not cancel, change, or fail to renew required insurance coverages.
Consultant shall notify Town's designated person responsible for risk management of
any reduction or exhaustion of aggregate limits, which Town may deem to be a
breach of this Contract.
17.11 The Town relies on, and does not waive or intend to waive, by any provision of this
Contract, the monetary limitations or any other rights, immunities, and protections
provided by the Colorado Governmental Immunity Act, § 24-10-101 et seq., C.R.S.,
as from time to time amended, or otherwise available to the parties, their officers, or
their employees.
Town of Estes Park Professional Services Contract --Page 8 of 12
17.12 If any insurance required here is to be issued or renewed on a claims-made form as
opposed to the occurrence form, the retroactive date for coverage will be no later than
the commencement date of the project and will state that in the event of cancellation
or nonrenewal, the discovery period for insurance claims (tail coverage) will be at
least 72 months.
17.13 Consultant shall not cancel, non-renew or cause insurance to be materially changed or
replaced by another policy without prior approval by Town.
18 INDEMNIFICATION:
18.1 Consultant and its agents, principals, officers, partners, employees, and
subcontractors ("Indemnitors") shall and do agree to indemnify, protect, and hold
harmless the Town, its officers, employees, and agents ("Indemnitees") from all
claims, damages, losses, liens, causes of actions, suits, judgments, and expenses
(including attorneys’ fees), of any nature, kind, or description ("Liabilities") by any
third party arising out of, caused by, or resulting from any Services under this
Contract if such Liabilities are: (1) attributable to bodily injury, personal injury,
sickness, disease, or death of any person, or to the injury or destruction of any
tangible property (including resulting loss of use or consequential damages) and (2)
caused, in whole or in part, by any error, omission or negligent act of the Consultant,
anyone directly or indirectly employed by it, or anyone for whose acts Consultant
may be liable.
18.2 If more than one Indemnitor is liable for any error, omission or negligent act covered
by this Agreement, each such Indemnitor shall be jointly and severally liable to the
Indemnitees for indemnification and the Indemnitors may settle ultimate
responsibility among themselves for the loss and expense of any such indemnification
by separate proceedings and without jeopardy to any Indemnitee. This Agreement
shall not eliminate or reduce any other right to indemnification or other remedy the
Town, or any of the Indemnitees may have by law.
18.3 As part of this indemnity obligation, the Consultant shall compensate the Town for
any time the Town Attorney's Office and other counsel to the Town reasonably spend
on such claims or actions at the rates generally prevailing among private practitioners
in the Town of Estes Park for similar services. This obligation to indemnify the Town
shall survive the termination or expiration of this Agreement.
19 INDEPENDENT CONTRACTOR: Consultant shall perform all Services under this
Agreement as an independent contractor, and not as an agent or employee of Town. No
employee or official of Town shall supervise Consultant. Consultant shall exercise no
supervision over any employee or official of Town. Consultant shall not represent that it is
an employee or agent of the Town in any capacity. Consultant’s officers, employees and
agents are not entitled to Workers' Compensation benefits from the Town, and
Consultant is obligated to pay federal and state income tax on money earned under this
Agreement. Except as this Agreement expressly states, Consultant shall, at its sole expense,
supply all buildings, equipment and materials, machinery, tools, superintendence, personnel,
Town of Estes Park Professional Services Contract --Page 9 of 12
insurance and other accessories and Services necessary. This Agreement is not exclusive;
subject the terms of this Agreement, Town and Consultant may each contract with other
parties.
20 PROVISIONS CONSTRUED AS TO FAIR MEANING: Any tribunal enforcing this
Agreement shall construe its terms as to their fair meaning, and not for or against any party
based upon any attribution to either party.
21 HEADINGS FOR CONVENIENCE: All headings, captions and titles are for convenience
and reference only and of no meaning in the interpretation or effect of this Contract.
22 NO THIRD-PARTY BENEFICIARIES: The parties intend no third-party beneficiaries
under this Contract. Any person besides Town or Consultant receiving services or benefits
under this Agreement is an incidental beneficiary only.
23 TOWN’S RIGHT TO BAR PERSONNEL FROM WORK SITE: For conduct the Town (in
its sole discretion) decides may violate applicable laws, ordinances rules or regulations, or
may expose Town to liability or loss, Town may bar any person (including Consultant's and
subconsultants’ and subcontractors’ employees) from the Town's work sites. Such a bar shall
not require any employee's discharge from employment, but shall merely prohibit the
employee's presence at Town’s work sites. Such a bar shall not warrant an increase in
contract time or Price.
24 WAIVER: No waiver of any breach or default under this Agreement shall waive any other
or later breach or default.
25 TERM: This Contract shall commence on [Fill in the date contract begins, which can be "its
effective date", a specific date, or "the date specified in a forthcoming Notice to Proceed",
and press F11 to continue], and shall continue through [Fill in the date contract ends, press
F11 to continue] [Optional renewals statement, press F11 to continue] with the option of
four (4) additional renewals, on an annual basis, upon agreement of both parties.]
26 TERMINATION:
26.1 In addition to any other available remedies, either party may terminate this Contract if
the other party fails to cure a specified default within seven (7) days of receiving
written notice of the default. The notice shall specify each such material breach, in
reasonable detail.
26.2 Town may, at any time, terminate performance of the work, in whole or in part, for its
own convenience. The Town may effect such termination by giving Consultant
written Notice of Termination specifying the extent and effective date of termination.
In case of termination, for convenience, Town shall pay Consultant for work
satisfactorily completed, to the date of termination. The Town shall determine the
portion of work completed.
26.3 If either party so terminates, the Consultant shall promptly deliver to the Town all
drawings, computer programs, computer input and output, analysis, plans,
Town of Estes Park Professional Services Contract --Page 10 of 12
photographic images, tests, maps, surveys and writer’s materials of any kind
generated in the performance of its Services under this Contract up to and including
the date of termination.
27 SUSPENSION: Without terminating or breaching this Contract, the Town may, at its
pleasure, suspend fee services of the Consultant hereunder. Town may effect suspension by
giving the Consultant written notice one (1) day in advance of the suspension date. Upon
receipt of such notices the Consultant shall cease their work as efficiently as possible, to
keep total charges to a minimum. The Town must specifically authorize any work performed
during suspension. Since suspension and subsequent reactivation may inconvenience the
Consultant, Town will endeavor to provide advance notice and minimize its use. After a
suspension has been in effect for thirty days, the Consultant may terminate this Contract at
will.
28 ASSIGNMENT AND DELEGATION: Except as stated, neither party may assign its rights
or delegate its duties under this Contract without the express written approval of the other.
29 SUBCONTRACTING: Except subconsultant clearly identified and accepted in the
Contractor's Proposal, Consultant may employ subconsultants to perform the Services only
with Town's express prior written approval. Consultant is solely responsible for any
compensation, insurance, and all clerical detail involved in employment of subconsultants.
30 GOVERNING LAW AND VENUE: The laws of the State of Colorado shall govern
enforcement and interpretation of this Contract. Venue and jurisdiction for any court action
filed regarding this agreement shall be only in Larimer County, Colorado.
31 AUTHORITY: This instrument forms a contract only when executed in writing by duly
authorized representatives of Town and Consultant. By their signatures on this document,
the signatories represent that they have actual authority to enter this Contract for the
respective parties.
32 INTEGRATION: There are no other agreements on the same subject than expressly stated or
incorporated in this Contract.
33 DAMAGES FOR BREACH OF CONTRACT: In addition to any other legal or equitable
remedy the Town may be entitled to for a breach of this Contract, if the Town terminates
this Contract, in whole or in part, due to Contractor’s breach of any provision of this
Contract, Contractor shall be liable for actual and consequential damages to the Town.
Signature pages follow.
Town of Estes Park Professional Services Contract --Page 11 of 12
CONSULTANT
By:
Date
Title: _______________________________
State of )
) ss
County of )
The foregoing instrument was acknowledged before me this __________ day of
____________________, 2022, by ______________________________, as
_____________________________ of ______________________________, Consultant. (If by
natural person or persons, insert name or names; if by person acting in representative or official
capacity or as attorney-in-fact, insert name of person as an executor, attorney-in-fact, or other
capacity or description; if by officer of corporation, insert name of such officer or officers as the
President or other officers of such corporation, naming it.)
Witness my hand and official Seal.
My Commission expires .
Notary Public
Town of Estes Park Professional Services Contract --Page 12 of 12
TOWN OF ESTES PARK:
By:
Date
Title: _______________________________
State of )
) ss
County of )
The foregoing instrument was acknowledged before me by , as
of the Town of Estes Park, a Colorado municipal corporation, on
behalf of the corporation, this day of , 2022.
Witness my hand and official Seal.
My Commission expires .
Notary Public
APPROVED AS TO FORM:
Town Attorney
ESTES PARK DEVELOPMENT CODE UPDATE
PREPARED FOR THE TOWN OF ESTES PARK
AUGUST 23, 2024
ATTACHMENT 4
Design Workshop, Inc.
Landscape Architecture
Planning
Urban Design
Strategic Services
Environmental Graphic Design
1390 Lawrence Street
Suite 100
Denver, CO 80204
303.623.5186
22860 Two Rivers Road
Suite 102
Basalt, CO 81621
970.925.8354
designworkshop.com
Design Workshop has
read and reviewed the
released Addendum.
August 23, 2024
Town of Estes Park
P.O. Box 1200
Estes Park, CO 80517
Re: Request for Proposals Estes Park Development Code Update
Dear Steve Careccia and members of the selection committee,
We are excited to submit a response to your RFP seeking support for the Estes Park Development
Code Update. Our Design Workshop team has the experience, passion, and drive to successfully
complete this project. We are thrilled at the opportunity to assist the Town in modernizing and
streamlining the code while integrating the community’s vision from the Downtown Plan and the
recently updated Comprehensive Plan, Estes Forward.
We are prepared to support you and the community in the implementation of the recently adopted
Comprehensive Plan, particularly in directing growth inward through infill and missing middle
strategies, incorporating language to support creative housing solutions, addressing natural
hazards like wildfires, and implementing resiliency-related goals. The Comprehensive Plan
includes clear direction on future land uses, opportunity areas, and the importance of integrating
resiliency considerations into decisions and policies. We look forward to working with you to codify
these considerations through specific review criteria and new development requirements in the
updated code.
We have worked on many of the specific policies you mention in the RFP and Comprehensive
Plan, including the creation of a streamlined review process for affordable housing in Aspen, CO,
a new Density Bonus Program and new Short-term Rental Regulations in Fruita, CO, updated
water-wise landscaping requirements in Ogden, UT, and the creation of Truckee, California’s first
set of objective design standards. We will bring this expertise, as well as our understanding of the
community characteristics in Estes Park, to effectively implement your goals.
As a team, we specialize in mountain and gateway communities. We live in these communities and
understand the critical importance of balancing the needs of tourism and community character.
This includes considerations related to transportation—how can we effectively manage the
transportation and parking impacts of visitors without compromising the small-town feel; housing
– how can we balance the need for overnight accommodations without reducing long-term
housing opportunities for locals; and the environment—how can we best integrate environmental
resiliency into the code to manage risks from natural hazards. We will help Estes Park answer
these questions as part of the code update process, ensuring that the final Development Code
provides clear language for applicants, staff, elected and appointed officials, and the community
For over 50 years, Design Workshop has been assisting communities in crafting clear visions and
implementing those in policy and development regulations. We bring a wealth of experience in
translating Comprehensive Plan language into land use code language and adopted policy as a
collaborative team. Design Workshop has built a reputation for its ability to synthesize complex
ideas into implementable solutions. Our team doesn’t merely understand codes; we understand
what it means to complete public and private development. We approach code projects by
combining on-the-ground knowledge of administering codes with our award-winning experience
in designing and implementing development projects to provide you with final language that can
be easily navigated, understood, and implemented.
This is no small undertaking, and we have compiled a team of experts to support you every step of
the way. We pride ourselves on working as extensions of town staff, bringing the necessary focus,
diligence, and positive attitude required for this project. Our team includes members with extensive
public service backgrounds in the West and certified facilitators and designers to support community
engagement and robust data analysis.
Joining our team are a number of trusted partners who will support us in bringing Estes Park the most
relevant experience in code updates for gateway communities.
• Headwaters Planning is led by Phillip Supino, a former municipal planner in Crested Butte,
Durango, and Aspen. Phillip has a specific expertise in short-term rental regulations, affordable
housing incentives, and a keen understanding of the land use review process. Our team has
worked with and collaborated with Phillip for nearly fifteen years.
• Kimley-Horn is an international firm specializing in parking and transportation. They are industry
leaders in innovative ways to manage the impacts of transportation and parking, particularly in
highly desirable locations. We are currently collaborating in analysis and code updates related to
these issues in Pitkin County, CO.
• Clanton & Associates is a Colorado-based firm specializing in lighting regulations, particularly
integration of Dark Sky Regulations. The team has recently collaborated with Headwaters
Planning in updates to the City of Aspen lighting regulations.
• White & Smith, LLC is a planning and law group with experience in innovative code analysis
and code writing, particularly in signage regulations, ranging from small towns and counties like
Queen Creek, AZ, Nye County, NV, Sparks NV, and Summit County, UT. Principal Mark White is
a co-author of APA’s “21st Century Land Development Code” and “Planning and Urban Design
Standards,” and we have collaborated together for nearly two decades.
We hope that our proposal materials express both our abilities to bring great value to this effort and
also our commitment to the Town of Estes Park. We have provided a separate redline of our requested
changes to the contract language. Please feel free to contact me, at
jgarrow@designworkshop.com or 303-913-3586 with questions or to request additional information.
Sincerely,
Jessica Garrow, FAICP
Principal-in-Charge
Contents
Overview and
References 6
Project Experience
& Personnel 14
Proposal 25
Fee Schedule submitted as
separate attachment
Cover Image: Gateway to RMNP, Estes Park, CO. Image Credit to Jon Camrud.
TOC Image: Lake Street, Avon, CO
Mesa County Strategic Plan, Mesa County, CO
PROJECT APPROACHOVERVIEW & REFERENCES
Design Workshop is an
international design studio,
integrating landscape
architecture, urban design,
planning and strategic services.
Whether crafting new land
use codes to implement a
community plan, developing
design guidance to support
a community’s historic
character, or reimagining an
underperforming downtown, we
go beyond the project itself to
create places of timeless beauty
and meaningful connections.
We are a community of
designers, planners and
strategists, who love what we
do. We design for people—
not just today but for future
generations.
Our performance-based
approach yields measurable
results and projects that
stand the test of time. In other
words, we don’t just hope for
sustainable projects; we rely on
our process to deliver them.
We call this process DW
Legacy Design®.
For over 50 years, “workshop”
remains a hallmark of our firm,
supporting collaboration and
experimentation where clients
and designers solve problems
together.
Design Workshop is dedicated to creating Legacy projects for our clients, society and the well-being of our planet.
Our Legacy
DW Legacy Design® represents
our commitment to design projects
that outlast us and contribute to a
healthier world. Our methodology
ensures every project has a balance
between environmental sensitivity,
community connection, artistry and
economic viability. With this approach,
our projects reflect the critical issues
facing the built environment and deliver
measurable benefits. It is the foundation
of the firm’s workshop culture and the
defining process of our practice.
Environment
We are stewards of the environment and
champions for a sustainable future.
Community
An inclusive engagement process is critical to (re)
building the social fabric of the community.
Economics
Projects must be financially sustainable to last
generations. We need to consider market reality and
return on investment.
Art
Art is an integral part of the human experience; it
challenges assumptions and provokes thought while
revealing beauty and meaning.
DW Foundation
We are dedicated to giving
back to our communities.
We have established the DW
Foundation, which offers
time and materials to select
community projects.
100 %
Employee Owned
145 +
REGIONAL
PLANNING AWARDS
220
Completed Regional
and Urban Planning
Projects Nationwide
56
COMMUNITY
ENGAGEMENT AWARDS
DW Legacy Design®
DW Studios
Aspen
Austin
Denver
Houston
Lake Tahoe
Los Angeles
Raleigh
The technical scope of this project involved
reviewing current affordable housing zoning
allowances, residential permitting trends, real
estate transactions, traits of existing market-rate
and affordable housing stock, and completing a
case study analysis. The Design Workshop team
also led text updates to technical calculations
and growth management codes. Engagement
events included individual interviews, small
group discussions, community open houses,
and pop-up events throughout Aspen’s
neighborhoods. Aspen Community Voice,
email blasts, and newspaper ads provided
information about the project in digital and print
opportunities.
The robust engagement process resulted in
clear direction for new land use requirements.
Adopted in June 2022, the new code sets
innovative standards for residential development
that limit the amount of scrape and replace
development, increase housing mitigation
requirements, and diverts construction waste
from the landfill.
APA STAR JOHN KELLER AWARD FOR PLANNING
Aspen Residential Development Moratorium Support
Aspen, Colorado
Design Workshop and Headwaters
Community Planning
Facing an unprecedented surge in residential
development, the City of Aspen declared an
emergency moratorium on all residential building
permit and land use applications in December
2021. The city sought to understand the impact
growth in the free-market residential sector was
having on the community in terms of affordable
housing needs, mass, scale and transportation
impacts. The city hired Design Workshop to lead
analysis efforts, policy work, and community
engagement and to support their code
development. Philip Supino served as the client
project manager during the project.
Services Provided
Public Facilitation
and Outreach, Policy
Analysis, Housing
Analysis and Code
Drafting
Client Reference
Ben Anderson,
Community
Development
Director, City of Aspen
970.429.2765
ben.anderson@
aspen.gov
Full Time Population
6,740 people
Contract Amount
$360,000
No online link is
availabe. Plan
document can be
provided upon
request.
6
Overview & References
residential development, landscaping, and
the public hearing process. The new code
streamlines subdivision review and PUD review
processes by establishing new threshold
and adjusting the Council review timeframe.
Additionally, updated historic preservation
standards were included to better reflect the
Secretary of the Interior standards, and a
streamlined housing density bonus program
revised standards in favor of measurable and
attainable requirements. The new Land Use
Code and Comprehensive Plan work together to
guide the city in future years.
Fruita Land Use Code Update
Fruita, Colorado
Design Workshop and White & Smith
During the process of updating their
Comprehensive Plan, the City of Fruita realized
the need to update development regulations to
ensure consistency with the new plan, which
included a new focus on preserving agricultural
lands and directing growth to specific areas
of the city. Design Workshop led a team effort
to update the city’s land use code into a clear,
well-defined set of regulations that integrate
seamlessly with the Comprehensive Plan. White
& Smith supported this work through review of
legal requirements and drafting of signage and
PUD regulations.
The team developed updates to subdivision
regulations, annexation policies, zoning, parking
standards, commercial design standards,
City of Fruita Strategic Plan Goals –
Source: Fruita Strategic Plan
Services Provided
Community Planning,
Land Use Code,
Design Guidelines
Client Reference
Dan Caris, Planning
and Development
Director,
City of Fruita
970.858.0786
dcaris@fruita.org
Full Time Population
13,760 people
Contract Amount
$115,000
Link to Final Code
7
Overview & References
Routt County Unified Development Ordinance
Routt County, Colorado
Deisgn Workshop and White & Smith
Routt County is a special place in Colorado,
with a rich ranching heritage and skiing culture.
These values are core to the community, but
recent development has not matched the desired
community character. Following an update to
their county-wide Master Plan, a series of core
principles about development were established.
Design Workshop worked to incorporate these
principles into a new Unified Development
Ordinance that also combines all zoning and
subdivision codes, which were previously
separate and led to confusion and redundancy
in language. White & Smith supported the work
with the county attorney’s office and review of
signage requirements and code organization.
The work was approached as a series of
modules—enabling the most critical areas of
code to be updated first and allowing additional
time where more analysis was needed. The
first module focused on the creation of robust
regulations for community and utility-scale
solar, as well as tiered growth areas. The
second module focused on implementing a
new limitation on house size and streamlined
processes. The final module addressed
subdivision and 1041 regulations.
The work began in April 2023 and was adopted
in June 2024. This was possible through close
tracking of code changes to goal statements
from the Master Plan, and the continued use of a
Technical Working Group from the Master
Plan process.
Services Provided
Code Drafting, Public
Engagement
Client Reference
Kristy Winser,
Planning Director,
Routt County
970.879.2704
kwisner@co.routt.
co.us
Full Time Population
25,000 people
Contract Amount
$220,000
Link to Final Code
8
Overview & References
Truckee Objective Design Standards
Truckee, California
Design Workshop
Similar to other places in California and mountain
communities, housing affordability in Truckee
has reached a critical precipice. Like other
communities that have traditionally relied on
tourism and seasonal visitors, there has been
an influx of second homeowners and short-term
rental properties, which is in turn impacting the
affordability of housing for long-time locals and
families. This has created a housing shortage in
many places, including Truckee, which indicates
the need for more housing—both in quantity and
in type. At the same time, ensuring managed
growth that respects Truckee’s social and built
heritage is critical.
In response to the California State legislation,
Design Workshop was retained to create
clear Objective Design Standards that honor
the mountain character and design aesthetic
for residential housing development projects
while streamlining the approval processes and
providing a level of certainty for applicants,
decision makers, residents, and the public.
Stakeholders were involved in the research and
analysis phase through the final drafting of the
Objective Design Standards ensuring that the
standards fit the needs of the state legislation
while preserving and maintaining the unique
sense of place in Truckee.
Services Provided
Existing Code and
Plan Analysis, Public
Facilitation and
Outreach, Objective
Design Standards,
Code and Design
Guideline Updates
Client Reference
Yumie Dahn, Principal
Planner, Town of Truckee
530.582.2918
ydahn@townoftruckee.
com
Full Time Population
16,850 people
Contract Amount
$65,000
Link to Final Code
9
Overview & References
Missoula Code Analysis and Housing Incentives
Missoula, Montana
Design Workshop
With increasing interest rates and higher costs of living,
policy makers are taking action to expand affordable housing
options across the country. In 2019, the City of Missoula
updated their Subdivision and Townhome Exemption
Development Requirements without much community
engagement, which led to a disconnect. Design Workshop
was brought in to analyze and update these codes and
provide recommendations.
The team took a step back and provided the opportunity
for community members to give feedback about the
current process and how it could be improved. Using this
input, Design Workshop completed a detailed analysis for
Missoula to ensure that all recommendations comply with
Montana state law. The resulting Recommendations Report
identified over 20 code and policy updates that improve the
production of affordable housing and remove unnecessary
regulatory barriers. The city reengaged Design Workshop
a few years later to identify specific housing incentives
that would support the private sector’s desire to add to the
community housing stock. Using hyper-local data, the team
completed an economic analysis of different incentives,
resulting in a set of policy and code recommendations that
provide a sliding scale of incentives to private developers in
exchange for certain levels of affordability.
Services Provided: Meeting Facilitation, Public Involvement,
Government Affairs, Long-Term Plan Development
Client Reference: Montana James, Deputy Community
Development Director, City of Missoula
406.552.6396, jamesm@ci.missoula.mt.us
Full Time Population: 76,950 people
Contract Amount: $95,000
Link to Final Code
Aspen Multi-Family Housing Analysis
Aspen, Colorado
Design Workshop
Housing is a critical issue in many communities, and Aspen,
Colorado is no different. The City has a long-standing
program called Multi- Family Replacement, which requires
affordable housing mitigation for any multi-family units
that are removed from the existing housing stock. The City
sought to understand how program improvements could
enable more housing to be upgraded and preserved. As
part of this projects scope the Design Workshop team
completed a rigorous case study analysis to understand how
the program worked within Aspen’s unique housing market
and quantified the amount and cost of affordable housing
projects that could be developed under existing multi-family
replacement requirements. The result was a detailed set
of policy proposals for code and program amendments that
could promote the development of affordable housing within
the city.
Services Provided: Planning, Policy Analysis
Client Reference: Ben Anderson, Community Development
Director, City of Aspen, 970.429.2765, ben.anderson@aspen.gov
Full Time Population: 6,740 people
Contract Amount: $25,000
No online link is availabe. Plan document can be provided
upon request.
10
Overview & References
roadmap to guide decision making that reflects the core
values of Telluride to inspire action. The work identifies what
makes Telluride a livable community where the highest
quality of life and measures are achieved. The vision plan
sets the stage for a future master plan update which will
expand upon the goals through policy and regulations.
Services Provided: Community Planning, Facilitation,
Vision Planning
Client Reference: Ron Quarles, Senior Planner, Town of
Telluride, 970.728.2150, rquarles@telluride-co.gov
Full Time Population: 2,500 people
Contract Amount: $60,000
Link to Final Plan
Telluride Community Vision and Action Plan
Telluride, Colorado
Design Workshop
Telluride has a special history of mining, recreation, and
culture within the American West. The town maintains a
down-to-earth vibe celebrating local arts and culture with
unparalleled access to recreation—from skiing in the winter
to mountain biking and hiking in the summer and a plethora
of year-round festivals. Yet Telluride has also changed over
the past decade and the time has come for the community
to come together in a discussion about how to plan for the
future of housing, economy, transportation, and environment
over the next 10 years.
The Town hired Design Workshop to lead the Telluride 2022
Community Vision and Action Plan process, which defines
the vision and values of the community, with targeted actions
to support future planning efforts. Guided by a robust
community engagement strategy of surveys, pop-up events
and listening sessions, this vision plan is an intentional
Boulder Parks and Recreation Master Plan
Boulder, Colorado
Design Workshop
The City of Boulder, Colorado is known for its outdoor
recreation opportunities, environmental ethic, and quality
of life that contribute to it being one of the top 10 wealthiest
metropolitan areas nationwide. As it has grown to a
population of more than 100,000 people, increasingly there
is a struggle to provide recreation and parks to meet the
diverse expectations and needs of community members and
visitors. This plan updates the existing framework from the
2014 plan and identifies new and evolving areas of focus.
Specifically it evaluates and provides equity and resiliency,
and supplies recommendations for strategic ways to address
gaps in service and continue to establish a world-class
recreation system and services. The primary focus is on the
short-term strategies that will build success over the long-
term. The Master Plan also focuses on high-level initiatives
rather than more specific and detailed actions. The specific
actions will be identified and assigned in the annual Action
Plan.
Services Provided: Comprehensive Planning, Economic
Analysis, GIS Analysis, Community Engagement, Capital
Planning, Needs Assessment
Client Reference: Regina Elsner, Senior Manager of Natural
Resources, City of Boulder, 303.413.7200,
elsnerr@bouldercolorado.gov
Full Time Population: 105,500 people
Contract Amount: $266,000
Link to Final Plan
11
Overview & References
SLOCOG Regional VMT Mitigation Program Study
San Luis Obispo, California
Kimley-Horn
Kimley-Horn is working with the SLOCOG and its eight-
member jurisdictions to determine the feasibility of a fee-
based Regional VMT Mitigation Program. This program
includes stakeholder outreach and is considering a
multitude of regional VMT Mitigation options, including VMT
Banking, VMT Exchanges, a hybrid approach encompassing
regional and local VMT mitigation programs, as well as other
VMT Mitigation options. Kimley-Horn’s next generation
online/cloud-based VMT analysis, transportation demand
management (TDM) mitigation and VMT Banking scenario
tool, TREDLite VMT, has been foundational to the efforts
carried out. The project has included participation and
coordination with Caltrans and regional transit providers.
Services Provided: Transportation Demand Management,
Stakeholder Outreach, Environmental Justice Evaluation,
VMT Mitigation Program
Client Reference: Sara Sandres, Planning Supervisor,
San Luis Obispo Council of Governments, 805.597.8052,
ssanders@slocog.org
Full Time Population: 280,000 people
Contract Amount: $198,500
No online link is availabe. Program Study can be provided
upon request.
Image Credit to Leif Arne Storset
University of California Davis Transportation Tomorrow Plan
Davis, California
Kimley-Horn
Kimley-Horn is working closely with the University of
California, Davis (UC Davis) to develop a strategy to deploy
efficient, cost- effective, sustainable, and forward-thinking
intra-campus mobility for students, faculty, staff, and visitors.
All university-owned or -managed vehicles and equipment
are included in the assessment, including those controlled
by Fleet Services, Transportation Services, and those used
at the department level. This Strategic Plan will also include
recommendations on various vehicle types to meet user
needs and advance the university’s sustainability goals.
Specifically, the project includes in-depth evaluation of the
university’s fleet to reduce vehicle quantities and sizes,
electrify vehicles, and options for converting vehicles to
bicycles and micro-mobility platforms. The electric vehicle
(EV) strategy includes a business plan for fleet vehicles that
provides recommendations for procuring EVs and charging
infrastructure and identifies short- and long-term funding
options to support these efforts.
Services Provided: Circulation Review, Last-Mile
Connectivity, Micro Mobility Offerings, Baseline Fleet
Assessment, Clean Fuel Assessment, Financial Assessment,
Fleet and Transportation Operations Development, Clean
Fuel Fleet Plan, Strategic Implementation Plan
Client Reference: Perry Eggleston, Executive Director,
University of California Davis, 530.754.1967,
pheggleston@ucdavis.edu
Full Time Population: 40,800 students
Contract Amount: $178,000
No online link is availabe. Plan document can be provided
upon request.
Image Credit to Peter Alfred Hess
12
Overview & References
Pitkin County Lighting Ordinance
Pitkin County, Colorado
Clanton & Associates
Pitkin County is located within the rural and remote
mountains of Colorado and is home to some of the premier
ski destinations in the United States. When it comes to
night-time lighting, the county must balance the needs of
the resort and tourist destinations while preserving the night
sky and rural community character. Clanton & Associates
was hired by Pitkin county to develop and implement a
new lighting ordinance. Clanton worked in conjunction
with the county planners by interviewing staff to identify
the successes and pain points of the current ordinance.
They identified the top priorities as curtailing light pollution,
reducing sky glow, and improving the nighttime environment
for astronomy and wildlife habitats. The ordinance will
minimize light trespass, obtrusive light, and nuisance glare
within the community to preserve the rural community
character. It will also respect the historic district within
the county.
To achieve these goals, Clanton introduced lighting zones
and the backlight, uplight, and glare (BUG) rating method
as a means to prescribe the proper amount of light per
application and location within the county. By educating
and providing resources to the county, Clanton enabled the
county to manage the lighting approval process without the
need for lighting specific software.
Services Provided: Lighting Planning
Client Reference: Ellen Sassano, Long-Range Planner, Pitkin
County, 970.920.5098, ellen.sassano@pitkincounty.com
Full Time Population: 16,000 people
Contract Amount: $19,000
Link to Draft Code
Salt Lake City Street Lighting Master Plan
Salt Lake City, Utah
Clanton & Associates
Clanton & Associates developed the Street Lighting Master
Plan for Salt Lake City in collaboration with GSBS Architects
that enhances the human experience while protecting
human and environmental health. Working closely with Salt
Lake City Public Utilities, Clanton & Associates engaged
citizens, city departments and stakeholders to determine the
Guideposts for this master plan to balance the priorities of
the community as we developed our street and pedestrian
lighting strategies.
This Street Lighting Master Plan provides actionable
guidance that addresses each of these Guideposts with
lighting strategies that are appropriate for the street typology
and adjacent land use in each area of the city. These lighting
strategies include appropriate light levels, spectrum/color of
light, glare control, reducing light trespass and light pollution,
adaptive dimming controls, historic or contemporary
character, and prioritizing funding for underserved
communities.
Services Provided: Lighting Planning
Client Reference: Jesse Allen, Principal, GSBS Architects,
801.521.8600, jallen@gsbsarchitects.com
Full Time Population: 204,000 people
Contract Amount: $216,000
Link to Final Code
13
Overview & References
Creative Engagement Board Example
PROJECT APPROACH PROJECTEXPERIENCE & PERSONNEL
Design Workshop
Land Use Code Planning and
Writing, Project Management,
Community and Stakeholder
Engagement, Facilitation,
Plan Development, Economic
Development Planning
Our team of planners, urban designers, and economists have conducted
this work before for countless other Colorado-based localities, most
recently Telluride, Gunnison County, Fruita, Aspen and Avon. As mountain
town planners and designers, we know firsthand the challenges that face
communities like ours with tensions among stakeholders regarding increased
visitation, growth, housing needs and affordability. Design Workshop supports
the crucial balance between providing high quality of life for all community
members, preservation of small-town character, and being responsible
stewards with an environmental ethic.
Headwaters Community Planning (HCP)
Land Use and Development
Planning
Headwaters Community Planning, LLC (HCP) is a specialty planning and
development consulting firm serving private clients and local governments
in western destination and mountain communities. HCP offers expertise in a
range of planning, land use, and development services tailored to the unique
conditions of destination and rural communities. HCP is rooted in a strong
sense of place and the belief that Western headwaters communities are
special places requiring special care. HCP’s practice is dedicated to offering
destination and mountain communities, local governments, and private clients
the expertise and skills needed to realize their vision for the future—protecting
character, responding to challenges, and planning for the future.
White & Smith
Land Use Code Advising
White & Smith Planning and Law Group brings certified land use planners
and land use attorneys to its development code work around the nation.
They represent a diverse range of clients, including cities, counties, regional
agencies, and state-level planning divisions. White & Smith’s partners bring
over 60 years of combined experience in local government planning and land
use law.
Kimley-Horn
Transportation and Parking
Planning
Kimley-Horn is one of the nation's premiere engineering, planning and design
consultants. As one of the nation’s leading ITS firms, small-town traffic
departments to national agencies call on Kimley-Horn. Their user-friendly,
operationally proven intelligent transportation systems are implemented.
Their professionals have assisted more than 100 cities, counties, regional
government agencies, and states throughout U.S. in improving transportation
traffic congestion, safety, and operational efficiency.
Meet Our Project Team
We understand the delicate balance of promoting development
while safeguarding the intrinsic qualities of the places we call
home. We share your dedication to safety, economic prosperity,
multimodal transportation, and sustainability, recognizing these as
crucial pillars for the continued success of Estes Park.
Clanton & Associates
Lighting Code
Clanton & Associates, Inc. is an award-winning design firm that specializes
in sustainable lighting design. The firm has successfully developed outdoor
lighting and small cell codes, standards, and guidelines for national
organizations, state agencies, municipalities, local developments and
campuses. The firm engages in field studies and surveys to gather opinions
from multiple perspectives and use these results guide the standards.
Firm members participate in the research and development of new lighting
standards and apply the most current visibility criteria to each project.
16
Project Experience & Personnel
Design Workshop
Education
Master of City and Regional Planning,
Ohio State University
Bachelor of Political Science, University
of Colorado at Boulder
Licensure and Certifications
American Institute of Certified
Planners (AICP), Fellow
Lean Six Sigma Green Belt
Professional Affiliations
Pitkin County Growth
Advisory Committee
YEP! Youth Engagement Planning
Board Member
APA Small Town and Rural Planning
Division, Past Chair
Recent Awards and Honors
APA Colorado Merit Award in
Community Engagement, Telluride
Community Vision and
Action Plan
APA Small Town and Rural Division
(STaR) Award in Comprehensive
Planning, Telluride Community Vision
and Action Plan
APA StaR John Keller Award for
Planning, Shaping Aspen’s Built
Environment Code Amendments
Jessica Garrow FAICP
PRINCIPAL-IN-CHARGE
Jessica is a community development professional with nearly twenty years of
experience and a proven track record of successful planning implementation and
community engagement. She specializes in rural resort communities and was
recognized for these contributions to the planning field as part of the 2024 APA
College of Fellows class. Jessica has effectively managed significant and complex
projects and budgets, worked to craft innovative planning policies, and promoted
sustainable comprehensive planning for communities across the Mountain West.
Prior to Design Workshop, Jessica worked as a land use planner and Community
Development Director for the City of Aspen where she worked on economic
development plans, award winning and broad community engagement strategies
and overhauls to the Land Use Code.
Select Project Experience
Fruita Land Use Code Update – Fruita, CO
The City of Fruita updated their land use code to ensure it reflects the recently
adopted Comprehensive Plan. As Principical-in-Charge, Jessica led this work that
included tracking Comprehensive Plan vision statements into code language,
implementing best practices, and managing the adoption process.
Routt County Land Use Code Update – Routt County, CO
Jessica led an update to the Routt County Zoning and Subdivision Regulations
that will merge into a Unified Development Code. The work focused on limiting
the impacts of development on the natural environment and agricultural lands by
focusing growth into identified Growth Areas.
Truckee Objective Design Standards – Truckee, CA
Jessica was the Principal-in-Charge on this project. The work focused on updating
their design guidelines to be measurable and objective design standards to
support a clearly defined process for residential developments.
Subdivision Recommendations Report – Missoula, MT
Jessica spearheaded the development of a Recommendations Report concerning
the City of Missoula’s subdivision regulations, incorporating extensive community
engagement initiatives such as surveys, focus groups, facilitation of working
groups, and meetings with elected and appointed officials.
17
Project Experience & Personnel
Design Workshop
Education
Master of Urban and Regional Planning
in Physical Planning and Design,
University of Michigan
Bachelor of International Studies –
World Economy and Business, Ohio
State University
Licensure and Certifications
American Institute of Certified
Planners (AICP)
Professional Affiliations
American Planning Association (APA)
Urban Land Institute (ULI)
Recent Awards and Honors
APA StaR John Keller Award for
Planning Initiative Merit Award,
Shaping Aspen’s Built Environment:
Instilling Community Values and
Climate Resiliency in Development
Publications
ColoradoBiz, New Approaches to
Affordable Housing in
Resort Communities
Eric Krohngold AICP
PROJECT MANAGER
Eric is a member of the Strategic Services team. Prior to joining Design Workshop,
Eric provided real estate development and facility planning advisory services to
colleges and universities throughout the United States. He received his bachelor’s
in International Studies with a focus on Economics and Business from Ohio State
University and a Master of Urban and Regional Planning from the University of
Michigan. Eric believes strongly in the transformative power of community and
market driven real estate development projects and is passionate about weaving
community engagement efforts throughout the project planning process. His skills
range from regional market analysis and master planning to individual project
market and financial feasibility studies.
Select Project Experience
Aspen Multi-Family Replacement Economic Study – Aspen, CO
Land values, expiring deed restrictions, and a complex development code created
a convergence of issues that inhibited the development of affordable housing in
Aspen. Eric developed customized financial models that allowed for the testing of
multiple development scenarios and changes to existing code language.
Aspen Residential Development Moratorium Support – Aspen, CO
Eric was the project manager and led efforts to explore the city’s code and policy
amendments related to residential development, including updates to the Growth
Management Quota System. This included extensive community engagement
meetings, surveys, focus group meetings, and data analysis.
Missoula Code and Housing Incentives Analysis – Missoula, MT
As the project manager, Eric led the creation of a Recommendations Report for
Missoula regarding their subdivision regulations. The report reviews the current
regulations, and identifies opportunities to simplify the process, how to create
consistency, and ensure the code reflects Montana State Law.
Boulder Parks and Recreation Master Plan – Boulder, CO
As the project manager, Eric led the creation of this plan which focused on
updating Boulder’s Parks and Recreation Master Plan through the lenses of equity
and resiliency. Extensive community engagement was conducted to inform the
final plan.
18
Project Experience & Personnel
Headwater Community Planning
Education
Master of Urban and Regional Planning,
University of Colorado, Denver
Bachelor of Arts, University of Missouri
Licensure and Certifications
American Institute of Certified
Planners (AICP)
Professional Affiliations
American Planning Association (APA)
Philip Supino AICP
LAND USE CODE SPECIALIST
Phillip Supino founded HCP in 2023 after 17 years of public sector planning
service on Colorado’s Western Slope. Phillip created land use and sustainability
policies, plans, regulations, and programs for the Town of Crested Butte, City of
Durango, and City of Aspen. His tenures in these communities and collaborations
with headwaters communities around the West placed him at the forefront of
vital and sensitive destination community issues – affordable housing, growth
management, economic development, short-term rentals and lodging, urban
design and zoning, sustainability and climate action, environmental and recreation
planning, and preservation. Phillip is a passionate development and planning
professional and innovator. He believes that headwaters communities are unique
in their character-defining connection to place and environment. A native of
Northern California, he has spent his life in and knows the West.
Select Project Experience
Commercial Zoning and Growth Management Regulations (2017) – Aspen, CO
The City of Aspen conducted a year-long effort to amend commercial Land Use
Code regulations and Growth Management Quota System policies. The goal was
similar to Estes Park’s—align the Land Use Code with community plans to ensure
development outcomes support growth and character objectives. The process
included community engagement, technical stakeholder collaboration, data and
scenario analysis, code writing, and legislative process management. Phillip
managed a team of City staff members and three consultant teams to draft new
zoning and development regulations affecting everything from mass and scale to
parking and affordable housing.
Affordable Housing Plan – Durango, CO
Phillip was the project manager for the development of the City of Durango’s
first Affordable Housing Plan. The plan responded to Durango’s specific socio-
economic context as a destination headwaters community with a substantial
year-round population, remote location, and acute housing needs. Like similar
destination communities with tourism-based economies, active local and part-
time resident populations, and a strong sense of place, Durango has worked to
balance competing needs within the community, most notably affordable housing
demand and the impacts from development.
19
Project Experience & Personnel
Working out of Design Workshop’s Denver office, Alex is a member of the
Strategic Services team. Alex is experienced in facilitating community
engagement efforts, planning and policy processes, and collaborating
with stakeholders from diverse backgrounds and perspectives. Alex views
placemaking as a holistic and adaptable approach to development and design,
and is passionate about integrating people-centered strategies into planning.
Select Project Experience
Aspen Residential Development Moratorium Support – Aspen, CO
Telluride Community Vision and Action Plan – Telluride, CO
Pitkin County Growth Code and Energy Code Update – Pitkin County, CO
Frisco Comprehensive Plan and 3 Mile Plan – Frisco, CO
Alex Zarookian
Housing and Economic
Development Analyst
Design Workshop
Education
Master of Urban Placemaking and
Management, Pratt Institute
Bachelor of Management and
Marketing, Tulane University
With over twelve years of international design experience, Marianne has been
responsible for concept development through construction documentation in
projects ranging from small public space interventions, streetscapes, planned
communities and larger master plans. As a native Spanish speaker she has been
involved in many projects supporting public outreach efforts with the Latino
community across the country, and her involvement with the Roaring Fork Family
Resource Center has allowed her to understand the challenges of Hispanic
groups in the valley.
Select Project Experience
Beaver Creek Boulevard Streetscape Improvements – Avon, CO
Carbondale Parks Master Plan Update – Carbondale, CO
Silverthorne Town Core Streetscape Improvements – Silverthorne, CO
RFTA First-and Last-Mile Mobility Study – Roaring Fork Valley, CO
Aspen Comprehensive Transportation and Parking Plan – Aspen, CO
Marianne Stuck
AICP, LEED® AP
Spanish Translator
Design Workshop
Education
Master of Urban Design, University of
California Berkeley
Professional Degree in Architecture,
University of Concepcion, Chile
Licensure and Certifications
American Institute of Certified
Planners (AICP)
LEED ® Accredited Professional
Mark is a certified land use planner and attorney recognized for his development
code work around the nation. He has completed more than 150 code updates,
specialized studies, growth management programs, and similar land development
and planning projects in over 36 states. Mark is an expert in zoning and
subdivision law, form-based zoning, land use and takings litigation, housing,
development of comprehensive growth management plans, and
implementation systems.
Select Project Experience
Fruita Land Use Code Update – Fruita, CO
Growth Management, Commercial Strategies, Land Use and Sign Code
Amendments and Affordable Housing – Aspen, CO
Growth Management and Zoning Updates – Summit County, CO
Land Development Code – Centennial, CO
Code Update – Pagosa Springs, CO
Land Development Code – Rio Blanco County, CO
Mark White ESQ,
AICP
Lead Land Use
Code Advisor
White & Smith
Education
Juris Doctor, University of North
Carolina Chapel Hill
Master of Urban and Regional
Planning, University of North Carolina
Chapel Hill
Licensure and Certifications
Missouri Bar
American Institute of Certified
Planners (AICP)
20
Project Experience & Personnel
Brittany is a Senior Lighting Designer at Clanton & Associates. She brings
her project management and design experience to the team with an expertise
in interior and exterior lighting design projects ranging from academic to the
public realm. Brittany became hooked on lighting design while working in the
building energy industry as a consultant for utility incentive programs. She
remains passionate about incorporating low energy lighting solutions without
compromising design. Her projects have also included the WELL Building
Standard, LEED ®, and Living Building Challenge.
Select Project Experience
Pitkin County Lighting Ordinance, Pitkin County, CO
City of Aspen Lighting Ordinance, Aspen, CO
RidgeGate Lighting Guidelines, Lone Tree, CO
City of Bozeman Street Lighting Evaluation, Bozeman MT
Brittany Lynch LC
Senior Lighting Designer
Clanton & Associates
Education
Bachelor of Architecture, Rensselaer
Polytechnical Institute
Licensure and Certifications
NCQLP Lighting Certified
Rick Utting provides guidance on issues related to Outdoor Lighting for Clanton
& Associates. Focused on pedestrian vision and the environmental sustainability
of outdoor lighting, Rick serves the Illuminating Engineering Society (IES) as Vice
Chair of the Outdoor Nighttime Environment Committee. Rick has helped author
two ANSI/IES lighting design standards for people in outdoor environments.
From 2007 to 2019, Rick served as the Director of Lighting for Landscape Forms,
an industry leader in the design and manufacture of site furniture and outdoor
lighting. Rick has thirty years’ experience directing product development, which
includes a U.S. Patent for low-glare and twelve luminaire design awards.
Select Project Experience
Los Alamos County Lighting Ordinance – Los Alamos, NM
Pitkin County Outdoor Lighting Code – Pitkin County, CO
Aspen Outdoor Lighting Ordinance – Aspen, CO
Salida Outdoor Lighting Ordinance, Salida, CO
Rick Utting
Outdoor Lighting
Designer
Clanton & Associates
Education
Master of Engineering Management,
Western Michigan University
Bachelor of Engineering, Western
Michigan University
Sean’s practice with White & Smith includes general updates to local
governments’ zoning and land development regulations. Sean’s work particularly
focuses on sign code updates, wireless telecommunications regulations, tree
ordinances, zoning and subdivision procedures, and implementation of military
compatibility Joint Land Use Studies for aviation. Sean has experience leading
public meetings, evaluating and developing ordinances, planning for community
and economic development, and working with diverse stakeholders, staff, and
elected and appointed officials.
Select Project Experience
Zoning Code Update –Manitou Springs, CO
Zoning Resolution Rewrite – Natrona County, WY
Unified Development Ordinance Update – Lancaster County, SC
Unified Development Ordinance – Greenville County, SC
Sean Scoopmire
ESQ, AICP
Land Use
Code Advisor
White & Smith
Education
Juris Doctor, University of South
Carolina
Master of City and Regional Planning,
Clemson University
Licensure and Certifications
South Carolina Bar
American Institute of Certified
Planners (AICP)
21
Project Experience & Personnel
Kate joined Clanton & Associates Inc. in 2022 as a Designer, making a career
pivot from the residential planning industry. She developed an interest in lighting
design after experiences with light pollution led her to include lighting as a critical
component in her master’s thesis, which studied how urban design can impact
mental wellbeing. Balancing the distinct needs of projects, the environment,
people, and the night sky is her design passion.
Select Project Experience
Denver Trails Lighting Study – Denver, CO
Albuquerque IDO Update – Albuquerque, NM
Albany Street Lighting Study – Albany, CA
Kate McBride
LEED® GA™
Lighting Designer
Clanton & Associates
Education
Master of Community and Regional
Planning, University of Texas
Bachelor of Architecture, Texas
Tech University
Licensure and Certifications
LEED ® Green Associate
Mike Schmitt AICP,
PTP, RSP 1
Lead Transportation
Planner
Kimley-Horn
Education
Master of Planning, University
of Arizona
Bachelor of Regional Development,
University of Arizona
Licensure and Certifications
American Institute of Certified
Planners (AICP)
Professional Transportation
Planner (PTP)
Roadway Safety Professional 1 (RSP1)
Mike has more than thirty years of experience and is recognized by both the
American Planning Association (APA) and the Transportation Professional
Certification Board (TPCB) as an expert in transportation planning. He has
worked on a wide variety of multi-modal transportation projects including those
with a significant focus on transportation demand management (TDM) and
Vehicle Miles Traveled (VMT) analysis. This expertise builds on his extensive
travel demand modeling and trip generation expertise. He has authored National
Academies research on trip generation and presented TDM/VMT materials to
dozens of professional groups including the Institute of Transportation Engineers
(ITE), Association of Environmental Professionals (AEP), Urban Land Institute (ULI),
and the American Planning Association (APA).
Select Project Experience
TDM/VMT Assessment and Mitigation Study – Hennepin County, MN
Fresno Council of Governments Regional TDM/ VMT Mitigation Program Study –
Fresno, CA
SLOCOG Regional TDM/ VMT Mitigation Program Study – Fresno, CA
Santa Cruz County Regional TDM/ VMT Mitigation Program – Santa Cruz County, CA
Jeffrey Elsey PE,
CAPP, LEED® AP
Transportation amd
Parking Planner
Kimley-Horn
Education
Bachelor of Civil Engineering, Georgia
Institute of Technology
Licensure and Certifications
Professional Engineer: AL, GA
Certified Administrator of Public
Parking (CAPP)
LEED ® Accredited Professional
Jeffrey has nineteen years of experience with public sector planning studies and
design projects, providing innovative transportation systems and trip demand
reduction solutions. He has developed solutions for local corporate campuses,
education systems and schools, universities, and healthcare campuses
across the country, specializing in strategic, holistic mobility planning and
implementation. His breadth of experience includes parking and transportation
demand management (TDM) strategies, pedestrian and bicycle planning and
design, transit service evaluation, technology-enhanced transportation solutions,
and public involvement.
Select Project Experience
Loma Linda University Health Parking and Mobility Services – Loma Linda, CA
University of California Davis Transportation Tomorrow Plan – Davis, CA
Grovetown Zone Code Revisions Phase 1 – Grovetown, GA
Locust Grove Town Center Livable Centers Initiative (LCI) – Locust Grove, CA
22
Project Experience & Personnel
Team Member Meeting Attendence
Jessica Garrow Primary Attendee (at most meeting)
Eric Krohngold Primary Attendee (at all meetings)
Philip Supino Primary Attendee (at all meetings)
Alex Zarookian Backup Staff Attendee
Staff at Meetings
The following table highlights the project manager and the team members who
will be present at most staff and public meetings. Subconsultants will be included
in meetings as needed to address key project deliverables or milestones.
Organizational Chart
Town of Estes Park
Project Manager
White and Smith
Mark White, Lead Land Use Code Advisor
Sean Scoopmire, Land Use Code Advisor
Kimley-Horn
Mike Schmitt, Lead Transportation Planner
Jeffrey Elsey, Transportation and Parking Planner
Design Workshop
Jessica Garrow, Principal-in-Charge
Eric Krohngold, Project Manager / Key Contact
Alex Zarookian, Planner
Marianne Stuck, Spanish Translator
Headwater Community Planning
Philip Supino, Land Use Code Specialist
: Primary Consultant
: Primary Subconsultant
: Secondary Consultant
Clanton & Associates
Rick Utting, Outdoor Lighting Designer
Brittany Lynch, Senior Lighting Designer
Kate McBride, Lighting Designer
: Add Service Subconsultants
23
Project Experience & Personnel
Team Hours and Availability
We make a commitment to provide excellent service to our clients, and we have the
capacity firm wide to meet the needs of this project. Our key staff has the capacity
and work experience required to successfully complete the Estes Park Development
Code Update. Staff commitments will vary by role and the work flow of the project
with the Principal-in-Charge and Project Manager involved at every phase. Our team
understands that the time necessary to devote to a project can be higher or lower at
stages in the process. We are committed to devoting the necessary time, up to 100%
when appropriate, to ensure quality work. All team members have ample resources to
ensure that project needs are addressed and key personnel are available to city staff.
Design Workshop has 187 employees in 7 offices nationwide.
The below table shows Design Workshop staff that will commit to this project and
the amount of time each is expected to spend on the project per week and percent
availability. Personnel hours will fluctuate based on the project phases, with a minimum
and maximum anticipated hours per week.
Team Member Hourly Commitment per Week % Availability per Week
Primary Staff
Jessica Garrow 2 - 12 Hours 15%
Eric Krohngold 4 - 20 Hours 20%
Alex Zarookian 4 - 24 Hours 40%
Marianne Stuck 0 - 8 Hours 15%
Philip Supino 4 - 20 Hours 20%
Mark White 2 - 10 Hours 20%
Sean Scoopmire 2 - 10 Hours 20%
Add Services Staff
Rick Utting .5 - 1 Hours 10%
Brittany Lynch 1 - 2 Hours 16%
Kate McBride 1.5 - 2.5 Hours 40%
Mike Schmitt 10 - 15 Hours 20%
Jeffrey Elsey 10 - 15 Hours 20%
24
Project Experience & Personnel
PROPOSAL
Aspen Residential Development Moratorium Support, Aspen, CO
Stakeholder Engagement Event. Roaring Fork Outdoor Coalition, Pitkin County, CO
Project Understanding and Approach
Estes Park is one of Colorado’s premier
small-towns. Located at the gateway
to Rocky Mountain National Park, the
home of the historic Stanley hotel, and
with a vibrant downtown, Estes Park
is a true community and a prominent
destination. We understand the
needs of the community and unique
attributes of Estes Park because we
live and work in mountain communities
every day. From a family getaway to
the YMCA of the Rockies and driving
Trail Ridge Road, to watching the elk
congregate throughout town or getting
fudge on Elkhorn Ave—each of us
has a personal story that ties us to this
project, as well as local and national
experience and technical expertise that
will support a successful project.
Our team understands how population
growth, increased tourism and
economic shifts have created a
tension in mountain towns related
to the balance of the mountain-
lifestyle we know and love with the
increasing stress to our recreational
assets, housing supply, and roads
and be sensitive to the surrounding
environment, community goals
and history.
We believe a code process is most
successful when it is divided into
manageable pieces. This provides
the space for community members,
elected and appointed officials, and
staff to dive more fully into policy
matters and understand what the
results of the code will be. It also
creates space for creativity and
adaptation, which are often needed
in effective public processes. Our
team will approach the project
methodically to engage the community
and implement a uniform structure
that supports the town’s vision
and goals and aligns with the 2022
Comprehensive Plan. To support the
Town of Estes Park in the creation
of an updated, graphically rich, and
consolidated code, we propose an
approach and scope that will address
the following key aspects:
Reflect Community Growth Goals
in the Code. We understand the
importance of the recently updated
Comprehensive Plan, Estes Forward,
and how critical it is to update the
Development Code to reflect the
goals and vision articulated by the
community. As part of our code audit
process, we will compare current
code language with the goals from
the Comprehensive Plan and other
recently completed plans—identifying
areas where updates should be made
and other areas that accurately reflect
community goals.
This was a key tenet of our work on the
Fruita, Colorado Land Use Code, where
we focused on specifically integrating
their new Comprehensive Plan into the
code. We created informational sheets
that linked existing code language to
goals from the plan, and then identified
specific ways that language could
be updated. These sheets served
as an important tool for elected and
networks. These and other issues are
addressed in the Comprehensive Plan
and additional planning efforts, such
as the Housing Needs Assessment
and Strategic Plan and Community
Planning Assistance for Wildfire Code
Recommendations. The Development
Code Update process is an opportunity
to ensure the built environment and
zoning reflect the community’s goals
and priorities.
As planners and designers, we
understand the impact that land use
codes have on the built environment
and a community’s character and
quality of life. Our team has extensive
experience developing codes across
the country and in the state of Colorado,
each tailored to the community’s
unique place, goals and vision. We
do not believe in a one-size fits all
approach. Our team is prepared
to support the Town of Estes Park
in reviewing and reimagining your
Development Code with your goals in
mind. We will develop code language
and graphics that respond to aspects
of responsible land use and enhanced
quality of life for residents, as well as
the overall vision for the Town of Estes
Park. Your code will provide clarity in
development allowances and limitations
26
Proposal
appointed officials to understand the
context for proposed code changes
and their ability to implement the
Comprehensive Plan. We suggest a
similar approach here, providing a clear
tracking mechanism for the community
and town leadership to understand how
the code will be amended to reflect
specific direction from the town’s
planning documents.
Creating a Code that is Sensitive
to Environmental Context. Our
outdoor lighting consultant, Clanton
& Associates, works closely with
mountain communities to develop
lighting designs and policies that
provide human needs for safety,
visibility and welcoming aesthetics
while protecting wildlife habitat
and dark skies. Their approach to
developing outdoor lighting regulations
includes applying the latest research
in the affects of light at night on safety,
visibility and human and environmental
health to provide specific measurable
regulations that are appropriate for
each land use. The proposed strategies
for responsible outdoor lighting include
appropriate light levels, low glare,
lighting controls, color temperature,
and control of light trespass and light
pollution.
Since outdoor lighting is a personal
and visual experience, engaging the
community, stakeholders and town
leadership is best done as a nighttime
tour to experience both good and
poor lighting within the community.
By taking surveys, measurements and
photographs, the data gathered and
common visual experience will be used
to support the lighting regulations.
Once the outdoor lighting regulations
are developed, Clanton & Associates
develops a compliance tool that
provides designers and contractors
with an easy-to-use application to
test and verify their design meets the
requirements set forth in the code. This
compliance tool reduces the burden on
town staff for reviewing plan submittals
and gives designers and contractors
the confidence that they meet the
requirements before they submit
their plans.
Work Informed by Data and Best
Practices. As planners who support
both public and private clients, we
have extensive experience drafting
codes and working to ensure a
development application meets a
jurisdiction’s standards. We understand
best practices in Colorado to ensure
compliance with state laws, and
opportunities to increase housing
production. Our team has worked
with cities and counties across
Colorado and the Mountain West to
identify local-specific incentives that
can increase production of public
and private sector housing. Using
information from the Comprehensive
Plan and other planning documents,
an analysis of the existing code,
and community engagement data,
we will craft an updated code that
is modernized and incorporates
innovation based on local-specific data.
We will also support you in reviewing
a potential impact fee program for
public improvements, pulling from best
practices and our experiences in other
jurisdictions.
We recently worked with the City of
Missoula, Montana to identify specific
code and policy incentives, based on
local data, to encourage development
of more affordable housing. Using data
modeling, we determined appropriate
parking adjustments, density bonuses,
and other incentives which combine
to improve housing affordability. We
anticipate utilizing a similar approach
for this project, looking at Estes Park
specific data to craft a code response
to topics like sustainability and housing.
Streamline and Modernize the
Process. Our approach to updating
the code is based on a thorough
understanding of Estes Forward,
environmental and built conditions
in Estes Park, and the community’s
vision for the future. While updating
development regulations is a critical
step, equally important is to ensure the
development review process is clear,
efficient, and provides clear authority
to decision making bodies. As Estes
Park seeks to integrate more diverse
housing options, it will be important to
explore the land use review process
and the tools of PUD, subdivision, and
by-right development to ensure desired
uses are supported by the code.
We focus on this in every community
in which we work. In Ogden, Utah,
we developed new regulations for
all downtown development. The
new process created more by-right
development opportunities, setting
forth clear parameters for when a
project can request a variation from
the Planning Commission. Similarly, we
took this approach in Aspen, Colorado
to create a by-right review process for
new affordable housing projects.
Assessment of Code Context. We
will evaluate existing regulations and
processes to understand how the code
is currently structured, interpreted,
and applied from project initiation to
approval. In this step we will review the
town’s code sections and development-
related documents, complete an
in-person process audit, and conduct
interviews with code users. As part of
this assessment, we anticipate making
a recommendation regarding code
format, including the potential to use
the existing code as a starting point or
if the update should start from a blank
page, and if form-based principles
should be incorporated. This will result
in a preliminary code assessment that
will guide the code updates , and is a
critical initial step in any code project
to ensure clarity in next steps and final
code goals.. Additionally, this task will
include a review of critical topic areas,
including, but not limited to:
Proposal
27
• Parking, loading, and stacking:
optimizing on-street parking and
setting minimum and maximum
standards that advance the goals
of the community and solve current
parking challenges.
• Density and design: building
form and urban design, heights,
setbacks, and massing that are
context sensitive and compatible
with existing development.
• Lighting: utilizing modern
technology to advance the town’s
Dark Sky objectives.
• Landscaping: reducing water
consumption, promoting habitat
preservation and creation, and
mitigating wildfire risk.
• Sustainability: housing diversity
and affordability, land use mix,
green building, waste management,
building form and patterns, low
impact and green infrastructure
development standards.
Objective Design Guidelines. We
believe that the creation of clear
and objective design guidelines
is an effective way to ensure
community character is maintained
in new development. While a specific
architectural style may not be
prescribed, key design characteristics
can ensure that new development is in
scale with the block and neighborhood.
In addition to our team of city planners,
we have trained urban designers and
landscape architects on our team, who
will support the creation of residential
and commercial design guidelines.
We anticipate this could include
regulations for the streetscape and
public realm, in addition to addressing
standards for private development.
We understand from the RFP there
is a desire to implement objective
standards to ensure new development
is of high-quality and matches the
town’s setting and character, and
Consensus-Based Community
Engagement. The process of
developing land use codes can be dry,
making it difficult for the community
to be engaged in the process. But
it doesn’t have to be. Our approach
focuses on engaging the community
in key questions focusing on
development outcomes community
members understand, while involving
stakeholders and code users in
conversation about how the code will
be implemented with the customer
experience in mind. This enables us
to build informed consensus on key
issues and controversial topics. We
formulate engagement windows to
ensure we are efficient with people’s
time and the entire process is
transparent.
When we approach community
members with highly technical
information, we act as a translator,
creatively presenting critical
information in a way that relates to
residents’ everyday lives. While each
community is different, we approach
each project with a focus on:
• Ensuring all stakeholders have a
voice in the public conversation
by identifying the geographic,
demographic, and interest groups
that are the fabric of the community.
• Providing accessible, clear, and
timely communication to interested
citizens through a variety of means
and methods that educate and
empower residents.
• Ensuring public involvement is
meaningful by focusing on key
issues, distilling information into
language and graphics that are
accessible to all, and demonstrating
the influence of community input on
our work product.
• Utilizing a variety of engagement
tools, including online
questionnaires, a project
website, newsletter and email
will bring our relevant experience in
communities like Fruita and Aspen,
Colorado, and Truckee, California
to this endeavor. In Truckee, our
team recently completed Objective
Design Standards for all residential
development due to changes in their
state laws requiring an objective
process for administrative review of
new residential development. Truckee
is a community that has traditionally
had a detailed design review process,
so our work focused on identifying the
key development characteristics, such
as site access points, landscaping,
front porches, and fenestration, that
could be reviewed administratively,
while allowing designers to seek a
variation through a longer review
process if desired. We will work with
you to establish a balanced set of
design standards that are effectively
integrated into the code.
Implementation. The best-written
code means nothing if it cannot be
effectively administered. We will work
with you to develop best practices
for managing and maintaining the
new development code, including
developing updated guiding
documents, application forms, and
topical manuals. We are available
to assist staff with training and
communicating with stakeholders
and users of the code upon and after
implementation.
As part of a code updated in Aspen,
Colorado, we created information
sheets and training materials for staff
members and the community. These
materials enable staff to provide clear
and concise information to property
owners who have questions about
what they are able to do on their
property. It also helped ensure uniform
interpretation and application of the
code among City staff members,
supporting managers and providing a
high level of customer service in the
face of significant code changes.
28
Proposal
Stakeholder Facilitation. Mesa County Strategic Plan, Mesa County, CO
communication, focus groups, and
in-person community meetings.
In a recent project in Dothan, Alabama
we utilized a series of community open
houses, focus groups, and interviews
to ensure the new code language
reflected the community vision as
articulated in their recent plan. To help
community members understand
how changes could impact the built
environment, we identified how recent
development applications would have
been the same and different under
the new regulations. Including this
information and describing potential
outcomes helped the community
identify code changes they supported
and others needing revision.
We anticipate a similar approach for
the Estes Park Development Code,
where we will engage with the local
business community, residents,
visitors, homeowners associations
and the Spanish-speaking community
to ensure the code will result in
development consistent with Estes
Forward. Additionally, providing context
and history about codes can help
the community understand how the
code shapes the built environment.
We suggest the creation of a video or
series of videos describing the history
of zoning and land use in Estes Park.
Using a visual format to share this type
of information can be an effective way
to reach a broader audience. This could
be supplemented with a written report.
Scope of Services
The following narrative describes a
comprehensive list of services required
to complete a Development Code
update that implements the goals
and policies of Estes Park’s 2022
Comprehensive Plan and modernizes
and streamlines the development
review process. While the following
scope is organized in a linear manner,
many of the tasks may proceed in a
parallel or concurrent fashion. The
scope outlined here is anticipated to
be completed within the 18-24 month
timeline identified in the RFP. We look
forward to working with you to best
tailor the scope to meet your needs.
Phase I. Project Initiation and Administration
Task 1.1. Project Initiation
The project will begin with an in-person
Strategic Kick Off (SKO) workshop
with the consultant team and key town
staff to review the scope of work and
available data. It will lay the foundation
for a clear and inclusive process and
will clarify roles, approach, project
goals, and community engagement
opportunities. We will define a mission
statement and guiding principles to
effectively launch the project. At the
conclusion of the kick-off meeting, we
will conduct a coordinated tour with the
assembled group to visit key areas of
the community and recently developed
projects. Our sub-consultants, Kimley
Horn, White & Smith and Clanton &
Associates will attend virtually with
Design Workshop and Headwaters
in-person.
Every task will involve project
management from Design Workshop’s
Principal-in-Charge and Project
Manager. Design Workshop strives
to ensure quality through clear
communication and dialogue with
our clients and amongst our team.
To facilitate efficient communication,
we are anticipating time for weekly or
bi-weekly (every two weeks) progress
meetings with the Town Project
Manager, utilizing conference call
software. The specific schedule will
be determined at the SKO. Design
Workshop will maintain the project
schedule, including tracking of key
milestones and engagement activities.
Deliverables:
• Full day facilitated workshop and
tour with project tea.m
• Internal project communication plan.
• Project Management Plan (PMP),
including:
–Bi-weekly calls with Project
Manager(s), including meeting
agendas, notes with action items
(number to be determined with
input from town staff).
–Percentage complete project
report by task, monthly invoices
Proposal
29
Community Open House. San Miguel County East End Plan, CO
and 60-day critical path milestone
schedule (once a month).
Task 1.2. Community-wide
Engagement Plan
We will develop a Community
Engagement Plan that includes a
description of engagement methods
and goals; guidance on public
outreach communication; and the
preparation of a stakeholder analysis
matrix and optimum role for these
groups within the project. Discussion
of the Engagement Plan will begin
with the SKO, where we will work
with town staff to define engagement
goals, community members and
stakeholders, advertisement and
information distribution methods,
and responsibilities of staff and the
consultant team. The plan will include
a focus on incorporating engagement
opportunities for those who may not
typically be involved in a code update
process. This could include young
people, seniors, non-English speakers,
etc. It will also identify anticipated
in-person and online engagement
methods, such as a project website,
community meetings, and print and
digital media.
Deliverables:
• Community Engagement Plan, one
draft and final formats provided in
MS Word and PDF formats.
• Stakeholder analysis matrix
template to be reviewed and
updated at critical milestones
throughout the plan, provided in MS
Excel format.
Task 1.3. Technical and Leadership
Meetings
To ensure broad guidance and
direction on the code process, it is
important to meet periodically with
a project Steering Committee, staff
code users, the Planning Commission,
and Town Board. To create efficiency
in the project, we propose that the
Planning Commission serve as the
project Steering Committee, and
that key staff members serve as a
Technical Advisory Committee. These
meetings will be used to gain input
and perspective on the creation of
the new development code and keep
stakeholders informed of the project’s
schedule and progress.
We propose quarterly meetings with
the Planning Commission and Town
Board, with a mix of in-person and
virtual meetings. Additionally, we
will host every other month virtual
meetings with the staff Technical
Advisory Committee (TAC) to gather
feedback and direction on the
development code’s progress.
Deliverables:
• Up to twelve (12) meetings with the
staff Technical Advisory Committee.
• Up to eight (8) work session
meetings with the Planning
Commission.
• Up to six (6) meetings with the
Town Board.
Phase II. Code Analysis and Issue Identification
Task 2.1. Existing Code Analysis
Design Workshop and our
subconsultant team will lead the
technical review of the current
Development Code; identifying areas
of conflicts with the Comprehensive
Plan, and opportunities for
improvement; increased efficiency
and modernization, and changes to
design standards and land uses. We
will work closely with staff to ensure
we are addressing the specific areas of
the code that need attention, and the
analysis will be focused primarily on
those code areas identified as requiring
updates at this time.
We will also review areas of the code
staff identify as potential for future
amendments. This analysis will identify
potential policy adjustments that
could be pursued as part of a future
amendment process or led by staff.
We will identify key problem areas
and compare to community goals and
context, industry best practices, and
our experiences in other communities
with similar development goals.
This deliverable is anticipated to be
developed as a memo of no more than
20 pages.
30
Proposal
Deliverables:
• Analysis Memo, highlighting areas
of the code that contradict one
another, that do not implement the
updated Comprehensive Plan, and
any areas that might not need to
be updated.
Task 2.2. Town History Summary
This task is removed at this time and
assumes that staff will complete this
analysis.
Deliverables:
• None
Task 2.3. Format and Organization
Recommendations
Based on conversations with
staff, a complete code rewrite and
reorganization is not anticipated. This
task will focus on creating an outline
for the code updates, a style guide
for new portions of the code being
updated (such as the use of the oxford
comma, the number of spaces after a
period, numbering, and the like), and a
determination on the approach to Zone
Districts, Land Uses, and Dimensions.
We will also explore if a code with a
hybridized framework that incorporates
a form-based code along with
conventional standards should be
used. Design Workshop will document
our findings and recommendations and
host a one-hour virtual workshop with
staff to determine the chosen format of
the revised Development Code.
Deliverables:
• Analysis Memo documenting
recommendations for the format of
the revised Development Code.
• One (1) hour work session with town
staff to review recommendations
and select a preferred code format.
• Development Code Style Guide.
Phase III. Engagement
This phase provides the community
an opportunity to share feedback on
the direction of the code amendments.
The task includes some targeted
engagement as well as broader
engagement opportunities.
Task 3.1. Community Engagement
We will hold two (2) community
meetings during the process to gather
community input on the direction of
the code. Design Workshop will create
flyers for these events that can be
placed in town or shared via a mailed
or electronic newsletter. These flyers
can be translated into Spanish by
Design Workshop if needed. The first
community meeting will be held after
the completion of the code analysis in
Task 2.1 in order to gather community
feedback on the anticipated direction
of the code changes. The second
meeting will be in person during the
Discussion Draft phase in Task 4.5
prior to the Planning Commission’s
recommendation on the code. This
will enable the community to influence
the final language prior to completion.
All meetings will be in person and be
attended by three (3) members of the
Design Workshop team, as well as
town staff. While in-person Spanish
translation services are not included
in the base fee translation services
may be added on a per meeting basis.
Additionally, as the final Planning
Commission meeting will be a public
hearing, we will produce visual
handouts that concisely communicate
code changes in a way that is digestible
to the public.
As part of this task, Design Workshop
will create a toolkit for staff to complete
additional engagement events or
meetings that staff may want to hold
throughout the project. Two sets
of toolkit materials are anticipated,
enabling staff to have topical or policy
specific meetings during the project.
The toolkit will include a presentation
deck or pop-up engagement boards, as
well as a planning sheet that includes
a meeting outline and a step-by-step
guide for completing the engagement
event.
Deliverables:
• Two (2) in-person community
meetings, including boards and a
presentation.
• Advertising collateral for
each meeting.
• Two (2) additional engagement
toolkits for staff to utilize for
additional engagement events.
Task 3.2. Focus Groups
We will hold a series of individual
interviews with specific community
groups, development community
representatives, and other
stakeholders, as well as participate
in select neighborhood, community,
and civic meetings/events, such HOA
meetings or Town-sponsored events.
These conversations will be focused
on understanding challenges with
the existing code and how specific
code updates may alleviate concerns
and increase efficiency. These
conversations will help us to better
understand issues within existing
codes and to lay the groundwork for
revisions.
Deliverables:
• Up to four (4) individual or small
group meetings.
Task 3.3. Project Website
and Tracking
To provide the community with
consistent updates on the project, we
propose utilizing the town’s website
to provide online updates throughout
the project. We recommend using
short questionnaires to gauge
Proposal
31
feedback on key topics that may
come up through conversation
with stakeholders or at community
meetings. Design Workshop uses the
Qualtrics surveying platform for online
questionnaires. Three questionnaires
and bimonthly project website updates
are anticipated. Spanish translation of
on-line questionnaires is included in
the scope.
Community engagement participation
and feedback will be tracked
throughout the duration of the project.
Engagement metrics will be shared
with town staff based on engagement
activities. Weekly progress updates
for online questionnaires will be set up
as reports from Qualtrics so staff and
the Design Workshop team can track
participation metrics.
At the conclusion of the project a
final Community Engagement Report
that documents engagement events,
participation, and findings, will be
shared.
Deliverables:
• Project website updates on
the town’s website with short
questionnaires on specific topics
(up to 3 questionnaires of no more
than 5 questions).
• Engagement Tracking Memos to
be shared based on engagement
milestones.
• Final Project Community
Engagement Summary, one draft
and final formats provided in
InDesign and PDF formats.
Phase IV. Development Code Review and Revision
Task 4.1. Outline of Development
Code Updates
Based on the work completed in Phase
II and III, we will create an outline
for proposed changes to the code.
We will also create working maps to
describe different areas of the town
and where zoning updates might be
appropriate. The outline will be created
in memo and table formats and include
references to the Comprehensive Plan
goals and language. We anticipate one
round of review with staff to finalize
the outline prior to moving into drafting
the final land use code language. The
Outline will identify areas of the code
that could be updated at a future
date as part of further code adoption
processes based on direction in
Task 2.3.
Deliverables:
• Memo outlining the proposed
changes and outlining how code
changes implement the language in
the Comprehensive Plan.
• Working maps showing locations
for potential changes. (Up to 2 maps
are included in the scope).
Task 4.2. Preliminary 50%
Development Code
Once staff, the Planning Commission,
and the TAC have reviewed and
indicated support for the Outline
of Proposed Development Code
Changes, we will begin drafting the
code update. The code update is
anticipated to target specific sections
and is not anticipated to be a complete
overhaul.
Design Workshop and Headwaters
Community Planning will lead the
code drafting, including updating code
sections related to subdivision, PUDs,
land uses, dimensions, environmental
regulations (such as development on
slopes), wildfire mitigation, landscaping,
parking and design guidelines. White &
Smith will review and comment on draft
language. Their expertise in signage,
development agreements, impact
fees, and planned development will be
utilized in this phase of work.
Clanton & Associates will support
updates to the town’s lighting code, and
Kimley Horn will support work related
to engineering and street standards.
During this phase, we will work with
staff and anticipate two rounds of
review of the code language. The
scope anticipates completing a full
update of code language at one time
to streamline the drafting and review
process. We will share drafts in stages
so staff have an opportunity to dive
into detail on key sections of the code.
The order and timeline for these will be
determined after the code outline.
Engagement Pop-Event. Pioneer Park, Salt Lake City, UT
32
Proposal
Deliverables:
• A Preliminary Draft in word format
(50% draft).
• Up to ten (10) diagrams illustrating
general relationships for built
environment components and
dimensional parameters. These
support text changes and help
guide the review process.
• Up to two (2) working maps
showing locations for potential
zoning changes. [Note that Design
Workshop has not included creation
of GIS files in the scope of work
and GIS files are anticipated to be
completed by staff.]
• Up to two (2) rounds of edits
with staff.
• Comment tracking template form
for collection of review comments
and edits.
Task 4.3. Design Guidelines
Based on the Development Code
Draft, Design Workshop will prepare
updated Design Guidelines to
communicate in a simple and graphic
way requirements related to building
placement, height, massing and
form, transitions, and public realm
design. This task will characterize the
expectations for development form and
quality for residential and commercial
development and provide guidance
on public realm character. Our team
will prepare tables and 3 dimensional
(3-D) vignettes to illustrate specific
zoning requirements. We anticipate a
total of up to fifteen (15) 3-D graphics
to be completed in InDesign, Illustrator,
and/or SketchUp. Standards and
graphics will be accompanied by
recommendations for an object design
review process to be administered
by staff.
Deliverables:
• Residential and Commercial
Standards.
• Public Realm Standards.
• Dimensional Tables.
• Draft graphics to be provided with
75% document draft. Up to fifteen
(15) 3-D graphics are included.
Task 4.4. Discussion 90%
Development Code Regulations Draft
A Discussion Draft, including text,
graphics, and tables, will be prepared
for review by the Project Manager,
advisory groups/committees, and
the Town Attorney following the
Planning Commission’s sign off on
the Preliminary Draft. This draft will
become the public-facing document
to be discussed at a series of
work sessions with the Planning
Commission. This draft will also be
used as the basis for any community
engagement efforts.
Deliverables:
• Discussion Draft of code language
to be reviewed by staff and the
Planning Commission.
• Presentations and supporting
materials for up to six (6) study
sessions and public meetings for
the review and adoption of the
Development Code update.
• Comment tracking template form
for collection of review comments
and edits.
• Working maps showing locations
for proposed changes, including a
draft updated Zoning Map. [Note
that Design Workshop has not
included creation of GIS files in
the scope of work and GIS files are
anticipated to be completed
by staff.]
• Up to 30 diagrams illustrating
general relationships for built
environment components and
dimensional parameters.
Phase V. Adoption and Implementation
Task 5.1. Final Drafts of
Development Code
Based on feedback Task 4.5, we will
complete 100% drafts for review and
adoption. This will include one meeting
with the Planning Commission to make
a recommendation on the language
and one meeting with Town Board for
adoption (See Task 5.2).
Deliverables:
• 100% drafts of code language to
be recommended by the Planning
Commission and presented to the
public and Town Board. We assume
that staff will put these into the
required Resolution and
Ordinance format.
• Final updated Zoning Map.
• Diagrams illustrating general
relationships for built environment
components and dimensional
parameters.
Task 5.2. Public Hearing Process
We will be available for meetings with
the Planning Commission and Town
Board during their adoption process.
We anticipate a total of eight (8)
meetings during the adoption process.
Our team is also able to support the
adoption process through staff memos,
ordinance language, and presentation
materials.
Deliverables:
• Adoption/recommendation
meetings with the Planning
Commission and Town Board. Up to
eight (8) meetings are anticipated.
• Presentation outlining proposed
code language and summarizing
the overall process.
Proposal
33
Fee Schedule
Task and Phase Fee
Phase I. Project Initiation and Administration
Task 1.1. Project Initiation and Administration $23,340
Task 1.2. Community-wide Engagement Plan $4,390
Task 1.3. Technical and Leadership Meetings $29,440
Total Phase I. Fee $57,170
Phase II. Code Analysis and Issue Identification
Task 2.1. Existing Code Analysis $18,120
Task 2.2. Town History Summary -
Task 2.3. Format and Organization Recommendations $5,180
Total Phase II. Fee $23,300
Phase III. Engagement
Task 3.1. Community Engagement $23,800
Task 3.2. Focus Groups $6,180
Task 3.3. Project Website and Tracking $10,760
Total Phase III. Fee $40,740
Phase IV. Development Code Review and Revision
Task 4.1. Outline of Development Code Updates $10,120
Task 4.2. Preliminary 50% Development Code Draft $57,900
Task 4.3. Design Guidelines $21,220
Task 4.4. Discussion 90% Development Code Regulations Draft $42,520
Total Phase IV. Fee $131,760
Phase V. Adoption and Implementation
Task 5.1. Final Drafts of Development Code $24,700
Task 5.2. Public Hearing Process $13,040
Total Phase V. Fee $37,740
Total Labor Fees $290,710
Reimbursable Expenses $8,070
Total Fees $298,780
34
Proposal
Optional Services Fees
Service Fee
Updated Land Use Forms $5,000 - $7,500
Videos to Describe Code Changes $3,500 - $7,500
Branding $1,000 - $2,500
Website Development $5,000 - $12,000
Additional Graphics $2,500 - $10,000
Additional Virtual Meetings $1,000 - $2,500
Additional In-person Meetings $2,500 - $5,000
Spanish Translation Service $2,500 - $10,000
Additional Open Houses $8,000 - $12,000
Hourly Rates
Team Member Hourly Rate
Primary Staff
Jessica Garrow $250
Eric Krohngold $200
Alex Zarookian $150
Marianne Stuck $200
Philip Supino $160
Mark White $210
Sean Scoopmire $120
Add Services Staff
Rick Utting $240
Brittany Lynch $235
Kate McBride $145
Mike Schmitt $295
Jeffrey Elsey $255
Proposal
35
www.designworkshop.com
DW LEGACY DESIGN®
Legacy Design is the defining element of our
practice. It is our commitment to an elevated
level of design inquiry to arrive at the optimal
solutions for clients. The process ensures that
our projects reflect the critical issues facing
the built environment and that they deliver
measurable benefit to clients and communities.
It is the foundation of the firm’s workshop
culture and guides all projects.
ADMINISTRATION Memo
To: Honorable Mayor Hall
Board of Trustees
Through: Town Administrator Machalek
From: Carlie Bangs, Housing & Childcare Manager
Date: January 14, 2025
RE: Resolution 05-25 6E Funding Expenditure to Boys and Girls Club of
Larimer County in Estes Park
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER
QUASI-JUDICIAL YES NO
Objective:
Staff seeks approval to utilize 6E funds to grant the Boys and Girls Club funding for out-
of-school programming.
Present Situation:
The 2024 Annual Workforce Housing and Childcare Funding Plan prioritizes out-of-
school programming for the allocation of 6E funds. Out-of-school programming includes
after-school care, care during out-of-school days (e.g., Teacher Professional
Development days), and summer programming. The 2024 Childcare Needs
Assessment defines school-age care as consistent, regular, ongoing care that aligns
with working parents' schedules, regardless of a program's licensed status.
The Boys and Girls Club of Larimer County has operated at Estes Park Elementary
School since 2014, providing programming for children aged 6-18, primarily elementary-
aged, after-school and during summer months.
A study by Boys and Girls Club of America found that “47% of variation in program
participation can be attributed to staff turnover.” In Estes Park, staff recruitment and
retention pose even greater challenges. In 2023, with $75,000 in 6E funding, the Club
invested in competitive pay, comprehensive benefits, and staff training to recruit and
retain quality staff in the Estes Valley resulting in serving 80 unduplicated Estes Park
youth from October 2023 to May 2024.
By continuing to invest in staff, the Boys and Girls Club of Larimer County will
strengthen recruitment and retention efforts, leading to additional services for Estes
Park youth during out-of-school hours during the 2024-25 school year. This approach
has already proven effective, as demonstrated by last year’s survey results, which
showed improved staff retention and positive outcomes for participating youth.
The 2023 evaluation survey revealed that 100% of Club members in Estes Park were
“highly engaged,” meaning children attended at least two days a week, a factor linked to
improved school attendance, higher grades, and a stronger sense of belonging. The
Boys and Girls Club in Estes Park provides diverse youth development programming,
mentoring, behavioral health services, and access to meals.
Proposal:
The initial funding request from the Boys and Girls Club was received in the fall of 2024
but deferred due to other large funding needs from the 6E Childcare Lodging Tax fund.
This funding request is a 2024 request for the 24-25 school year that was deferred due
to cash flow related to the acquisition of a childcare facility and end-of-year expenses,
therefore the funding request is being considered by the Town Board in 2025.Boys and
Girls Club of Larimer County plans to increase staffing capacity by 50% which will allow
for at least 60 Estes Valley youth in the 2024-2025 school year when they’ve averaged
20 children per day the previous school year.Additionally, the Boys and Girls Club will
provide care on select “School Out Days,” which is an unmet need for Estes Valley
families. By the end of the 2024-2025 school year, they project a 5% increase in youth
who respond optimally to having supportive relationships at the club, which is measured
by their annual survey.
Boys and Girls Club of Larimer County has secured funding from the Estes Park
Elementary School through the Colorado Academic Accelerator Program (CO-AAP), the
Community Foundation of Northern Colorado, and from individual and business
contributions, as well as general operating funds.
As a recipient of the CO-APP, they are eager to expand programming that is aimed at
heightening student learning with academic support and tutoring. Funding supports
expanding school year capacity to 60 children, as well as offering programming on no-
school days.
Advantages:
•The award would support increased capacity for out-of-school programming for local
students.
Disadvantages:
None.
Action Recommended:
Approval of the 6E Expenditure to Boys and Girls Club of Larimer County.
Finance/Resource Impact:
$80,000 expended from the 6E Childcare Lodging Tax fund 270-1948-419.29-79.
Level of Public Interest
Moderate.
Sample Motion:
I move for the approval/denial of Resolution 05-25.
Attachments:
1. Resolution 05-25
2.Boys and Girls Club 2024-25 School Year Funding Application
3.Supporting Documents
4.Childcare Funding Agreement
RESOLUTION 05-25
APPROVING THE CHILDCARE FUNDING AGREEMENT BETWEEN THE TOWN OF
ESTES PARK AND BOYS AND GIRLS CLUB OF LARIMER COUNTY
WHEREAS, the Town of Estes Park prioritized the funding of out-of-school funding
for the use of Workforce Housing and Childcare (6E) Tax revenue in the 2025 Funding
Plan; and
WHEREAS, Boys and Girls Club of Larimer County provides out-of-school
programming to children of working households in the Estes Valley; and
WHEREAS, the Boys and Girls Club of Larimer County seeks funding through the
Policy 225 Childcare Funding application to support staffing and the operation of school-
age programming after school, during the summer months, and on no-school days.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO:
The Board approves, and authorizes the Mayor to sign, the Childcare Funding
Agreement between the Town of Estes Park and Boys and Girls Club of Larimer County
in substantially the form now before the Board.
DATED this day of , 2025.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
ATTACHMENT 1
Childcare Funding Application
Funding Year: 2023-2024
Entity/Individual :Boys & Girls Clubs of Larimer County
Date of Establishment of Childcare Operations?:1986
Contact Person:Rachael Redman Title:Grants Manager Phone:970-372-0404
E-mail:rredman@bgclarimer.org
Address:103 Smokey St, Fort Collins, CO 80525
Dollar amount requested: $80,000
Please provide the following information to help us assess your or your entity’s eligibility
and need. Responses should be submitted as an attachment to this application form.
Responses to questions 4-8 are included as an attachment as requested.
1. Does your childcare operation serve the Estes Valley?Y___ N___
2. How many children in the Estes Valley (total and unduplicated) do you serve or expect to
serve through your childcare program? What age group(s)? (100 words max)
We expect to reach capacity and register 60 youth ages 6 to 18. We anticipate serving an
unduplicated total of 90 youth.
3. Which category below best describes your need with respect to this application?:
_____Tuition Assistance/Scholarships
_____Purchase of real property (land and/or building(s))
_____Rental or utility assistance
_____Upgrade(s) to existing property
_____Purchase of equipment
_____Assistance with workforce recruitment and/or retention
__x__Other – Explain: Out-of-School Programming During the School Year
4.Following up on the previous question, describe in detail how funds will be used if
granted (200 word max).
a. Attach your anticipated budget for the service, project, program, or other
ATTACHMENT 2
expenditure for which you are seeking financial assistance.
5.How will you measure the success of the project or program for which funding is requested
(200 words max)?
6.Who will be responsible for the administration of the project or program for which
you are requesting funding (name,title,and entity)?
7.If you are requesting funds on behalf of an existing entity,please attach the most
recent fiscal year-end financial statements reflecting your entity’s beginning and
ending balances for the year.This requirement can be met by submitting one or
more of the following:
a.Most recent financial statements as approved by your board
b.Most recent audited statement or review by an outside expert
c.Most recently filed IRS Form 990
OR
If you are requesting funds on behalf of yourself as an in-home or unlicensed childcare provider,
please skip #7 and respond to #8,below.
8.Please list all anticipated funding sources for this project or program.Be sure to
highlight any opportunities to leverage Town funds with external funds.
I swear and affirm that all of the information included in this application,its attachments,and
its supplemental documents is true and correct to the best of my knowledge.
I understand that any funds awarded will be subject to certain expectations,outlined in an
agreement,and that at a minimum:
∙funds awarded must be spent within twelve (12)months of the award date or they must be
returned to the Town unless otherwise stated in the grant agreement;and
∙the entity receiving Town funds to facilitate childcare service offerings must provide the
services outlined in this application for a minimum of 24 months from the award date or the
funds must be returned to the Town unless otherwise stated in the grant agreement.
Allison Hines,CEO
Name and Signature of Requestor of Funds
Rachael Redman
Name and Signature of Witness
BGCLC Childcare Funding Application Responses:
4. Following up on the previous question, describe in detail how funds will be used if granted (200
word max)
BGCLC is the most affordable, comprehensive, facility-based, out-of-school program for youth attending
school in the Estes Park School District R-3. Our impactful programs take place daily after school, and all
day on School Out Days and summers. Our members have access to meals, diverse positive youth
development programming, mentoring, behavioral health services, and more. Retaining quality staff is key
for maintaining relationships with our youth and meeting the capacity needs for the community. BGCA’s
Positive Outlier Study found that “47% of variation in program participation can be attributed to staff
turnover” (2024). High-quality, well-trained, passionate staff members make the work we do possible. In
Estes Park, staff hiring and retention is subject to additional challenges due to the remote location, calling
for thoughtful investment and commitment to the growth of staff at this site.
Funding from this grant will primarily support recruiting and retaining staff for our Estes Park location
through competitive compensation and benefits, training, recognition, job postings, and recruitment
events.Through this support we will be able to increase our capacity to 60 youth for the 2024-2025 school
year. This represents a 50% increase over last year. This funding will also allow us to add coverage for
select School Out Days at this site, which we were not able to offer in previous years. Additionally, this
funding will support programming expenses/supplies, healthy snacks, transportation, and facilities needs
at our Estes Park Site.
5. How will you measure the success of the project or program for which funding is requested (200
words max)?
We will measure success of this project using the following objectives:
● BGCLC will be fully staffed for the 2024-2025 school year allowing us to increase our capacity at
our Estes Park Club by 50% as measured by our filled positions and resulting increased capacity
● BGCLC will enroll at least 60 Estes Valley youth for the 2024-2025 school year as measured by
our enrollment data
● BGCLC will provide care on Select School out Days for the 2024-2025 school year
● By the end of the 2024-2025 school year, we will see at least a 5% increase in youth who respond
optimally to having supportive relationships at Club as measured by our annual NYOI survey
6. Who will be responsible for the administration of the project or program for which you are
requesting funding (name, title, and entity)?
Hannah Dittburner, Area Director
7. If you are requesting funds on behalf of an existing entity, please attach the most recent fiscal
year-end financial statements reflecting your entity’s beginning and ending balances for the year.
Interim financial statements for the most recent fiscal year are attached as we wait for the completed
audit.
8. Please list all anticipated funding sources for this project or program. Be sure to highlight any
opportunities to leverage Town funds with external funds.
● Estes Park School District (CO-AAP Grant)
● Community Foundation of Northern Colorado
● Individual and Business Contributions
● General Operating Funds
ATTACHMENT 3
Boys & Girls Clubs of Larimer County
Estes Park Expense Budget
Oct 2024 - May 2025
Expenses Amount
Club Personnel (Director, Lead, Youth Development Specialists)86,669
Behavioral Health Staff 1 day/week 9,573
Payroll Taxes & Benefits @ 19.2%18,479
Job Postings & Recruitment Events 2,667
Staff Recognition 160
Subtotal 117,548
Other Personnel Costs (payroll software fee, background checks, etc)1,298
Training & Meetings 1,001
Food Costs ($2/snack x 25/day x 147 days)7,350
Facilities 552
Program Expenses 2,049
Technology 2,900
Transportation 1,515
Liability Insurance 667
Dues, Fees, Sub 400
Other Expenses 40
$135,319
Income Confirmed Pending
Town of Estes Park Lodging Tax 80,000
Estes Park School District (CO-AAP Grant)40,969
CFNC Community Grant 5,000
Member Fees 2,000
General Operating Funds 2,350
Various Individual & Business Contributions 5,000 Total
$50,319 $85,000 $135,319
Boys & Girls Clubs of Larimer County (BGCLC) Narrative Report for the Town of Estes Park:
October 2023-May 2024
Executive Summary
ThishasbeenagreatperiodfortheBoys&GirlsClubinEstesPark.Thesupportof6Efundingthroughthe
TownofEstesParkallowedustoserve80unduplicatedEstesParkyouthfromOctober2023toMay2024.This
meansthat80youthhadaccesstohigh-qualityyouthdevelopmentprogramming,award-winningbehavioral
healthservices,meals,andmore.Thefundsalsohelpedusstaycompetitiveinaddressingworkforcechallenges
whenitcomestorecruitingandretaininghigh-qualitysta inEstesValley.Byo eringmorecompetitivepay,
comprehensivebene ts,andtrainingforsta wehaveretainedandattracteddedicatedyouthspecialistswhoare
committedtoourmissiontoenableallyoungpeople,especiallythosewhoneedusmost,toreachtheirfull
potentialasproductive,caring,responsiblecitizens.Thisstabilitywithinourteamhasallowedustomaintain
consistentandenrichingprogramsforyouthinEstesPark.
Weareproudtoreportthat100%ofClubmembersatEstesParkwereconsidered“highlyengaged”in2023
(attending2ormoretimesperweek).ThisisaverypositivedevelopmentfortheEstesParkClub,ashigh
engagementisassociatedwithbetterschoolattendance,highergrades,andastrongersenseofbelonging.
Results and Impact
Throughoutthegrantperiodweserved80unduplicatedyouth,withanaverageof20youthattendingeachday.
Additionally,nearly30youthreceivedone-on-onecounselingand/orsocialemotionallearningservicesthrough
ournationallyrecognizedBehavioralHealthTeam.
AtBGCLC,weactivelyseekinputfromtheyouthandfamiliesweservetogaugeifourworkissuccessful.Youth
andparent/guardianfeedbackiscriticalinthedesignofourprogramsandensuringweareo eringthe
appropriateandnecessaryservices.Wefeelthisfeedbackisoftheutmostimportanceformeasuringimpactand
tomakesurewearemeetingthecurrentneedsoffamiliesandyouth.Weuseavarietyofinformationfromthe
communitytohelpusmakestrategicdecisionsincludingourprogramming.Wesurveyouryouthandfamilies
withaninternalassessmentannually.Wealsosurveyouryouthwithanexternalassessment(NationalYouth
OutcomesInitiative)annually. Welaunchedour rst-everyouthfocusgroupsin2022-2023intendedto
empowerouryouthtounderstandtheroletheyplayinshapingtheirclubexperiencethroughsharingtheir
feedbackandopinions.Thatdatawasanalyzedandpresentedtosta intheplanningphaseofourContinuous
QualityImprovementcycle.Oursta thenbuiltgoalsandimplementedstrategiesbasedontheyouthandfamily
feedback.
The 2022-2023 Estes Park survey data revealed that youth responses indicative of the ability to face a challenge
were steady over the previous year,and high overall.Speci cally 100%of youth at our Estes Park Club reported
that they can think of di erent ways to solve a problem and 86%reported not giving up when they have trouble
doing something.Additionally,86%of youth at our Estes Park Club reported experiencing positive
reinforcement and recognition at Club,an 8%increase over the previous year,and 100%of youth at our Estes
Park Club reported that they “feel safe being myself at Club.”
We also saw consistently high numbers of youth reporting problem-solving skills as well as tools for managing
emotions thanks largely to our behavioral health programming.We are in the midst of compiling and analyzing
feedback from our second round of focus groups along with the 2023-2024 survey data.
Financial Summary
These grant funds were strategically allocated to address crucial workforce challenges.Speci cally,this includes
base pay totalling $53,698 for the grant period,and pay increases for full-time and part-time sta *in the amount
of $14,858 at our Estes Park Club.Sta includes the Estes Park Club Director,Program Lead,3 Youth
Development Specialists,Area Director,and a Behavioral Health Professional.$1044 was allocated toward the
cost of bene ts during the grant period,$2066 towards mileage,and $3333 towards sta recognition,training,
and recruitment.Pay stubs have been included to show the pay rate prior to increase and after the increase.
Also,pay stubs that included a bonus are also attached.
*Note:Adjustments were made to the Payroll Workbook tab to account for part-time sta and an 8-month
rather than 12-month grant period.
Challenges and Lessons Learned
We have recognized the steadily increasing need for a multi-faceted approach to youth development.Our
Behavioral Health Team has proven indispensable in addressing the diverse needs of our youth,underscoring the
importance of programming that supports youth holistically.We have also learned that e ective communication
between sta ,youth,and their families are crucial for creating a cohesive and responsive program environment.
We faced challenges in terms of balancing the demand for services with the available resources such as funding
and limited space,highlighting the necessity for ongoing funding and community partnerships to sustain and
expand our programming.These lessons have been key in re ning our strategies and reinforcing our
commitment to providing high-quality,accessible out-of-school programming to youth in Estes Park.
Future Plans
With the recent award through the Colorado Academic Accelerator Grant program in partnership with Estes
Park School District,we are excited to begin o ering an expansion of programming for youth that is aimed at
heightening student learning with academic support and tutoring,enrichment activities,and family engagement
focused on growth in STEM.As a result of these e orts,our partnership with Estes Park School District is
broadening,allowing us to have access to eld trip transportation and more classroom access which increases our
summer capacity to 60 kids.We are also exploring the potential for a full-time behavioral health position
stationed in Estes Park that would be shared with other youth-serving organizations in the local community.
CHILDCARE FUNDING AGREEMENT
Between the Town of Estes Park and Boys and Girls Club of Larimer County
The Town of Estes Park, Colorado (Town), a Colorado municipal corporation, and Boys and
Girls Club of Larimer County (Recipient), a Colorado nonprofit corporation, hereby agree to the
following on this _______ day of _____________, 2025, for good and valuable consideration the
receipt of which is hereby acknowledged:
1.The Town will grant $80,000 to the Recipient to provide financial support and to address
workforce challenges as described in the 2025 Funding Plan.
2.Funds received as this one-time subsidy must be used to contribute to the mission of the
Recipient and for the purpose of offering out-of-school programming after school, during
the summer, and on no-school days.
3.Of the $80,000 funds received by the Recipient, $68,000 must be used to support the
wages of staff in the program as described in the Recipient’s application for this subsidy
(“Program”) and the remaining $12,000 will go toward other program costs such as
supplies, food, technology, and transportation.
4. The hourly wage for the lead staff who carry out the Program must be a minimum of
$20/hour and $16/hour for aides, not including benefits or any recruitment and retention
bonuses.
5. At least one parent or guardian of each of the children served by the Program must work
full-time (at least 30 hours per week) within the boundaries of the Estes Park R-3 School
District.
6.The Recipient agrees to use these funds only for the purposes described above. The
Recipient shall keep full records of the use of these funds and compliance with the above
requirements and shall deliver them to the Town promptly upon request. Recipient
acknowledges that, in addition to all other remedies the Town may pursue for Recipient’s
breach of this agreement, Recipient may become ineligible for future funds from the
Town.
7.The Recipient shall provide a final report of expenditures to the Town by December 31,
2025.
8.The Recipient must spend all funds provided under this Agreement within twelve (12)
months of its effective date or must return the funds to the Town.
9.The Recipient must provide childcare service and staffing levels, as described in its
application for this subsidy and supporting documents, for a minimum of 24 months from
the effective date of this Agreement or the funds must be returned to the Town.
ATTACHMENT 4
10. The Recipient warrants that all of the information included in its application for this
subsidy, its attachments, its supplemental documents, and all other information
communicated to the Town to solicit its approval of this grant is true and correct.
11. This Agreement does not preclude the Recipient from being eligible for additional
funding from the Town for the purposes of childcare. Such funding may be provided on
an application basis or through a direct subsidy program.
12. The Town finds that the use of these funds is for the public purpose of protecting the
economic and social vitality of the Town by supporting employment for residents of the
Town by expanding childcare options for working parents and guardians, thereby
allowing employees to continue to live and work locally, and ultimately to continue to
contribute to the Town’s tax base. The Town finds that this Agreement’s public purposes
are both significant and substantial, and justify the expenditure of the public funds. The
Town finds that the support of childcare operations both inside and in the immediate
vicinity of the Town and the boundaries of the Estes Park Local Marketing District
contributes to the public purposes described above, that the economy and society of the
entire Estes Valley is inextricably interconnected, and that supporting the families of the
Estes Valley is integral to supporting the economic and social vitality of the Town. The
Town also finds that the Town will receive adequate consideration for its financial
contribution to the Program in the form of the significant and substantial public benefits
described above. Finally, the Town finds that the activities funded by this Agreement
consitute development and operation of a program to support affordable workforce
childcare services.
13. This Agreement does not establish a partnership or joint venture between the Town and
the Recipient. The Recipient shall perform all activities under this agreement as an
independent entity, and not as an agent or employee of Town. No employee or official of
Town shall supervise the Recipient or its agents or employees. The Recipient shall
exercise no supervision over any employee or official of Town. The Recipient and its
agents and employees shall not represent that they are an employee or agent of the Town
in any capacity. The Recipient’s officers, employees and agents are not entitled to
Workers' Compensation benefits from the Town, and the Recipient and its officers,
employees and agents are obligated to pay any applicable federal and state income
tax on money paid under this Agreement. Except as this Agreement expressly states,
the Recipient shall, at its sole expense, supply all buildings, equipment and materials,
machinery, tools, superintendence, personnel, insurance and other accessories and
services necessary. This Agreement is not exclusive; subject the terms of this Agreement,
Town and the Recipient may each contract with other parties.
14. To the extent permitted by law, the Recipient and its agents, principals, officers, partners,
employees, and subcontractors shall and do agree to indemnify, protect, and hold
harmless the Town, its officers, employees, and agents from all claims, damages, losses,
liens, causes of actions, suits, judgments, and expenses (including attorneys’ fees and the
value of the time of in-house counsel), of any nature, kind, or description by any third
party arising out of, caused by, or resulting from any activities under this Agreement.
15. The Recipient will perform activities under this Agreement in strict compliance with
applicable federal, state, and municipal laws, rules, statutes, charter provisions,
ordinances, and regulations (including sections of the Occupational Safety and Health
Administration [OSHA] regulations, latest revised edition, providing for job safety and
health protection for workers) and all orders and decrees of bodies or tribunals applicable
to work under this Agreement. The Recipient shall protect and indemnify Town against
any claim or liability arising from or based on the violations of any such law, ordinance,
regulation, order, or decrees by itself or by its subcontractors, agents, or employees.
Town assumes no duty to ensure that the Recipient follows the safety regulations issued
by OSHA. The Recipient shall secure all permits and licenses, pay all charges, files, and
taxes and give all notices necessary and incidental to the lawful prosecution of its
activities under this Agreement.
16. The Recipient shall maintain such insurance as necessary to cover such liability as may
arise from its activities under this Agreement, and shall provide evidence of such
coverage to the Town upon request.
17. This instrument forms a contract only when executed in writing by duly authorized
representatives of Town and the Recipient. By their signatures on this document, the
signatories represent that they have actual authority to enter this Agreement for the
respective parties.
18. There are no other agreements on the same subject than expressly stated or incorporated
in this Agreement.
19. The laws of the State of Colorado shall govern enforcement and interpretation of this
Agreement. Venue and jurisdiction for any court action filed regarding this Agreement
shall be only in Larimer County, Colorado.
20. This Agreement does not create a multiple fiscal year direct or indirect debt or other
financial obligation. All financial obligations of the Town under this Agreement are
contingent upon appropriation, budgeting, and availability of specific funds to discharge
such obligations.
21. Only the Town and the Recipient, as parties to this Agreement, shall have the right to
bring an action to enforce the respective rights and obligations under this Agreement. No
other third party shall have the right or standing to enforce the terms of this Agreement,
directly or by derivative action on behalf of either Party.
22. This Agreement shall not be construed more strictly against one party than against the
other merely by virtue of the fact that it may have been prepared by counsel for one of the
Parties, it being recognized that both the Town and the Recipient have contributed
substantially and materially to the preparation of this Agreement.
23. The Parties warrant that they have taken all actions necessary or required by their own
procedures, bylaws, or applicable law, to authorize their respective signatories to sign this
Agreement for them and to bind them to its terms.
(Signature pages to follow.)
TOWN OF ESTES PARK:
By:
Date
Title: _______________________________
State of )
) ss
County of )
The foregoing instrument was acknowledged before me by , as
of the Town of Estes Park, a Colorado municipal corporation, on
behalf of the corporation, this day of , 2025.
Witness my hand and official Seal.
My Commission expires .
Notary Public
APPROVED AS TO FORM:
Town Attorney
RECIPIENT:
By:
Date
Title: _______________________________
State of )
) ss
County of )
The foregoing instrument was acknowledged before me this __________ day of
____________________, 2025, by ______________________________, as
_____________________________ of ______________________________, Recipient. (If by
natural person or persons, insert name or names; if by person acting in representative or official
capacity or as attorney-in-fact, insert name of person as an executor, attorney-in-fact, or other
capacity or description; if by officer of corporation, insert name of such officer or officers as the
President or other officers of such corporation, naming it.)
Witness my hand and official Seal.
My Commission expires .
Notary Public
ADMINISTRATION Memo
To: Honorable Mayor Hall
Board of Trustees
Through: Town Administrator Machalek
From: Carlie Bangs, Housing & Childcare Manager
Date: December 10, 2024
RE: Resolution 06-25 6E Funding Expenditure to the Estes Park Elementary
School R-3
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER:
QUASI-JUDICIAL YES NO
Objective:
Staff seeks approval to utilize 6E funds allocated to “Out-of-School Programming” to
provide $55,000 to Estes Park Elementary School.
Present Situation:
In 2024, increasing the capacity of out-of-school programming was a top priority for the
allocation of 6E fund revenue. The 2024 Funding Plan specifically earmarked 6E funds
to support out-of-school programming, including after-school and before-school care,
out-of-school days (such as Teacher Professional Development days), and summer
programs.
The Childcare Needs Assessment clearly defines school-age care as consistent,
regular, and ongoing care that aligns with the schedules of working parents, regardless
of a program’s licensed status.
For the past four summers, the Elementary School has successfully utilized funding
from the RISE Grant to provide care and learning for over 70 students through its
Project Launch program. With the RISE Grant now ended, the community and parents
have become increasingly dependent on Project Launch for high-quality care and
programming.
Proposal:
The requested funding for the Project Launch program will provide 16 full days of
programming for over 80 children, ranging from kindergarten to fifth grade. Students
enrolled in the program qualify for free and reduced lunch, are English Language
Learners, or are below grade level in reading. Priority will be given to children aged four
to eight, as they face the greatest challenges in securing summer care.
The program is led by certified teachers, combining fun, recreational activities with
academic enrichment and acceleration to ensure students are well-prepared for the
upcoming grade. In addition to the certified educators, the program collaborates with the
High School P-TEACH program, offering students the opportunity to serve as paid
Teacher Apprentices.
Program success will be measured using multiple indicators, including enrollment,
attendance, reading progress, and feedback from student and parent surveys:
•Enrollment: The program is projected to enroll 75 or more students.
•Attendance: Attendance will be tracked daily, with success defined as an 88%
attendance rate (14 out of 16 days) for each enrolled student.
•Reading Growth: Student reading progress will be assessed using the DIBELS 8
foundational reading assessment, with pre- and post-assessments conducted at the
beginning and end of the program.
•Program Satisfaction: Parent and student perception surveys will be administered at
the end of the program, with success measured by a 70% or higher approval rating.
This comprehensive approach ensures that Project Launch delivers measurable
outcomes in both academic growth and program satisfaction.
Advantages:
•Approval would support out-of-school programming for local students.
Disadvantages:
None.
Action Recommended:
Approval of the 6E Expenditure to Estes Park Elementary School for Project Launch.
Finance/Resource Impact:
$55,000 expended from the 6E Childcare Lodging Tax Fund, account 270-1948-
419.29-79.
Level of Public Interest
None.
Sample Motion:
I move for the approval/denial of Resolution 06-25.
Attachments:
1. Resolution 06-25
2.Estes Park Elementary School Application
3.Project Launch Program Budget
4. Childcare Funding Agreement
RESOLUTION 06-25
A RESOLUTION APPROVING A CHILDCARE FUNDING AGREEMENT WITH THE
ESTES PARK SCHOOL DISTRICT R-3
WHEREAS, the Town of Estes Park prioritized the funding of out-of-school
programming for the use of Workforce Housing and Childcare (6E) Tax revenue in the
2025 Funding Plan; and
WHEREAS, Estes Park School District R-3 provides educational enrichment care
for children during the summer months; and
WHEREAS, Estes Park School District R-3 seeks funding through the Policy 225
Childcare Funding application to support operations and staffing of their programming.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO:
The Board approves, and authorizes the Mayor to sign, the Childcare Funding
Agreement between the Town of Estes Park and the Estes Park School District R-3 in
substantially the form now before the Board.
DATED this day of , 2025.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
ATTACHMENT 1
Childcare Funding Application
Funding Year: 2025
Entity/Individual : Estes Park Elementary School / Principal Erin Miller
Date of Establishment of Childcare Operations?: n/a
Contact Person: Erin Miller Title: Principal
Phone:720-586-7406 E-mail: erin_miller@psdr3.k12.co.us
Address 1505 Brodie Ave, Estes Park Co 80517
Dollar amount requested: $ 55,000
Please provide the following information to help us assess your or your entity’s eligibility and need.
Responses should be submitted as an attachment to this application form.
1. Does your childcare operation serve the Estes Valley?Yes
2. How many children in the Estes Valley (total and unduplicated) do you serve or expect to serve
through your childcare program? What age group(s)? (100 words max)
We plan to serve approximately 80 students in grades K-5 in this free, high quality
Project Launch summer program. This is about 20% of the total children served at
Estes Park Elementary. We would prioritize enrollment for students entering into
Kindergarten-Third grade because we know that the hardest age to find high quality,
reliable, affordable summer care for children ages 4-8.
3. Which category below best describes your need with respect to this application?:
X Tuition Assistance/Scholarships
_____Purchase of real property (land and/or building(s))
_____Rental or utility assistance
_____Upgrade(s) to existing property
_____Purchase of equipment
_____Assistance with workforce recruitment and/or retention
X Other – Explain: Providing Free Out of school care during summer months
ATTACHMENT 2
4.Following up on the previous question,describe in detail how funds will be used if granted (200
words max).
The funds will be used to provide free,high quality,full day summer programming for 16 days in
June when school is out.The last four summers Project Launch successfully provided care and
learning for 70+students with funding from the RISE Grant.The RISE grant ended,but now our
parents and community rely on Project Launch for quality care and programming in June.We want
to continue to provide and expand this invaluable program to serve our families during the summer
when school is out.We plan to provide 16 full days of programming for 80+children entering
Kindergarten -Fifth grade students who qualify for free and reduced lunch,are English Language
Learners,or are below grade level in reading.We prioritize students ages 4-8 for whom finding care
for in the summer is most challenging.Our program is taught by certified teachers in a way that is
fun,recreational,and provides academic enrichment and acceleration to “launch”students
successfully into the upcoming grade.Additionally,we plan to hire four EPHS students as Teacher
Apprentices so they can gain valuable work experience in our schools and inspiration toward
becoming future teachers and child care providers in our community.
a.Attach your anticipated budget for the service,project,program,or other expenditure for which you are
seeking financial assistance.
See Anticipated Budget HERE
Page 1 of 2
POLICY 225 –CHILDCARE FUNDING GUIDELINES
APPLICATION
5.How will you measure the success of the project or program for which funding is requested (200
words max)?
We will measure the success of Project Launch in June of 2025 in multiple ways defined by our
student enrollment,attendance rates,reading skills growth,and student and parent perception
surveys.
Enrollment rates projected at 75 or more students enrolled in the program.
Attendance will be monitored and recorded daily to demonstrate an attendance rate of 14/16 days or
88%of the program for each student enrolled.
Quality will be demonstrated by reading growth which will be measured with the DIBELS 8 DIBELS
foundational reading assessment with pre-and-post assessments given at the beginning and end of
Project Launch.
Quality will be demonstrated by Parent and Student Perception surveys will be given to at the end of
Project Launch with success defined as a 70%or greater approval ratings on surveys.
6.Who will be responsible for the administration of the project or program for which you are
requesting funding (name,title,and entity)?
Erin Miller,Principal of Estes Park Elementary School
7.If you are requesting funds on behalf of an existing entity,please attach the most recent fiscal
year-end financial statements reflecting your entity’s beginning and ending balances for the year.
This requirement can be met by submitting one or more of the following:
a.Most recent financial statements as approved by your board
b.Most recent audited statement or review by an outside expert
c.Most recently filed IRS Form 990
A and B can both be found on our Financial Transparency Website here:
https://www.estesschools.org/our-district/accountability/financial-transparency
OR
If you are requesting funds on behalf of yourself as an in-home or unlicensed childcare provider,
please skip #7 and respond to #8,below.
8.Please list all anticipated funding sources for this project or program.Be sure to highlight any
opportunities to leverage Town funds with external funds.
I swear and affirm that all of the information included in this application,its attachments,and
its supplemental documents is true and correct to the best of my knowledge.
I understand that any funds awarded will be subject to certain expectations,outlined in an
agreement,and that at a minimum:
∙funds awarded must be spent within twelve (12)months of the award date or they must be
returned to the Town unless otherwise stated in the grant agreement;and
∙the entity receiving Town funds to facilitate childcare service offerings must provide the
services outlined in this application for a minimum of 24 months from the award date or the
funds must be returned to the Town unless otherwise stated in the grant agreement.
_____________________________________________________________
Name and Signature of Requestor of Funds
_____________________________________________________________
Name and Signature of Witness
Page 2 of 2
Category Description of costs per 60 student cohort
Partner Per Site
Cost
Salaries/Benefits
Teacher salaries for summer program delivery - 6 teachers/site
(72 students/site) x $37/hour x 8 hours/day x 18 days $33,375.00
Salaries/Benefits
Health clerk for summer program delivery - one clerk x
$18.30/hour x 8 hours/day x 16 days $2,342
Salaries/Benefits
P-TEACH students for summer program delivery - 4 paras x
$18.30/hour x 8 hours/day x 17 days $9,955.00
Salaries/Benefits
Specials teacher for summer program delivery - 1 teacher/site
x $37/hour x 8 hours/day x 18 days $5,328.00
Salaries/Benefits/Trai
ning Training, Administrative Support, and Preparation $1000.00
Supplies/Materials Student Snacks and Food $1000.00
Supplies/Materials Consumable student supplies and engagement activities $2,000.00
TOTAL $ 55,000
ATTACHMENT 3
`
CHILDCARE FUNDING AGREEMENT
Between the Town of Estes Park and Estes Park School District R-3
The Town of Estes Park, Colorado (Town), a Colorado municipal corporation, and Estes Park
School District R-3, whose address is 1505 Brodie Avenue, Estes Park, CO 80517, agree to the
following on this _______ day of _____________, 2025, for good and valuable consideration the
receipt of which is hereby acknowledged:
1. The Town will grant $55,000 to the Recipient to provide financial support and to address
workforce challenges as described in the 2025 Funding Plan.
2. Funds received as this one-time subsidy must be used to contribute to the mission of the
Recipient and Project Launch summer 2025 programming.
3.Of the $55,000 funds received by the Recipient, $51,000 must be used to support the
wages of staff in the Project Launch (“Program”) as described in the Recipient’s
application for this subsidy and the remaining $4,000 will go toward the training and
supplies/equipment for the Program.
4. The hourly wage for the lead staff who carry out the Program must be a minimum of
$20/hour and $16/hour for aides, not including benefits or any recruitment and retention
bonuses.
5. At least one parent or guardian of each of the children served by the Program must work
full-time (at least 30 hours per week) within the boundaries of the Estes Park R-3 School
District.
6.The Recipient agrees to use these funds only for the purposes described above. The
Recipient shall keep full records of the use of these funds and compliance with the above
requirements and shall deliver them to the Town promptly upon request. Recipient
acknowledges that, in addition to all other remedies the Town may pursue for Recipient’s
breach of this agreement, Recipient may become ineligible for future funds from the
Town.
7.The Recipient shall provide a final report of expenditures to the Town by December 31,
2025.
8.The Recipient must spend all funds provided under this Agreement within twelve (12)
months of its effective date or must return the funds to the Town.
9.The Recipient must provide childcare service and staffing levels, as described in its
application for this subsidy and supporting documents, for a minimum of 24 months from
the effective date of this Agreement or the funds must be returned to the Town.
ATTACHMENT 4
10. The Recipient warrants that all of the information included in its application for this
subsidy, its attachments, its supplemental documents, and all other information
communicated to the Town to solicit its approval of this grant is true and correct.
11. This Agreement does not preclude the Recipient from being eligible for additional
funding from the Town for the purposes of childcare. Such funding may be provided on
an application basis or through a direct subsidy program.
12. The Town finds that the use of these funds is for the public purpose of protecting the
economic and social vitality of the Town by supporting employment for residents of the
Town by expanding childcare options for working parents and guardians, thereby
allowing employees to continue to live and work locally, and ultimately to continue to
contribute to the Town’s tax base. The Town finds that this Agreement’s public purposes
are both significant and substantial, and justify the expenditure of the public funds. The
Town finds that the support of childcare operations both inside and in the immediate
vicinity of the Town and the boundaries of the Estes Park Local Marketing District
contributes to the public purposes described above, that the economy and society of the
entire Estes Valley is inextricably interconnected, and that supporting the families of the
Estes Valley is integral to supporting the economic and social vitality of the Town. The
Town also finds that the Town will receive adequate consideration for its financial
contribution to the Program in the form of the significant and substantial public benefits
described above. Finally, the Town finds that the activities funded by this Agreement
consitute development and operation of a program to support affordable workforce
childcare services.
13. This Agreement does not establish a partnership or joint venture between the Town and
the Recipient. The Recipient shall perform all activities under this agreement as an
independent entity, and not as an agent or employee of Town. No employee or official of
Town shall supervise the Recipient or its agents or employees. The Recipient shall
exercise no supervision over any employee or official of Town. The Recipient and its
agents and employees shall not represent that they are an employee or agent of the Town
in any capacity. The Recipient’s officers, employees and agents are not entitled to
Workers' Compensation benefits from the Town, and the Recipient and its officers,
employees and agents are obligated to pay any applicable federal and state income
tax on money paid under this Agreement. Except as this Agreement expressly states,
the Recipient shall, at its sole expense, supply all buildings, equipment and materials,
machinery, tools, superintendence, personnel, insurance and other accessories and
services necessary. This Agreement is not exclusive; subject the terms of this Agreement,
Town and the Recipient may each contract with other parties.
14. To the extent permitted by law, the Recipient and its agents, principals, officers, partners,
employees, and subcontractors shall and do agree to indemnify, protect, and hold
harmless the Town, its officers, employees, and agents from all claims, damages, losses,
liens, causes of actions, suits, judgments, and expenses (including attorneys’ fees and the
value of the time of in-house counsel), of any nature, kind, or description by any third
party arising out of, caused by, or resulting from any activities under this Agreement.
15. The Recipient will perform activities under this Agreement in strict compliance with
applicable federal, state, and municipal laws, rules, statutes, charter provisions,
ordinances, and regulations (including sections of the Occupational Safety and Health
Administration [OSHA] regulations, latest revised edition, providing for job safety and
health protection for workers) and all orders and decrees of bodies or tribunals applicable
to work under this Agreement. The Recipient shall protect and indemnify Town against
any claim or liability arising from or based on the violations of any such law, ordinance,
regulation, order, or decrees by itself or by its subcontractors, agents, or employees.
Town assumes no duty to ensure that the Recipient follows the safety regulations issued
by OSHA. The Recipient shall secure all permits and licenses, pay all charges, files, and
taxes and give all notices necessary and incidental to the lawful prosecution of its
activities under this Agreement.
16. The Recipient shall maintain such insurance as necessary to cover such liability as may
arise from its activities under this Agreement, and shall provide evidence of such
coverage to the Town upon request.
17. This instrument forms a contract only when executed in writing by duly authorized
representatives of Town and the Recipient. By their signatures on this document, the
signatories represent that they have actual authority to enter this Agreement for the
respective parties.
18. There are no other agreements on the same subject than expressly stated or incorporated
in this Agreement.
19. The laws of the State of Colorado shall govern enforcement and interpretation of this
Agreement. Venue and jurisdiction for any court action filed regarding this Agreement
shall be only in Larimer County, Colorado.
20. This Agreement does not create a multiple fiscal year direct or indirect debt or other
financial obligation. All financial obligations of the Town under this Agreement are
contingent upon appropriation, budgeting, and availability of specific funds to discharge
such obligations.
21. Only the Town and the Recipient, as parties to this Agreement, shall have the right to
bring an action to enforce the respective rights and obligations under this Agreement. No
other third party shall have the right or standing to enforce the terms of this Agreement,
directly or by derivative action on behalf of either Party.
22. This Agreement shall not be construed more strictly against one party than against the
other merely by virtue of the fact that it may have been prepared by counsel for one of the
Parties, it being recognized that both the Town and the Recipient have contributed
substantially and materially to the preparation of this Agreement.
23. The Parties warrant that they have taken all actions necessary or required by their own
procedures, bylaws, or applicable law, to authorize their respective signatories to sign this
Agreement for them and to bind them to its terms.
TOWN OF ESTES PARK:
By:
Date
Title: _______________________________
State of )
) ss
County of )
The foregoing instrument was acknowledged before me by , as
of the Town of Estes Park, a Colorado municipal corporation, on
behalf of the corporation, this day of , 2025.
Witness my hand and official Seal.
My Commission expires .
Notary Public
APPROVED AS TO FORM:
Town Attorney
RECIPIENT:
By:
Date
Title: _______________________________
State of )
) ss
County of )
The foregoing instrument was acknowledged before me this __________ day of
____________________, 20255, by ______________________________, as
_____________________________ of ______________________________, Recipient. (If by
natural person or persons, insert name or names; if by person acting in representative or official
capacity or as attorney-in-fact, insert name of person as an executor, attorney-in-fact, or other
capacity or description; if by officer of corporation, insert name of such officer or officers as the
President or other officers of such corporation, naming it.)
Witness my hand and official Seal.
My Commission expires .
Notary Public
PUBLIC WORKS Memo
To: Honorable Mayor Hall
Board of Trustees
Through: Town Administrator Machalek
From: Dana Klein, Parking and Transit Manager
Greg Muhonen, PE, Public Works Director
Date: January 14, 2025
RE: Resolution 07-25 Professional Services Contract with The Car Park for
Management of the Town’s Public Parking Facilities
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER______________
QUASI-JUDICIAL YES NO
Objective:
Public Works staff seek approval from the Town Board to hire The Car Park (TCP) to
successfully operate seasonal paid parking in 2025 as outlined in Ordinance #30-19
and Resolution 07-25.
Present Situation:
In October 2024, Public Works solicited proposals from well-qualified professional
parking management firms through an open Request for Proposal (RFP) process.
Six firms responded to the RFP. A Selection Committee consisting of representatives
from Estes Park Chamber of Commerce, Estes Park Visitor Center, Estes Park Police
Department, Transportation Advisory Board, and the Public Works Department
reviewed and scored all six proposals using the criteria outlined in the RFP. Based on
the quantitative scores from the proposal review and deliberation among the Selection
Committee, The Car Park was selected as the best fit for Estes Park.
Proposal:
Public Works staff propose the Town hire TCP to operate seasonal paid parking in
2025. TCP will work under the direct guidance of the Parking & Transit Manager to
complete the Scope of Services as detailed in the contract (see the Attachments).
Advantages:
•Support and continue the Town’s work to improve and elevate the downtown
parking experience in a way that benefits both residents and guests while
improving economic vitality.
• Provide continuity of operations since TCP has experience with the Town’s
Parking Management Program.
• Exponentially extend the reach of staff by bringing professional parking
management expertise and resources in accounting/auditing/cash-handling,
technology, insurance/liability, technology implementation, enforcement, Key
Performance Indicators (KPIs)/reporting, customer service, and
marketing/communications.
Disadvantages:
• Hiring a third party comes with a management fee that would not be associated
with in-house staff; however, the proposed third-party brings specific parking
management experience that will be invaluable in seasonal paid parking.
• A private contractor may not perform up to Town standards; however, PW staff
will closely monitor TCP’s performance on defined specific performance
metrics.
Action Recommended:
PW staff recommend that the Town Board contract with TCP to provide professional
parking management services for the Town’s downtown public parking facilities in 2025.
Finance/Resource Impact:
The Parking Division has an approved budget for line-item “Contract/Skilled Services” of
$562,500 in 2025. This contract amount of $429,955.12 would result in $132,544.88
under budget for this line item.
Level of Public Interest
Public interest is high regarding paid parking in Estes Park.
Sample Motion:
I move for the approval/denial of Resolution 07-25.
Attachments:
1. Resolution 07-25
2. TCP Parking Operations Agreement
3. Link to the TCP Services Proposal, TCP Fee Proposal
4. Link to the RFP for Public Parking Facilities Management
RESOLUTION 07-25
APPROVING A SERVICES CONTRACT WITH THE CAR PARK FOR PARKING
MANAGEMENT SERVICES IN 2025
WHEREAS, the Town Board wishes to enter into a services contract referenced in
the title of this resolution for Parking Management Services for 2025.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO:
The Board approves, and authorizes the Mayor to sign, the services contract
referenced in the title of this resolution in substantially the form now before the Board.
The Board authorizes the Public Works Director or designee to spend up to a total of
$429,955.12 under this contract.
DATED this day of , 2025.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
ATTACHMENT 1
ATTACHMENT 2
– PRIVILEGED AND CONFIDENTIAL –PROPRIETARY INFORMATION
PUBLIC PARKING
FACILITIES MANAGEMENT
Dana Klein
Parking & Transit Manager
Public Works Department
Parking & Transit Division
Town of Estes Park
170 MacGregor Ave
Estes Park, CO 80517
dklein@estes.org
970-577-3577
ATTACHMENT 3
SECTION 1
COVER LETTER
SECTION 1
702 W. Idaho Street #400 | Boise, ID 208.336.6597 | TheCarPark.com
November 22, 2024
Dana Klein
Parking & Transit Manager
Public Works Department
Town of Estes Park, CO
170 MacGregor Ave.
Estes Park, CO 80517
Re: RFP for Public Parking Facilities Management
Dear Mr. Dana Klein:
In 2020, The Car Park earned the Town of Estes Park’s trust to be your first parking management partner, for which we remain grateful. Fast
forward to today, The Car Park is proud of the progress we have made together in achieving the Town’s parking objectives. We are eager
to once again earn the Town’s trust, and are excited to submit our proposal to continue to serve as your parking services provider. We look
forward to a continued partnership and supporting the program’s growth in the years ahead.
Estes Park has experienced significant growth and seasonal demand since 2020. Similarly, The Car Park continues to experience growth in
each of the markets we serve across the country. While our presence has increased in Estes Park and beyond, we have remained true to our
commitment to serving the Town with customized services specific to the Town’s needs, as well as supporting our Town representatives. We
have placed significant emphasis on aiding the Town and our local General Manager, Nick Thomas, with executive support and department
leaders that care about delivering exceptional service.
Since the program’s inception, we have remained flexible to the Town’s objectives, plans, and future changes within the program. With
the conclusion of the “loop” construction project, we are poised to have a fantastic 2025 season. At the appropriate time, The Car Park is
prepared to assist the Town with your implementation of Phase 3 of the parking plan as well as the feasibility of adding more parking in the
heart of downtown Estes Park.
The Car Park’s approach to Estes Park’s parking program will be a service-first mindset to the residents, businesses, and visitors downtown.
In the event the Town chooses to extend our partnership, you can expect The Car Park to:
• Continue the collaborative relationship between the Town’s parking leadership with our local and operational support teams.
• Make practical recommendations that support the Town’s short and long-term objectives.
• Continue to hire, train, and support local team members that care about serving the Estes Park community.
• Continue to assist with the Town’s future parking initiatives by leveraging data analytics and nationwide best practices.
As the founder and CEO of The Car Park, I have worked hard to assemble a team of professionals that care about what we do and who we
do it for. We know and accept the responsibilities required to execute on the Town’s behalf, and we expect to continue to be held to a high
standard. On behalf of The Car Park team, thank you for the opportunity to serve the Estes Park community for the past five years. We
trust our contributions to Estes Park have guided the Town’s transition to paid parking in line with your expectations. We look forward to
discussing our proposal and the continued partnership with the Town of Estes Park.
Sincerely,
Jeff Wolfe
Chief Executive Officer
The Car Park
TABLE OF
CONTENTS
Section 4 - Schedule & Availability
Transition
Hours of Availability
Section 5 - Exhibits
Acceptance of Conditions Statement
Consultant’s Personnel and Subcontracting Listing
Reference Authorization and Release Form
Section 6 - Firm Experience & Qualifications
Meeting the Needs of Mid-Market Cities Like Estes Park
Commitment to the Client and Customer Experience
Partnerships Built to Last
Municipal Experience & References
Letters of Recommendation
Section 7 - Project Cost Proposal & Hourly Fee Proposal
Attachments
Section 1 - Cover Letter
Section 2 - Project Approach
Continuity in Team and Operations
Staff Field Observations
Preparing for Phase 3
New Equipment
Seasonal Office Presence
CARMA – Permit Application Process
Open the Payment Market
Multi-App Mobile Payment Aggregation
Community Workday
Own the Navigation Experience
Continues Support for the Town’s Marketing Efforts
Continued Balance Between Public and Private Parking
Streamline the Data Into Power BI
Improved Credit Card Processing Rates
Conclusion
Section 3 - Key Personnel & Firm Qualifications
Estes Park General Manager
Experienced Front Line Team Members
Operational Org Chart
Operational Support Team
Home Office Support Team
20
21
21
23
24
25
27
28
29
30
31
32
37
39
41
3
5
6
7
8
8
9
10
10
11
11
12
12
12
13
13
13
14
15
16
16
16
18
SECTION 2
PROJECT APPROACH
SECTION 2
TOWN OF ESTES PARK, COLORADO. | 6
PROJECT APPROACH
In 2020, the Town of Estes Park entrusted The Car Park to help the Town
implement several of the strategies and operational objectives outlined in
the 2018 Downtown Parking Management Plan established by Kimley Horn
and Town officials. The implementation of the first phase of the paid parking
plan was met with immediate challenges with the pandemic. During this
time, The Car Park worked closely with the Town’s leadership to keep our
manager in place and continue to collect data to support the Town’s long-
term objectives.
Since the start of our contract, The Car Park has remained committed
to the Town. We’ve provided guidance as necessary, supported our local
management team with experienced leadership, and served the public with
empathy during the program’s continuous evolution.
The Car Park will remain focused on making practical recommendations that
work within our traditional budgetary guidelines, and as the Town seeks to
implement adjustments to the parking program.
As the Town implements Phase 3 of the parking plan, there is no better
choice than The Car Park to help execute the Town’s vision for their parking
program.
Our confidence is born from the success we have collectively realized
over the past five years and our steadfast commitment to the Estes Park
community.
Continuity in Team and Operations
Since our contract start date in 2020, The Car Park has supported the Town’s
program with strong front-line team members, led by management that cares
about the Estes Park community. Many of our team members have been
in Estes Park from the very beginning. Their experience, professionalism,
and knowledge of the Town’s parking policies and happenings continue to
be invaluable every parking season. This was especially on display during
the past two seasons while Downtown was managing traffic flow with the
Loop construction project. Our team members’ knowledge of the project,
parking regulations, and destinations downtown proved to be very helpful to
customers not familiar with the changes, or new to Estes Park.
As we look forward to the 2025 parking season and beyond, we are pleased
to announce that most of our parking enforcement and ambassador team
members will be returning along with our program General Manager, Nick
Thomas. Their end-of-season feedback will allow both The Car Park and
Town officials to plan and implement operational changes necessary to
implement Phase 3 of the Parking Plan.
The Car Park
TOWN OF ESTES PARK, COLORADO. | 7
Staff Field Observations
Based on the construction Downtown Estes
has endured in the past few years with the
Loop project, our team has compiled a list of
recommendations based on public behavior,
current signage, and curb space allocation for
Town leadership to consider. Some of these
recommendations will have minimal impact on
the program’s budget, while others will be directly
tied to improving the parking experience.
Library/ Town Hall Lot:
• “Oversized” signage replaced with BUS/RV
PARKING ONLY.
• Add two “Payment” signs in lot area
closest to Elkhorn Ave. (1 on each side of
crosswalk/walkway).
• Add one “Payment” sign along the
sidewalk area on northside of Library
building.
• Place “Payment” signs back-to-back.
• Tree limbs need to be trimmed by “Pay”
signs.
MacGregor Ave.:
• Post “NO PARKING” signage near HWY 34
intersection at beginning of red painted
curb.
• Paint “NO PARKING” or red curb at cut in
space by Knolls seating area.
Spruce Lot:
• Double-back the large “Free Parking” sign
for the lot (facing north).
Tregent Lot:
• Needs small “Don’t forget plate number”
sign on lamp post by entrance.
• Yellow pilon cover to go over green pilon
for better visibility.
Post Office Lot:
• “PAY HERE” sign at pay-station needed.
• ADA spaces need painting. Paint adjacent
hash-marked areas blue.
• Tree limbs obscuring “Payment” signage
need to be trimmed.
• Motorcycle parking areas need to be
painted/hatch marked with a sign added.
Riverside Lot:
• Change 3 end spaces by wooden trash
container to COMPACT (posted signage
and painted on ground) for visibility and
safety.
• Paint ADA ramp (hash marked areas) blue.
• Tree limbs obscuring “Payment” signage
need to be trimmed.
• Re-paint and make larger directional
arrows on the ground for better visibility.
East Riverside:
• Paint “NO PARKING” on ground at end
of the middle parking island closest to
building.
• Paint curb red at doorway into building
(west side).
• Tree limbs obscuring “Payment” signage
need to be trimmed.
Bond Park:
• “Pay” sign by Claire’s Restaurant needs to
be large “Pay” sign or add a few smaller
signs.
• Move small “Don’t forget Your Plate
Number” sign to next lamp post to the
west by the Tea Room.
• Trees need to be trimmed for better sign
visibility.
Elkhorn Ave:
• Needs “1 Hour” parking sign on lamp post
by Lonigan’s/La Tradicion restaurant.
• Move the “NO RV” or vehicles w/trailers
sign to the entrance to lower Weist (by left
turn lane entrance).
• Post a “More Parking Ahead” sign for
Tregent, Spruce, and Performance Park in
the area of the Highland store.
The Car Park
TOWN OF ESTES PARK, COLORADO. | 8
Preparing for Phase 3
Given our team’s knowledge of Estes Park’s
parking evolution, gained over a 4-year
partnership, there is no better firm prepared to
assist the Town in implementing all or a portion
of the Phase 3 parking plan, at the time the Town
deems appropriate.
Increasing the amount of paid parking along
Moraine Ave., MacGregor Ave., and Big Horn
Dr. will free up spaces for hourly parkers, as a
good portion of current parkers are employees
at nearby businesses. The Town can expect an
increase in the number of Employee Convenience
permits in certain areas with the elimination of
free parking. The same will occur with many of
the parking lots being converted to paid parking
as well.
Whenever the Town decides to implement
Phase 3 of the parking plan, 8-12 weeks of lead
time is necessary for the T2 equipment to be
ordered, installed, and tested. As we have done
previously, The Car Park proposes using our lead
service technician to complete the equipment
installation as well as to assist the Town any new
signs that need to be installed.
New Equipment
T2 Paystations for the Town Hall Lot and
Post Office Lot
The Car Park can offer the Town a few options
for additional T2 paystations. While our price
proposal has quoted two new paystations as
requested, The Car Park has five (5) coin/bill/
credit card paystations (both solar powered
and AC power) that we can transfer to the Town
for your use. These paystations would replace
the two the Town was considering purchasing
for both the Post Office Lot and Town Hall Lot.
Alternatively, the Town can use these paystations
at any of the new properties being converted to
paid parking in Phase 3.
Genetec LPR
With the current LPR system reaching the end
of its support life, The Car Park obtained a quote
from ComSonics for a new LPR system (see
Attachment A of this proposal). The Car Park
Weist Lot:
• Paint “COMPACT” on ground for parking
spaces closest to Full Throttle restaurant.
• Trees need to be trimmed for better
signage visibility.
• Place “PAY” signage on northside sidewalk
(mid Weist area).
Moraine Ave:
• Street signage needs to face correct
directions for better visibility.
• Post additional “3 Hour” parking sign at
intervals along street parking areas.
• Correct curb painting/hash mark along
new parking areas; redefine loading zones
and no parking areas.
Visitor Center:
• Post “No Parking” sign or paint on ground
along Northwest side of parking lot where
blacktop sidewalk crosses the lot.
Big Horn Drive:
• Paint “NO PARKING” on street in front of
mailbox.
• Restripe parking spaces.
Alley/roadway between MacGregor Ave. &
Virginia Drive:
• Paint yellow center line or post “NO
PARKING” signs on public right of way.
The Car Park
TOWN OF ESTES PARK, COLORADO. | 9
is willing to finance this purchase on behalf of the Town for an estimated
annual cost of $7,570 for the 5-year term. This will not include the cost
of ComSonics maintenance plan ($4,655), or the annual hosting fee from
Genetec Genetec ($3,970), extended warranty options from Genetec (years
2-5 for $10,220). This new LPR system will allow our enforcement team to
validate residential permits (along with their 2-hour limit) and all payments
for enforcement purposes as well as maintaining its ability to count license
plates as it has done in the past.
To avoid unnecessary cost, The Car Park recommends the new system be
installed on a new “Peep” vehicle versus paying to have the LPR installed on
the current “Peep” only to have it reinstalled on a new vehicle at a later date.
New Enforcement Vehicle “Peep”
The current enforcement vehicle “Peep” endures considerable wear and tear.
This has caused the vehicle to be out of service several times over the past
two seasons. We know the Town is considering replacing the vehicle, but it
is not likely to occur until the 2026 season. We ask the Town accelerate that
review, especially considering the need to replace the current LPR system.
While both may not fit into the 2025 budget at the start of the upcoming
season, The Car Park is willing to work with the Town to adjust the payment
calendar on the LPR
system until July 2025.
This will allow the
LPR system to only be
installed one time on
a new vehicle thereby
saving on wear and tear
as well as costs with the
vendor.
Seasonal Office Presence
Understandably, the Town of Estes Park wants the program’s General
Manager to be active in the field at various points throughout the day during
the parking season and on weekends. With this practice in place, it has
been a challenge at times to be responsive to customers who come to our
office or call our office number. While we have made adjustments, such as
call routing or signage on our office door, more needs to be done to ensure
customers are receiving the level of service they need. In addition, many local
residents with permit applications or customers with violations immediately
gravitate to Town Hall with their inquiries.
With these factors in mind, The Car Park recommends we advertise the
parking office location on the Town’s website and within Town Hall. We will
also work with our landlord to increase the signage for the Town’s Parking
Office on the building’s sign and doorway.
For permit renewal season, we will have our Director of First Impressions
start a few days before the Town completes the press release to ensure they
are fully trained and prepared to handle the customer inquiries we receive
over the phone, email, or in our office.
One additional effort we will make to help customers find our office will be to
declare the parking office on Google Maps. This will help appropriate parties
explain to customers how to find and navigate to our office by car or on foot.
D o w nload the Estes Parking App!
The Car Park
TOWN OF ESTES PARK, COLORADO. | 10
CARMA – Permit Application Process
From the beginning, The Car Park created an easy
and online permit application for residents and
business owners in downtown Estes Park in the
form of CARMA, our permit application software.
Each year, we make adjustments to the workflow
that results in incremental improvements.
One thing our team has learned is the online portal process is confusing
for some permit holders. With that in mind, we streamlined the process for
residents and downtown businesses for the 2024 season. Our team merged
duplicate accounts while also making it easier for the residents to renew
their permit or make changes to their account (such as editing their vehicles
or changing their address).
For the 2025 season, The Car Park is poised to build on CARMA with more
improvements. These improvements include an improved user interface
for each permit type, the elimination of the need for credit card entry for
free permits, and more flexibility to customize the instructions for how to
complete the application process.
Open the Payment Market
The Car Park and the Town have been approached about adding a secondary
or even a third mobile payment option for consumers. Currently, Estes Park
utilizes ParkMobile to provide digital payments via their industry-leading
payment application, text-to-park, and scan-to-park options. While adoption
of ParkMobile is roughly 50% of all transactions, there is reason to consider
adding a secondary or tertiary payment option. Adding mobile payment
options would leverage the improved cellular connectivity within Estes’
Downtown, tap into the growing number PayByPhone and Passport users in
the Denver-Metro area, and help achieve the Town’s overall desire to increase
digital payment adoption.
The Car Park recommends we still exclusively offer ParkMobile’s text-to-park
and scan-to-park option. This recommendation is to reduce confusion for the
parker, avoiding multiple QR codes or phone numbers on the same sign. In
order to reduce the expense to the Town, we will have any interested provider
(PayByPhone and Passport) utilize the current zone numbers for each of the
parking lots. We will need to add both PayByPhone and Passport’s logos to
the sign to promote their mobile app. Simply adding the provider’s logo will
signify to the parker their preferred provider is accepted; much the same way
a consumer sees that Visa, Master Card, or American Express is accepted.
Multi-App Mobile Payment Aggregation
In the event the Town accepts our
recommendation to offer multiple mobile
payment providers, Estes Park should
consider the best process to aggregate the
transactions in real-time and disseminate
the necessary information via API to
SideKick’s enforcement system. Based on
our discussions with these providers, we
know they prefer not to share transactional
information with their competition. While
their position is understandable, we
requires a sole source of truth to integrate
directly with our enforcement software.
Our research and experience allow us to
confidently recommend CurbTrac from
ParkHub to serve as the neutral party
to aggregate transaction information
for enforcement purposes. CurbTrac is
currently serving as the sole source of
truth for mobile payment transactions in
the City of Richmond, VA and San Luis
The Car Park
TOWN OF ESTES PARK, COLORADO. | 11
Obispo, CA. In Richmond, PayByPhone, ParkMobile, and Passport integrate
the transaction information in real-time and CurbTrac in turn shares the valid
license plate and transaction information with their enforcement platform.
There is no direct cost to the Town of Estes Park for CurbTrac’s services.
The proposed model will charge a $.45 convenience fee to the customer (a
slight increase from the current $.35 convenience fee) and CurbTrac will
charge $.05 to the mobile payment provider for their cost of integration and
overhead/profit. We have worked with our partners to return an additional
$.05 back to the City to help cover any additional card fees.
Community Workday
Our team members have a true appreciation for the Estes Park community
and the surrounding environment. They have built strong bonds that include
Saturday morning pancakes as a team, bowling expeditions, and other team-
building exercises. With that in mind, they want to extend this connection
beyond the confines of our office and program. Led by our General Manager,
Nick Thomas, the team will complete two individual community workdays.
Nick has identified a few community organizations that participate in a
community cleanup day prior to the start of the summer season and at the
conclusion of the parking season. We believe this is a great opportunity for
The Car Park and our team members to give back a community that has
supported the parking
program for the past
several years.
The Car Park will sponsor
the cost associated with
providing the community
workday(s) and will not
be charged to the Town of
Estes Park.
Own the Navigation Experience
The Town is faced with significant traffic and congestion challenges during
the season and at various times during the off-season. With limited ingress
and egress points to Estes Park, there is a massive choke point of traffic with
visitors to Downtown or on their way to Rocky Mountain National Park.
As demonstrated by our weekly KPI reports, parking occupancy levels are
near or at capacity for most of the Town’s downtown parking lots, but there
are still some available parking spaces on the peripheral of Town that are
either within walking distance or along the trolly’s path. To that end, The Car
Park wants to spend the off-season managing the digital footprint of each
of the Town’s parking lots within the leading navigation providers such as
Google Maps, Apple Maps, Waze, etc.
Of the 21 ToEP
parking locations,
only a handful are
visible on the leading
navigation provider’s
platform.
TCP will update all
relevant parking
information for
customers.
The Car Park
TOWN OF ESTES PARK, COLORADO. | 12
At NO additional cost to the Town of Estes Park, The Car Park’s marketing
team will update the following for each of the Town’s locations with the
appropriate hours of operation, parking office location, parking website, TCP
office phone number, busiest times of day, and more. In addition, our team
will help manage any customer reviews filed on one of the parking locations.
In order for The Car Park to achieve this task, we may need to the Town’s
assistance to work with Google that we have the ability to manage these
locations on your behalf. We are currently performing these tasks for our
client in Louisville, KY.
One additional effort we will make to help customers find our office, will be to
declare the parking office on Google Maps. This will help the appropriate parties
explain to customers how to search for our office and navigate to either by car or
on foot.
Continued Support for the
Town’s Marketing Efforts
Since the program’s inception,
The Car Park has helped the
Town’s marketing efforts
for little or no cost. This
marketing aid includes annual
updates to the parking maps,
trolley pins, trolley wrap
designs, signage, and more.
As the Town considers
changes to the program
in the future, rest assure
we will make our marketing
team available to aid with
any marketing needs deemed
appropriate.
Continued Balance Between Public and Private
Parking
Since the deployment of paid parking in Estes Park, visitors and business
employees have continued to search for free parking alternatives. This has
resulted in several private parking lots being occupied by parkers who do not
work nor patronize the associated businesses.
Impacted owners and property management entities have sought The Car
Park’s assistance and guidance to secure their parking for their tenants and
their tenant’s customers. The Car Park has worked with these stakeholders
to achieve their parking objectives (turnover and accessibility) while
maintaining service standards that are in line with the Town’s expectations.
We have also kept parking rates and the parking violations in line with the
Town’s.
We are thoughtful, contentious, and strive to maintain a balance between the
public parking program and private parking operations.
We understand Town staff has had to field phone calls from parkers in
private parking lots that have questions about their payments, parking
violations, or notices received in the mail. In some cases, customers
have also believed their ToEP Local Permit was valid in all parking lots in
downtown Estes Park (both public and private). We’ve strived to be a good
member of the Estes Park community in these instances. Our team focused
on educating the customer of the regulations and provided a courtesy
warning instead of a violation. We operate this way because we believe it is
the right thing to do as a member of the Estes Park community.
In recent weeks, and in the months leading into the 2025 parking season,
we plan to make additional changes to reduce confusion and create a better
overall parking experience in the community. Some of these changes include:
Scan for the 2022 Estes Transit Summer Schedule
Let’s go downtown... come ride with us!
Get your Estes Park collectible pin just for riding along!
PINS AVAILABLE ON THE TOWN OF ESTES PARK’S FREE DOWNTOWN TROLLEY (RED ROUTE)
Estes Transit
*
*
To w n o f ESTES P
A
R
K
C
OME RIDE W I T H US
2220
DOWNLOAD THE
ESTES PARK
PARKING APP
FOR REAL-TIME
PARKING INFO
ESTES.ORG/PARKI
N
G
TOWN HALL VISITOR CENTER
Manford Ave
4th St
S Sai
nt V
rain Ave
EVENTS COMPL
E
X
PARK-N-RIDE
0.5 mi
N Saint Vrain AveLIBRARY
P
a
r
k L
n
E Riverside Dr
E Elkh orn Ave
W Elkho rn Ave
W R iverside Dr
Moraine Ave
Cleave St
Spru ce Dr
Big Horn Dr
Virginia Dr
Virginia Dr
Big T
homp
s
on Ave
Wiest Dr Rockwell St
N Saint Vrain Ave
W Wonderview Ave
E Wonderview Ave
M
ac
Gre
g
or Ave
LOVE
L
AND
R M N P BEAV E R M E A DOWS ENTRANCE
BO
U
L
DER
RMNP FALL RIVER ENTRANCE
SHUTTLE STOP
EV CHARGING
PUBLIC RESTRO
O
M
S
VISITOR INFORM
A
T
I
O
N
-OR-PAY AT PARKING KIOS
K
S
PAY USING THE PARK
M
O
B
I
L
E
A
P
P
RIVERSIDE LOT
TOWN HALL /
LIBRARY LOT
TREGENT LOT
EAST RIVERSIDE
L
O
T
WIEST LOTPOST OFFICE LOT
BOND PARK LO
T
VIRGINIA LOT
OVERNIGHT | $10
(EVENTS COMPLEX)
10AM-6PM | $2/HR
(MAY 27 - OCT 16)
VISTOR CENTER
L
O
TDAVIS LOT
BIG HORN LOT
SPRUCE LOT
PARKING STRUC
T
U
R
E
BROWNFIELD’S L
O
T
WEST RIVERSIDE
L
O
T
W ELKHORN AVE
E RIVERSIDE DR
VISITOR CENTER
L
O
T
POST OFFICE LO
T
PERFORMANCE P
A
R
K
L
O
T
MACGREGOR AVE
EVENTS COMPLE
X
L
O
T
ALL DAY | FREE
3 HOUR | FREE
(MAY 27 - OCT 16)
1 HOUR | FREE
(MAY 27 - OCT 16)
30 MIN | FREE
(MAY 27 - OCT 16)
TOWN OF ESTE
S
P
A
R
K
P
U
B
L
I
C
P
A
R
K
I
N
G
The Car Park
TOWN OF ESTES PARK, COLORADO. | 13
• Language updates to our private violation notices that include our local
telephone number, local email, and office so customers understand
who to contact.
• Both Nick Thomas and Dane Lyon will revisit signage on the private
lots to ensure they properly educate parkers and differentiate between
the Town’s assets.
• We will coordinate with the Town’s Public Works department and our
US Bank property management company to install a split rail fence
between the Town Hall / Library parking lot and the US Bank parking
lot.
• We believe this is important to help customers understand they
are not the same parking lot. Often times, US Bank lot parkers pay
the Town Hall paystation or ParkMobile zone on accident or vice
versa. A fence will help reduce these incidents from occurring.
Streamline the Data Into Power BI
The Car Park has made significant progress transitioning the Town’s
reporting requirements from Microsoft Excel to a more interactive Power
BI format. This transition has enabled our local team to import raw data
from our systems to provide vibrant charts to support the Town’s weekly
publication of the program’s KPI reports. In 2025, The Car Park would like
to work with the Town’s parking leadership to identify what additional data
points can be added to highlight the information the Town is looking for
throughout the season. We
will seek cooperation from our
technology partners to ingest
this data via API to further
streamline the process. Please
note, we have included $3,000
in our budget for this activity,
but would like to complete the
scope with our vendors and
the Town’s parking department
before finalizing the cost.
Improved Credit Card Processing Rates
Currently, T2 has a very limited number of credit card processors to choose
from that support EMV or contactless payment options (First Data and
Chase Paymentech). This limits our ability to use other and less expensive
options. We are working with Global Payments so they can become a
supported processor with T2. The Car Park was recently successful
with another equipment provider to get Global Payments as a supported
processor saving our client, in this case, over $100,000 annually. We have
confirmed with T2 that they are currently working on an integration with
Heartland, who was acquired by Global Payments. We are hopeful this
integration will be completed in 2025 and we can switch to a lower cost
provider thereby saving the Town of Estes Park a significant amount on your
credit card fees.
Conclusion
The Car Park is grateful the Town of Estes Park selected us to be the Town’s
parking operator nearly five years ago. During this time, we have learned a
great deal about the Town and the community we serve. From the beginning,
our operations emphasized providing excellent customer service to the
Town’s residents, businesses, and visitors downtown.
We have sought not just to serve the community, but to become part of the
community. Our parking team is comprised of residents who care about the
Town and making a difference. They possess a complete understanding
of the Town’s parking issues and how the parking policy has evolved. Our
management team and operational support leaders remain committed to
assisting the Town with implementing subtle changes and/or the next phase
of paid parking in Downtown Estes Park.
We look forward to the opportunity to build on our partnership as the Town
completes their evaluation of our proposal.
Power BI Desktop
Count of Permits Scanned by Date
0
100
200
300
400
Day
Su
m
o
f
C
o
u
n
t
4 6 9 11 6 8 10 12 8 10 8 13 10 14 12JuneJulyAugustSeptemberOctoberJuneJulyAugustSeptem…October
Weekday Weekend
15 25 27 44 26 24 17 18 25 19 17 29
64
312
65
315
91
318
63
252
70 82 70 95 78
94
Type Employee Local 120
SECTION 3
KEY PERSONNEL & FIRM QUALIFICATIONS
SECTION 3
TOWN OF ESTES PARK, COLORADO. | 15
KEY PERSONNEL &
FIRM QUALIFICATIONS
The Car Park has been diligent in selecting committed, high-quality
leadership across our organization. This high-quality leadership is reflected
in the Estes Park parking program, starting with Matt Eisenberg. Matt was
instrumental in starting the parking program in 2020 and managing the
transition to paid parking in 2021. In 2022, Matt earned a promotion and
was transferred to North Carolina where he resides today, but still assists
the operation behind the scenes with his legacy knowledge of Estes Park.
Following Matt, The Car Park was fortunate to hire Dana Klein. After a
successful 2022, Dana accepted a vacant position within the Town, where
he continues to expand his responsibilities. Since the 2023 season, the
parking program has been led by Nick Thomas, an Estes Park resident who
has built a strong rapport with his team and the downtown community.
Although there have been changes within our management team, all
were due to the high-quality nature of the managers, leading them to
new opportunities and promotions. In addition to consistently employing
high-caliber managers, we have been able to return most of our front-line
team members each parking season. This is both a testament to their
commitment to the program as well as the overall work environment The
Car Park and our management team have created. We will continue to
maintain an active dialogue with Town leadership to reinforce every layer of
our team to ensure we are effectively achieving your objectives.
Estes Park General Manager – Nick Thomas
Born in Boulder, CO, Nick grew up around the western slope between Estes
Park and Grand Lake. Nick was thrilled to return “home” to settle in Estes
Park in early 2023, where Nick took the position of General Manager of The
Car Park Estes Park branch.
Nick spent his college years focused on management and international
relations, earning an MBA in 2015 from the Hult Business School and a
separate Masters in International Diplomacy from DU’s Josef Korbel School.
He also spent a year studying city planning with the School for International
Training, spending extended periods in NYC; Bangalore, India; Cape Town,
South Africa; and Buenos Aires, Argentina studying their transportation
systems and ped/bike/car flow around each of the city centers.
In his career, Nick is a lifetime generalist, a “swiss-army knife” as he’s known
to friends, whose spent the last 20+ years working around logistics and
people management in various industries. Nick has worked with Oracle’s
airshow team, as Dallas-based EarthX’s Colorado manager, and as an
assistant director and UPM for various national and international feature
films.
The Car Park
TOWN OF ESTES PARK, COLORADO. | 16
Nick has spent the last two years with The Car Park, curating a stellar team
of seasonal Enforcers and Ambassadors who have consistently returned
over the years, growing their effectiveness within their own community of
Estes Park. The majority anticipate returning to work with Nick again in the
2025 season.
Experienced Front-Line Team Members
The Car Park is grateful to employ front-line team members that have been
with the operation for several parking seasons. Having an experienced team
enables The Car Park to quickly prepare for the beginning of each parking
season while also completing the necessary end-of-season tasks in a timely
manner.
Our representatives have full understanding of the Town’s service
expectations, focusing on educating the customers about the parking
regulations rather than taking the punitive approach of issuing parking
violations. Even more, The Car Park team understands the nuances within
the system, parking behavior, historical trends, while keeping keen eye for
improvements to the program. It is our expectation that most of our team
members will be returning to the program in 2025 and we will continue to
foster a positive work environment that supports their interests in serving the
Town of Estes Park.
DANE LYON
REGIONAL MANAGER
NICK THOMAS
GENERAL MANAGER
CUSTOMER SERVICE
AMBASSADORS
ENFORCEMENT
OFFICERS
DIRECTOR OF FIRST
IMPRESSIONS
Operational
Org Chart
STEVE HERNANDEZ
VP OF GOVERNMENT &
INSTITUTIONAL SERVICES
Operational Support Team
Partnering with local and state governments requires the acceptance of the
fiduciary responsibility our clients have to their constituents and community.
The Car Park is focused on serving middle markets, an area largely under-
served by large parking management companies. We believe our values
and interest in being active contributors within the community are more
aligned with these markets. As The Car Park expanded our services into
municipal, airport, and university markets, we recognized the need to provide
additional resources to elevate our client experiences with the knowledge of
a municipal subject matter expert.
The Car Park has grown our leadership team by hiring Steve Hernandez,
CAPP. Over the course of his career, Steve has worked with dozens
of communities across the country to implement new technologies,
employee incentive programs, and more innovative ideas to improve the
work environment and the overall parking experience. As he has already
demonstrated with the Town of Estes Park, Steve will remain responsive to
the needs of the local leadership team and the Town’s parking officials.
The Car Park
TOWN OF ESTES PARK, COLORADO. | 17
Dane Lyon, our Boise-based Regional Manager, will oversee the local
operation team and will be supported by Steve. Dane oversees our northwest
region parking portfolio that includes municipal contracts with the Town of
Estes Park, CO; Boise Airport; Capital City Development Corporation, Boise,
ID; and Public Facilities District in Spokane, WA.
In addition to both Steve and Dane, The Car Park will make available our
CEO, Jeff Wolfe. Prior to establishing The Car Park, Jeff served as a Senior
Vice President for Central Parking System, where he had responsibility for
numerous city and state governments across the country.
In Jeff’s role as the CEO, he is actively involved with our strategic accounts
throughout the country to ensure our clients receive the utmost attention.
Jeff Wolfe - President and CEO
Jeff Wolfe has 33 years of experience in the parking industry. Prior to
founding The Car Park, he spent 17 years at Central Parking Corporation;
the majority of the time as its Senior Vice President. Jeff managed the
company’s western operations where he was responsible for over $300
million in revenue and thousands of employees. Since forming The Car Park
in 2003, he has led the growth of the company by building a solid client base
with one of the highest retention rates in the industry.
Jeff is one of the industry’s leading parking consultants and has advised
some the country’s largest developers, numerous municipalities, airports,
event venues and mixed-use projects, including Blackstone, Hilton Hotels,
General Electric and Ontario Teachers’ Pension on acquisitions of parking
assets and parking companies.
Jeff has served as the Chairman of the National Parking Association, and
written numerous articles and presented topics on various parking and
transportation issues. Jeff is also a current member of the Urban Land
Institute.
Dane Lyon, CAPP - Regional Manager
Originally from the Western Slope of Colorado, Dane grew up appreciating
the character and charm of communities like Estes Park. This appreciation
only grew further after pursuing a degree in City Planning at the University of
Colorado and a masters degree in Urban Design from the Savannah College
of Art and Design. Dane’s education background meshes well with the
principals needed for efficient and customer forward parking operations.
Over the course of 20 years, Dane has instilled those same principles across
a myriad of industry verticals from Class A Commercial, to Hospitality, to
Municipal, with growing success. Throughout his career, his strong work
ethic and approachable demeanor has allowed him to advance from Valet
Attendant to Regional Manager. Dane currently oversees the Northwest for
The Car Park in Idaho, Washington, and Colorado.
Dane’s personal achievements include a CAPP certification in 2020, active
participation in regional industry associations, and time spent on the SWPTA
Board of Directors.
The Car Park
TOWN OF ESTES PARK, COLORADO. | 18
Steve Hernandez, CAPP - VP of Government and Institutional
Services
With over 20 years of experience, Steve’s desire to join The Car Park in
November 2021 stemmed from an admiration of The Car Park’s true
partnership and transparency with their municipal and government clients.
His background provides The Car Park the municipal and institutional
experience necessary to seamlessly guide our clients through difficult
transitions and complex installations of new technologies.
Throughout Steve’s career he has spent his efforts improving the parking
experience by leading successful teams, placing an emphasis on sound
operational practices, first-class service to our clients and customers, and
professionalism. Steve has held leadership positions with REEF Parking,
Parkopedia, SP+ Municipal Services, and more. He earned his CAPP in 2010
and remains actively involved with the International Parking & Mobility
Institute as well as many state and regional industry associations.
Steve is the current treasurer for the Mid-South Transportation & Parking
Association and has served on the board since 2016. Throughout his career,
Steve has played an instrumental role in supporting municipal programs
in Annapolis, MD; Aurora, CO; Beaufort, SC; Carolina Beach, NC; Chicago,
IL; Estes Park, CO; Horry County, SC; Kure Beach, NC; Louisville, KY; Myrtle
Beach, SC; Newport Beach, CA; Richmond, VA; North Topsail Beach, NC;
Scranton, PA; Tampa, FL; Wichita, KS; Virginia Beach, VA; Wilmington, NC;
Wrightsville Beach, NC, and dozens more. Steve earned his finance degree at
the University of North Carolina at Wilmington.
Home Office Support Team
The Car Park Home Office Support Team is what differentiates us from our
competition. The Car Park is able to provide customized services and support
clients yearn for, while being bolstered by strong and engaged accounting,
human resources, marketing, and project management departments.
Barbara Wolfe - Chief Operations Officer
Barbara has over 20 years of experience in the parking industry and has
been with The Car Park from its inception. Previously, she worked in the
technology industry as a member of the senior management team for a
wholesale distributor of hardware and software. During her tenure, the
company grew significantly from approximately $150 million to almost $5
billion in revenue, went public, and was acknowledged by Fortune as one
of the fastest rising Fortune 500 companies ever. In addition, Barbara was
a member of the senior management team of a worker’s compensation
reinsurer. She also served as a consultant to Central Parking Corporation, at
the time the largest parking operator in the world.
The Car Park
TOWN OF ESTES PARK, COLORADO. | 19
Rich Beath - Chief Financial Officer
Rich joined The Car Park as the Chief Financial Officer in 2016. He has over
20 years of experience in accounting and finance, including approximately
10 years in senior management roles. He previously served for over seven
years as Vice President and Controller of a private, independent oil and
gas exploration and production company. In the five years prior, Rich was
the Director of Financial Planning and Treasury at Petroglyph, an affiliated
company to Intermountain Gas Company in Idaho. Rich has experience
building accounting and finance processes and implementing systems to
efficiently utilize those resources.
Brian Marshall – Vice President of People and Culture
Brian is the Vice President of People and Culture at The Car Park. He
graduated from the University of Idaho, College of Law and is a member
of the Idaho State Bar’s Employment Law and Corporate Sections. Brian
received Mediation Training through the Northwest Institute for Dispute
Resolutions and holds certifications as a Professional in Human Resources
(PHR®) from the national Human Resources Certification Institute, and as
a Certified Professional (SHRM-CP®) from the national Society for Human
Resource Management. He also serves the community as the Past-President
of the Treasure Valley Human Resources Association (HRATV), and as the
current Chairman of the Board for Big Brothers Big Sisters in Boise, Idaho.
Christy Colucci – Director of Business Operations
Christy oversees new client transitions, nationwide vendor implementations,
administrative business projects, and leads process improvement initiatives
resulting in efficiency and standardization. She serves as the transition
point person by working with the local management team and The Car Park
management team to ensure a smooth transition.
Cory Collins – Vice President of Marketing
Cory Collins is the Vice President of Marketing with extensive experience in
driving strategic marketing initiatives and elevating brand presence. Cory has
over a decade of expertise in the marketing domain – including over 7 years
of senior leadership positions – and has honed his skills in developing and
executing comprehensive campaigns that deliver impactful results.
Cory’s expertise encompasses strategic planning, brand management,
digital marketing, business development, and stakeholder communication.
His ability to craft tailored marketing solutions ensures that marketing
campaigns effectively reach and resonate with their target audiences, driving
both awareness and engagement.
THE CAR PARK ORGANIZATION CHART
JEFF WOLFE
PRESIDENT & CEO
STEVE HERNANDEZ
VP OF GOVERNMENTAL &
INSTITUTIONAL SERVICES
RICHARD BEATH
CHIEF FINANCIAL OFFICER
BARBARA WOLFE
CHIEF OPERATING OFFICER
DANE LYON
REGIONAL MANAGER
NICK THOMAS
GENERAL MANAGER
BRIAN MARSHALL
VP OF PEOPLE & CULTURE
DAVID STROUD
DIRECTOR OF I.T.
CHRISTY COLUCCI
DIRECTOR OF BUSINESS
OPERATIONS
CAM GRANT
PARK ON CALL GM
CORY COLLINS
VP OF MARKETING
SECTION 4
SCHEDULE & AVAILABILITY
SECTION 4
TOWN OF ESTES PARK, COLORADO. | 21
SCHEDULE &
AVAILABILITY
Transition
As the Town’s current parking operator, The Car Park’s management and
support team does not require a transition. Our General Manager, Nick
Thomas, lives in downtown Estes Park, therefore we do not need to recruit
and relocate a new parking manager for the 2025 season. With his two
years of local parking experience, he is poised to build on the program’s
successes. He has established a strong working relationship with our
seasonal ambassadors. These team members either live within the town
limits of Estes Park or within a 15-minute drive of downtown Estes Park.
Our General Manager and regional support are already preparing the
data and feedback to support the Town’s end-of-season parking report.
Beyond that, we have prepared a series of recommendations and tasks
to be completed ahead of the 2025 parking season. These items will
be addressed at various points during the off-season and completed in
coordination with Town parking officials and various departments within
Town Hall.
As we prepare for the 2025 parking season, either Dane Lyon or Steve
Hernandez will be onsite to assist Nick Thomas and his team with final
preparations and customer service training. Throughout the season, Dane
and Steve will make periodic visits to assist Nick and the Estes Park team.
This approach is consistent with The Car Park’s management in previous
years and you can expect the same throughout the duration of our next
contract with the Town.
Hours and Availability
A seasonal parking operation can create staffing challenges, especially in
a remote community such as Estes Park. The Car Park has been fortunate
to be able to retain many of our team members each parking season. As
in previous years, front-line team members will come in for training and
parking season preparation for the week or two prior to Memorial Day
weekend.
Once the season begins, staff will arrive by 9:30 AM for a daily briefing
and assignments. Most front-line team members end their day at 5:00 PM,
in line with the end of paid parking hours. There are times when a team
member remains in the field gathering parking occupancy data or to assist
customers during periods of heavy congestion in the parking lots.
This schedule will remain in effect until the last day of the parking season in
October. In the past, we have been able to complete the end-of-season “take
down” in one or two days following the last day of paid parking.
The Car Park
TOWN OF ESTES PARK, COLORADO. | 22
For the General Manager, the schedule is Thursday through Monday (the
busiest days of the week during the parking season). The General Manager
will also often work all or a portion of the time on both Tuesdays and
Wednesdays during the season. The Car Park believes it is important for
our General Manager to have flexibility in their time to ensure they are not
working a full day, seven days per week, during the season. As such, we
will ensure there is an experienced staff member on-site when the General
Manager has a day off or is on vacation.
One of the most important items the Town and The Car Park needs to focus
on is educating the public about our parking office location so customers
are coming to us directly versus going to Town Hall for assistance. One
challenge we have encountered is finding the balance between having the
office staffed while having our GM and team are active in the field. A major
area of focus for the 2025 season will be to ensure our office is fully staffed
Monday through Friday and a portion of the time on Saturday and Sunday
(only exception is when the General Manager is in the field or on a break).
“The Car Park has gone above and beyond
for us as a professional parking operator –
sticking by us through a pandemic, wildfire
evacuations, and a one-year delay in paid
parking implementation.”
- Vanessa Solesbee, Parking and Transit
Manager, Town of Estes Park (Ret.)
SECTION 5
EXHIBITS
SECTION 5
SECTION 6
EXPERIENCE & REFERENCES
SECTION 6
TOWN OF ESTES PARK, COLORADO. | 29
Meeting The Needs of Mid-Market Cities
Like Estes Park
The Car Park was formed to fill a need in our industry. Prior to founding
The Car Park, our CEO, Jeff Wolfe, was a Senior Vice President for the
largest parking company in the world. The largest cities received much of
the company’s attention, while mid-market cities were often underserved
and rarely saw anyone other than the local manager. In addition, the client
approach and services larger operators offered were a one-size-fits-all
approach when what mid-market cities needed was a more customized
approach.
The Car Park has established one of the strongest reputations in the
municipal parking services industry. We have several accounts that have
extended multiple contract renewals leading to 10-plus year partnerships.
Our success is not just a result of our operational and financial performance
for our clients but is also attributed to how we interact with our clients and
their departmental peers.
At each level of The Car Park, we recognize the importance of maintaining
positive interactions with our clients and their teams. When we fall short
of expectations, we do not walk away, we own that experience and strive to
make it right. This approach has been a catalyst to our sustained success,
and we are grateful Estes Park has been our partner since 2020.
“In 2010 we selected The Car Park to operate the
city’s parking facilities. Fast forward twelve years,
and the City of Wichita just awarded The Car Park our
parking contract for the third time! The level of support
and attention we continue to see from Jeff and all
members of the TCP team continues to surpass our
expectations!”
Michael Tann, Transit Manager (Ret.),
City of Wichita
FIRM EXPERIENCES
& QUALIFICATIONS
The Car Park
*[JW^FHYNTS\JYFPJNXRJFSYYTHWJFYJQFXYNSLWJQFYNTSXMNUX
\NYMTZWHZXYTRJWXHQNJSYXHTRRZSNY^FSIUJTUQJ
<JHFWJFGTZYJ[JW^NSYJWFHYNTSGJHFZXJ\JPST\NY
WJUWJXJSYXFUJWXTSTSYMJNWOTZWSJ^
<JHWJFYJNSST[FYN[JUFWPNSLXTQZYNTSXYMFYJQJ[FYJTZW
NSIZXYW^FSIJ]JRUQNK^TZWHTRRNYRJSYYTXJW[NHJ
<JPST\YMJWJNXSTXZGXYNYZYJKTWMFWI\TWPMTSJXY
NSYJWFHYNTSXFSISJ[JWVZNYYNSLZSYNQYMJOTGNXITSJ
(TSSJHYNSLUJTUQJYTYMJNW
IJXNWJIIJXYNSFYNTS
;NXNTS8YFYJRJSY
TOWN OF ESTES PARK, COLORADO. | 30
Commitment to the Client and Customer Experience
As we look back at our 5-year partnership with the Town of Estes Park, we find comfort in knowing
we have and will continue to remain true to the “client experience” by living our Core Values. The Car
Park is:
We strive to instill these Core Values in our training and daily interactions at every level within our
organization, and believe The Town of Estes Park has experienced our thoughtful approach to
decision making aimed at doing the right thing for the Town and our customers.
The Car Park was formed with the mission of
meeting the needs of mid-market cities such as the
Town of Estes Park.
We believe we have followed through on the
promise we made to the Town back in 2020.
From the beginning of our contract, we have
provided the Town’s parking and transportation
department with direct access to The Car Park’s
executive leadership team and supporting
departments, while also supporting the local team
with municipal subject matter experts each and
every year. This level of access has enabled the
Town to gain quicker traction on new initiatives,
create customized operational/financial reporting,
and maximize the program’s financial performance
while keeping our expenses below budget.
The Car Park
TOWN OF ESTES PARK, COLORADO. | 31
• Customized Financial Reporting – The Car Park will maintain accurate
revenue and expense records as well as operational KPI’s to gauge the
performance and trends within the program. As has been the case, the
Town has our commitment to being open and transparent to ensure
your team members have the information they need.
• Access to Key Decision Makers – The Car Park empowers our
management teams to balance the needs of our company with the
needs of our clients. In addition, we further differentiate ourselves by
providing Town officials and staff with access to key decision makers
throughout our contract term.
Partnerships Built to Last
Recent trends within the outsourced municipal services industry have not
been favorable to most communities. With that in mind, The Car Park is
proud of the fact we maintained a strong relationship with the Town of Estes
Park and our other municipal clients. The Car Park is committed to providing
you with additional resources for the next phase of our contract. This will
include operational support from Dane Lyon, Regional Manager, and our
municipal subject matter expert, Steve Hernandez. Both representatives
have spent a significant amount of time in Estes Park getting to know our
entire team, the Town’s objectives, the program’s policies, and members of
the downtown business community.
Together, we will continue to work with Public Works to make major
improvements to the parking system following the “Loop” project by
implementing practical solutions to streamline the parking experience in
Estes Park.
The Town of Estes Park can expect The Car Park relationship to stay true to
our founding principles throughout the duration of our next contract:
• Nimble Operations – Being flexible to your needs is a principle that
delivers results for our customers, clients and employees.
• Innovative Ideas – The Town can expect The Car Park and our team
members to embrace new ideas to spur creative solutions to complex
problems.
• True Partnerships – The Car Park and our team members have a
genuine interest in continuing to work -in-hand with the Town to
mutually achieve success.
The Car Park
TOWN OF ESTES PARK, COLORADO. | 32
MUNICIPAL EXPERIENCE & REFERENCES
Capitol City Development Corporation – Boise, ID
Space Count: 3,179
Client Contact: Zack Piepmeyer
Address: 121 N. 9th Street, Suite 501,
Boise, ID 83702
Telephone: 208.384.4267
Email Address: zpiepmeyer@ccdcboise.com
Service Dates: 2011 – Present
Gross Revenues: $8.5 million
Annual Expenses: $1.8 million
The Car Park has operated CCDC’s parking locations since 2011. When we
assumed the ParkBOI contract, annual revenues were $3.6 million. In 2023,
revenues exceeded $8.5 million. Prior to our management, annual expenses
in 2011 were $1.9 million. In our first year, we reduced expenses by
$263,000 through improved pricing from our vendors and developing a more
efficient staffing model. We have continued this same efficiency philosophy,
maintaining annual expenses of $1.8 million in 2024, lower than in 2011
when we began our partnership.
In 2013 and 2014, we managed the removal of the old parking revenue
control system and installed a completely automated system. We
successfully transitioned all the garages and now monitor each facility and
lane utilizing cameras and intercom systems that connect to our 24/7/365
remote management central command center. All transactions are tracked
through our software system with all exceptions noted and recorded for
management and client review.
In 2025, The Car Park will assist the CCDC in another round of PARCS
upgrades and replacements.
The scope of services include:
• General parking operations management for monthly and transient
parking
• Maintenance
• Painting and striping of lines and markings
• Power sweeping and scrubbing
• Elevator repairs and servicing oversight
• Life safety oversight
• Event parking
• Remote monitoring
• PARCS repairs and service including routine maintenance
• Lighting repair and replacement
• Signage repairs and maintenance
• Monthly reporting
• Issue violations
• Collect violations
• Mange the count system
• Provide LPR enforcement
• Conduct rate studies
• Manage BikeBOI storage
• Mobility and Rideshare
• Snow removal
Throughout the last 12 years, we have become an active partner with CCDC
in recommending parking rates, garage occupancies, and parker mix to
optimize revenue and manage the increase in parking demand in downtown
Boise.
The Car Park
TOWN OF ESTES PARK, COLORADO. | 33
City of Louisville, KY – Parking Authority of River City
Space Count: 11,000 off-street and 5,000 on-street
Client Contact: Mike Tudor
Address: 222 South First St., Suite 400,
Louisville, KY 40202
Telephone: 502.574.4489
Email Address: mike.tudor@louisvilleky.gov
Service Dates: March 2022 – Present
Gross Revenues: $7 million
Annual Expenses: $2.5 million
The Car Park was awarded the comprehensive on-street and off-street
parking management contract with the Parking Authority of River City (City
of Louisville) in 2022.
The on-street parking program includes the enforcement of 5,000 on-
street spaces utilizing combination of handheld enforcement devices and
LPR technology. The on-street program has both multi-space meters and
single-space meters, along with four different mobile payment systems:
ParkMobile, PayByPhone, Passport and a white-labeled Go-502 app.
The off-street program includes 14 parking garages and five surface lots
totaling 11,000 spaces. Their program uses Zeag equipment and Parkonect
readers in their 82 lanes. The special event venues also leverage ParkMobile
reservations to improve the parking experience.
The scope of services includes:
• Customer service training
• Issue violations
• Collect violations
• Provide LPR enforcement
• Violation appeals
• Violation adjudication
• Meter revenue counting
• Residential parking permit facilitation
• Residential parking permit enforcement
• Multi-mobile platform facilitation
• Off-street maintenance
• Power sweeping and scrubbing
• Event parking
• Remote monitoring
• PARCS repairs and service including routine maintenance
• Basic lighting repairs
• Signage repairs and maintenance
• Conduct rate studies
• Snow removal
• Landscaping
The Car Park
TOWN OF ESTES PARK, COLORADO. | 34
City of Wichita, KS
Space Count: 5,722 spaces, 918 meters
Client Contact: Troy Anderson
Address: 777 East Waterman,
Wichita, KS 67202
Telephone: 316.269.4702
Email Address: tdanderson@wichita.gov
Service Dates: 2010 – Present
Gross Revenues: $600,000 (Pre-COVID)
Annual Expenses: $350,000
The Car Park operates four garages and up to 13 arena parking lots for the
City of Wichita, Kansas. We have assisted the City with new equipment
installations, automating parking facilities, as well as creating and installing
new signage, wayfinding, and branding. In 2018, The Car Park also assumed
the responsibility of the meter collections for the City’s 918 meters.
The scope of services include:
• General parking operations management for monthly and transient
parking
• Routine cleaning
• Painting and striping of lines and markings
• Power sweeping and scrubbing
• Elevator repairs and servicing oversight
• Life safety oversight
• Event parking
• Remote monitoring
• Mobility services
• PARCS repairs and service including routine maintenance
• Lighting repair and replacement
• Signage repairs and maintenance
• Monthly reporting
• Consulting on PARCS placement and selection
• Landscaping and snow removal
• Issue violations
• Collect violations
• Collect on-street meters
The City of Wichita was awarded a minor league baseball team in 2020, and
The Car Park worked with the City to develop a very successful parking and
transportation plan for the new stadium.
The Car Park also performed a parking study for Wichita’s College Hill
neighborhood. The Car Park was tasked with gathering parking occupancy
counts and provided analysis on how to improve the parking conditions in
the community.
In 2023, The Car Park and City decided to upgrade the PARCS equipment at
the City Hall Garage to Amano One.
The Car Park
TOWN OF ESTES PARK, COLORADO. | 35
City of Raleigh, NC
Space Count: 8,400
Client Contact: John Wynn
Address: 310 Martin Street, Suite 201,
Raleigh, NC 2760
Telephone: 919.996.3999
Email Address: john.wynn@raleighnc.gov
Service Dates: 1984 – Present
Gross Revenues: $14.5 million
Annual Expenses: $1.7 million
The City of Raleigh parking system consists of eight parking garages and
five surface lots totaling over 8,400 parking spaces. In 2023, the system
generated over $14.5 million in revenue. We expect to have over 1.4 million
transactions this year for transient parking alone.
The scope of services include:
• General parking operations management services for monthly and
transient parking
• Maintenance
• Painting and striping of lines and markings
• Power sweeping and scrubbing
• Elevator repairs and servicing oversight
• Life safety oversight
• Event parking
• Mobility services
• Remote monitoring
• PARCS repairs and service including routine maintenance
• Lighting repair and replacement
• Signage repairs and maintenance
• Monthly reporting
• Consulting on PARCS placement and selection
• Landscaping
• Issue violations and collect violations
• Provide rate studies
The City of Raleigh has an acute shortage of parking due to the rapid rate
of population growth. The Car Park helped the city maximize the number of
spaces by conducting a thorough review of the parking structures and lots,
identifying over 200 additional parking spaces through restriping, removing
reserved spaces, and recommending moving city storage vehicles to an off-
site location. Those efforts alone generated an additional $250,000 in annual
revenue.
Starting in 2022, The Car Park oversaw the installation of new SKIDATA
PARCS equipment at each of the City’s facilities, automating portions of
the parking operations. We also deployed remote management to enhance
customer service as the decks moved to fully automated PARCS equipment.
The Car Park
TOWN OF ESTES PARK, COLORADO. | 36
Wake County, NC
Space Count: 986
Client Contact: Thomas Kuryla
Client Title: Director of Fleet Operation
Address: 401 Capital Blvd
Raleigh, NC 27603
Telephone: 919.856.5736
Email Address: thomas.kuryla@wake.gov
Service Dates: 1995 - Present
The Car Park has operated the Wake County parking operation since 1995.
This County-owned facility has 986 parking spaces, and supports visitors,
residents and employees. The parking facility serves not only the Justice
Center, but local office buildings, the Raleigh Convention Center, RedHat
Amphitheater and the attached residential unit. We assisted with installing
new Tiba parking equipment and partially automating the parking. We have
also assisted with suggesting technological solutions to enhance the daily
and event operations.
The scope of services include:
• General parking operations management for monthly and transient
parking
• Event parking
• Remote monitoring
• PARCS repairs
• Monthly reporting
• Consulting on PARCS and associated technologies
Town of Cary, NC
Space Count: 625
Client Contact: Paul Webster
Client Title: Facilities, Construction, & Field Services Director
Address: 316 North Academy Street
Cary, NC 27513
Telephone: 919.462.3870
Email Address: paul.webster@carync.org
Service Dates: July 2022 - Present
The Town of Cary, NC is a rapidly growing city just outside of Raleigh, NC. As
the Town experienced significant economic development in their downtown
area, they recently turned to The Car Park to provide general parking
management services of their parking garage, parking enforcement for the
Town’s ordinances and regulations, as well as special event management
services. In addition to these services, we have also assisted the Town of
Cary with consulting on two additional parking structures that will be added
to their parking portfolio in 2025.
SECTION 7
PROJECT COST PROPOSAL & HOURLY RATE FEE SCHEDULE
SECTION 7
Company Name: The Car Park, LLC
Company Point of Contact Steve Hernandez
Phone Number:678-372-2727
Email Address:shernandez@thecarpark.com
Vendor to complete all yellow highlighted cells
Hourly Rate Hours/Week # Weeks Total
Management - General Manager Salary Full-Time Active 40.87$ 40 52 85,000.00$
Ambassador Hourly Seasonal Active 20.50$ 26 22 11,726.00$
Ambassador Hourly Seasonal Active 20.50$ 26 22 11,726.00$
ENFORCEMENT 1 Hourly Seasonal Active 25.00$ 35 26 22,750.00$
ENFORCEMENT 2 Hourly Seasonal Active 24.00$ 35 23 19,320.00$
ENFORCEMENT 3 Hourly Seasonal Active 20.50$ 35 22 15,785.00$
ENFORCEMENT 4 Hourly Seasonal Active 20.50$ 35 22 15,785.00$
OFFICE ASSISTANT Hourly Seasonal Active 20.50$ 37.5 22 16,912.50$
199,004.50$
January February March April May June July August September October November December Total NOTES
Management 7,083.33 7,083.33 7,083.33 7,083.33 7,083.33 7,083.33 7,083.33 7,083.33 7,083.33 7,083.33 7,083.33 7,083.33 85,000.00$ Represents a portion of our General Manager's salary
Ambassadors - - - - 1,599.00 4,618.98 4,618.98 4,618.98 4,618.98 3,377.09 - - 23,452.00$ Consistent with recent year's budget amount
Enforcement - - - - 7,227.22 13,723.96 13,723.96 13,723.96 13,723.96 11,516.94 - - 73,640.00$
Consistent with recent year's budget amount, but also
includes experienced team member assiting with the
permit renewal season starting in May. Should adjust
according to when the permit renewal notification is
released
Customer Service (office support)- - - - 1,666.65$ 3,330.99$ 3,330.99$ 3,330.99$ 3,330.99$ 1,921.88$ - - 16,912.50$ This will inline with the parking season only.
Gross Wages 7,083.33$ 7,083.33$ 7,083.33$ 7,083.33$ 17,576.20$ 28,757.27$ 28,757.27$ 28,757.27$ 28,757.27$ 23,899.23$ 7,083.33$ 7,083.33$ 199,004.50$
Payroll Taxes (rate)9.50%672.92 672.92 672.92 672.92 1,669.74 2,731.94 2,731.94 2,731.94 2,731.94 2,270.43 672.92 672.92 18,905.43$
Workers Compensation (rate)6.54%463.25 463.25 463.25 463.25 1,149.48 1,880.73 1,880.73 1,880.73 1,880.73 1,563.01 463.25 463.25 13,014.89$
Health Insurance (rate)751.48 751.48 751.48 751.48 751.48 765.00 765.00 765.00 765.00 765.00 765.00 765.00 9,112.40$ Estimated amount June through Dec; actuals will be billed
Total T/WC/Ins 1,887.65$ 1,887.65$ 1,887.65$ 1,887.65$ 3,570.70$ 5,377.67$ 5,377.67$ 5,377.67$ 5,377.67$ 4,598.44$ 1,901.17$ 1,901.17$ 41,032.72$
Total Payroll 8,970.98$ 8,970.98$ 8,970.98$ 8,970.98$ 21,146.90$ 34,134.93$ 34,134.93$ 34,134.93$ 34,134.93$ 28,497.67$ 8,984.50$ 8,984.50$ 240,037.23$ This represents a 6% decrease from our 2024 budget
Liability Insurance (per stall rate)1,265.87 1,265.87 1,265.87 1,265.87 1,265.87 2,435.95 2,435.95 2,435.95 2,435.95 2,435.95 1,265.87 1,265.87 21,040.84$ Consistent with our 2024 insurance rates (includes Auto)
Material & Supplies 200.00 200.00 300.00 300.00 450.00 450.00 450.00 450.00 450.00 300.00 200.00 200.00 3,950.00$ Consistent with our 2024 budget
Signage - - 2,500.00 300.00 300.00 300.00 300.00 300.00 300.00 - - - 4,300.00$ Reduced from our 2024 since we do not have major sign
purchases expected
Repairs & Maintenance - - - - 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 - - 6,000.00$ Minimal equipment repairs in 2024, so adjusted our
budget slightly
Telephone 415.00 415.00 415.00 415.00 415.00 415.00 415.00 415.00 415.00 415.00 415.00 415.00 4,980.00$ Slight reduction from 2024 budget to reflect recent phone
purchases and billing
Other Professional Services 250.00 250.00 250.00 250.00 250.00 250.00 250.00 250.00 250.00 250.00 250.00 250.00 3,000.00$ Reduced from our 2024 budget to reflect expected need
Miscellaneous/Contingency 250.00 250.00 250.00 250.00 250.00 250.00 250.00 250.00 250.00 250.00 250.00 250.00 3,000.00$
Hiring Expense - - - 750.00 500.00 - 250.00 - - - - - 1,500.00$
Uniforms - - 1,250.00 - - - - - - - - - 1,250.00$ Reduced since we made recent updates
Website Maintenance 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 6,000.00$
Internet 150.00 150.00 150.00 150.00 150.00 150.00 150.00 150.00 150.00 150.00 150.00 150.00 1,800.00$
Software Fees (t2 monthly charges May - Oct)- - - - 935.00 935.00 935.00 935.00 935.00 935.00 - - 5,610.00$ Reduced to reflect TCP's recent pricing from T2
Payroll Processing 92.08 92.08 92.08 92.08 228.49 373.84 373.84 373.84 373.84 310.69 92.08 92.08 2,587.06$
License & Permits 75.00 - - - - - - - - - - - 75.00$
Postage 50.00 50.00 50.00 50.00 50.00 50.00 50.00 50.00 50.00 50.00 50.00 50.00 600.00$ Consistent with historic needs
Merchant Fees 840.00 820.00 885.00 1,205.00 3,275.00 9,100.00 11,700.00 8,500.00 9,000.00 6,400.00 900.00 900.00 53,525.00$
Consistent with 2023 charges based on expected higher
revenues with all parking lots being open for the season's
duration.
Marketing 100.00 100.00 100.00 100.00 100.00 100.00 100.00 100.00 100.00 100.00 100.00 100.00 1,200.00$ Any new design changes or actual costs associated with
Google Maps & Waze optimization
Violation Fees 125.00 125.00 125.00 125.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 750.00 250.00 10,500.00$ Includes the cost of SideKick and the cost to collect
outstanding violations
Office Rent (363 Elkhorn office)1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 12,000.00$ TCP will be paying a portion to reflect our private parking
operations in Estes Park
Subotal Operating Expenses 5,312.95$ 5,217.95$ 9,132.95$ 6,752.95$ 12,169.36$ 18,809.79$ 21,659.79$ 18,209.79$ 18,709.79$ 15,596.64$ 5,922.95$ 5,422.95$ 142,917.90$
Management Fee 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 42,000.00$
Incentive Fee (optional)5,000.00 5,000.00$ Proposed incentive fee based on annual perfomance and
at the Town's discretion
Total Management Fee 3,500.00$ 3,500.00$ 3,500.00$ 3,500.00$ 3,500.00$ 3,500.00$ 3,500.00$ 3,500.00$ 3,500.00$ 3,500.00$ 3,500.00$ 8,500.00$ 47,000.00$
Total Expenses 17,783.93$ 17,688.93$ 21,603.93$ 19,223.93$ 36,816.26$ 56,444.73$ 59,294.73$ 55,844.73$ 56,344.73$ 47,594.31$ 18,407.45$ 22,907.45$ 429,955.12$ Represents a nearly $39,000 reduction from our 2024
budget
Total Expenses Not Mgt Fee 14,283.93$ 14,188.93$ 18,103.93$ 15,723.93$ 33,316.26$ 52,944.73$ 55,794.73$ 52,344.73$ 52,844.73$ 44,094.31$ 14,907.45$ 14,407.45$ 382,955.12$ Represents a nearly $33,000 reduction from our 2024
budget
Additional Information
Cost/unit for T2 Luke2, solar, EMV, 14657.75
Cash, no coin
Authorized Signer (print) Title Signature Date
Estes Park Parking Management Expenses (2025)
Jeff Wolfe Chief Executive Officer 11/21/2024
ATTACHMENT A
ATTACHMENT A
ComSonics Inc.
1350 Port Republic Rd
PO Box 1106
Harrisonburg, VA 22801
800-336-9681 ext. 1243
fax 540-437-2131
Quote Created:11/22/2024
Quote Expires: 12/31/2024
Customer:Car Park-Estes Park CO Mike Nesselrodt
Replacement City LPR Systems AMS Server Public Safety Accounts Manager
mnesselrodt@comsonics.com
Part #Description Unit MSRP Price Qty MSRP Price Your Price
Hardware and Software
AU-K-C2Z3-850
AutoVu™ SharpZ3 850nm City KIT includes main
SharpZ3 dual processing unit with Horizonal/Verticle
mounts, wiring, USB GPS, in-vehicle mapping and
Genetec Patroller™ license. 2 Cameras and
camera mounts included.$21,945.00 1 $21,945.00 $17,556.00
AU-M-OFFLINEMAP-NA
Mapping License including data for North
America - Per vehicle license $500.00 1 $500.00 $400.00
Laptop
AU-K-PANAFZG2-LTE
Panasonic Toughpad FZ-G2 Complete Kit;
5 year warranty on the Laptop, Mounting
Hardware (VEHICLE MAKE AND MODEL
MANDATORY AT TIME OF ORDER),
Docking Station, Keyboard and Vehicle
Power Adapter with LTE $6,995.00 1 $6,995.00 $6,995.00
AutoVu Managed Services (Annual Fees)
GSC-Av-MS-1Patroller-1Y
GSC AutoVu Managed Service 1 Patroller
Connection for one (1) year $324.00 1 $324.00 $324.00
GSC-Av-MS2.0-1Y
GSC AutoVu Managed Service 2.0 for one (1) year.
Maximum of 1 year Hit retention (with images) and 1
year read retention (without images). See product
description for limitations. Max five (5) concurrent
Security Desk connections. Includes: AutoVu base,
Security Center mapping, List Updater and Pay-by-
Plate Single. Includes Genetec Advantage $3,970.00 1 $3,970.00 $3,970.00
ComSonics LPR Project Management Fee $1,338.00 1 $1,338.00 $1,338.00
ComSonics Mobile Installation and Maintenance
Plan
ComSonics Vehicle Installation and Training $4,120.00 1 $4,120.00 $4,120.00
ComSonics Maintenance Plan
(5 or less mobile)
(1 Year)$4,655.00 1 $4,655.00 $4,655.00
Total without extended warranty $43,847.00 $39,358.00
Extended Warranty Options
AU-K-CXX-EWUP-1Y
AU-K-CXX- advanced swap warranty service
upgrade from return and repair for first year of sale.$558.60 1 $558.60 $446.88
AU-K-CXX-EWAS-4Y
Extended Warranty for AU-K-CXX kit with Advance
Replacement coverage - 4 Years additional
coverage. Does not Include update to advanced
replacement for year 1 (warranty cannot extend past
5th year after purchase). This includes coverage of
AutoVu™ vehicle hardware, Genetec Patroller™
software upgrades and Benomad updates. Does not
cover in-vehicle PC.$10,214.00 1 $10,214.00 $8,171.20
Total with 1 Year of Advanced Placement
Coverage $54,619.60 $47,976.08
Important Remarks: Prices do not include applicable taxes, customs duties, shipping and handling charges. Prices may change without notice after the expiry of the quote.
Prices are subject to change if items are purchased separately. In case of discrepancy between the totals automatically calculated in this quote and the actual line-item
totals, the highest total will apply. Travel expenses for Genetec personnel are not included in the quoted price. Certain items are sold as non-cancellable and non-returnable
(NCNR), including but not limited to customized articles. This quote may require modifications following a design review performed by Genetec with relevant third parties at
the quote recipient’s request. Any product or storage recommendations offered by Genetec are provided as a courtesy only, without any warranty regarding their accuracy
or fitness for purpose.
Unless you have a signed agreement currently in force with Genetec, this purchase is governed by the Genetec General Conditions of Sale available at
https://www.genetec.com/legal/termsofsale. Access and use of all products and services listed herein is subject to the applicable product / service terms and conditions. If
this quotation includes the provision of professional services, the Professional Services Terms available at https://www.genetec.com/legal/psterms will also apply. If this
quotation includes a subscription to a Genetec cloud service, unless stated otherwise in this quote or in the signed agreement between you an Genetec (or in the Genetec
General Conditions of Sale, as the case may be), upon the expiration of the then-current subscription term, your subscription to such cloud service will automatically renew
for additional successive one (1) year terms each until either party advises the other in writing of its desire not to further renew such subscription at least thirty (30) days
prior to the expiration date of the then-current subscription term, or until your subscription terminates in accordance with the applicable terms and conditions governing
the access and use of such cloud service.
By ordering the products or services in this quote, you are accepting that the conditions above apply to your purchase of the above items, and that no other terms or
conditions (including any terms and conditions included or referred to in your purchase order) are applicable to the same. The names and the logos of Genetec products and
services mentioned above are trademarks of Genetec Inc. and may be registered in various jurisdictions. The other names and logos may be trademarks of respective
product manufacturers. Refer to https://www.genetec.com/legal/trademarks for more information.
1 RFP – 2025 Public Parking Facilities Management
Request for Proposals
Public Parking Facilities Management
Wednesday, October 30, 2024
Dana Klein
Parking & Transit Manager
Public Works Department
Parking & Transit Division
Town of Estes Park
170 MacGregor Ave
Estes Park, CO 80517
dklein@estes.org
970-577-3577
Proposals due by 2:00 PM MST
Friday, November 22, 2024
ATTACHMENT 4
2 RFP – 2025 Public Parking Facilities Management
TABLE OF CONTENTS
I.INTRODUCTION ....................................................................................................... 4
Project Summary ....................................................................................................... 4
Project Funding……………………………………………………………………….…….5
Proposal Schedule .................................................................................................... 5
Proposal Documents ................................................................................................. 5
Mandatory Pre-Proposal Meeting & Written Questions ............................................. 6
Proposer Communications & Requests ..................................................................... 7
Addenda to RFP ........................................................................................................ 7
II.PROJECT OVERVIEW ............................................................................................ 8
Project Description………………………………………………………………………….8
Scope of Services ................................................................................................... 11
Professional Services, Time & Fees…………………………………………………….13
Method of Payment……………………………………………………………………….14
Use of Subconsultants……………………………………………………………………14
Award of Contract…………………………………………………………………………14
Material Ownership………………………………………………………………………..15
Term of Contract…………………………………………………………………………..15
III.INSTRUCTIONS TO PROPOSERS ....................................................................... 15
Organization of Proposal…………………………………………………………………15
Proposal Submission ............................................................................................... 17
Proprietary Information……………………………………………………………………17
Rejection of Proposal……………………………………………………………………..17
Use of Subconsultants……………………………………………………………………17
Disadvantaged Business Enterprise (DBE)…………………………………………….18
Insurance Requirements………………………………………………………………….18
Proposal Review, Evaluation & Selection Process .................................................. 18
Selection Criteria ..................................................................................................... 19
General Requirements ............................................................................................ 20
Site Parameters……………………………………………………………………………21
Deliverables…………………………………………………………………………..……21
Town Representatives……………………………………………………………………21
Project Schedule…………………………………………………………………………..21
Protest Procedures .................................................................................................. 21
3 RFP – 2025 Public Parking Facilities Management
IV.EXHIBITS ............................................................................................................... 22
Exhibit 1 | Town of Estes Park Acceptance of Conditions Statement
Exhibit 2 | Consultant’s Personnel and Subconsultant Listing
Exhibit 3 | Town of Estes Park Reference Authorization and Release Form
Exhibit 4 | Town of Estes Park Professional Services Agreement (sample)
Exhibit 5 | Town of Estes Park Downtown Parking Management Plan (DPMP)
Exhibit 6 | Town of Estes Park Parking Lot Information and Maps
Exhibit 7 | Ordinance 30-19
Exhibit 8 | Resolution 37-19
Exhibit 9 | Town of Estes Park Parking Report (example)
Exhibit 10 | Fee Proposal Spreadsheet
Exhibit 11 | 2024 Parking Lot Counts and Details
4 RFP – 2025 Public Parking Facilities Management
INTRODUCTION
PROJECT SUMMARY
The Town of Estes Park (Town/TOEP), Colorado is located 70 miles northwest of Denver
at the eastern entrance to Rocky Mountain National Park and has a year-round population
of 6,339 and summer months can average 700,00 visitors per month. Surrounded by
some of the most spectacular scenery in the Rocky Mountains, Estes Park is a popular
choice for vacationers and welcomes 4.5 million visitors annually – experiencing the
heaviest concentration of visitors during the summer and fall between Memorial Day and
Halloween.
The Town Board of Trustees adopted the Downtown Parking Management Plan (DPMP)
(See Exhibit 5-DPMP) in January 2018 to more actively manage the Town’s limited public
parking facilities. The DPMP was designed as a phased approach that would introduce
parking management in a data-driven and transparent way. The DPMP has four goals:
1. Promote turnover and manage occupancy to provide increased availability for locals
and visitors;
2. Encourage use of parking facilities on the edge of downtown for longer-term stays;
3. Improve multi-modal transportation options; and
4. Identify cost-effective ways to expand the parking supply.
In 2020, the Town implemented selective paid parking in strategic parking lots (See
Exhibit 6-TOEP Parking Lot Information and Maps and Exhibit 11-2024 Parking Lot
Counts and Details). The Town is considering moving to Phase 3 of the Downtown
Parking Management Plan in the 2025 season. The lots and stall counts for this Phase
3 activation are identified on Exhibit 11.
The TOEP is seeking proposals from qualified firms to provide professional management
of the Town’s parking facilities on a cost-plus management fee basis, including most
notably and most time-sensitive, working with staff to implement Seasonal Paid Parking
during peak parking seasons as directed by Ordinance 30-19 (See Exhibit 7-Ordinance
30-19 authorizing paid parking) and Fee Resolution 37-19 (See Exhibit 8-Resoluiton 37-
19 establishing parking fees).
The objective of this Request for Proposal is to engage an experienced parking
management firm to be an extension of Town’s Parking & Transit Division and
successfully manage the program. This effort should be guided by the four goals of the
DPMP (as detailed above) and must be done with careful attention to the Town’s desire
to maintain and further enhance its vision to be a premier mountain community.
More details will be provided in the Scope of Services section.
5 RFP – 2025 Public Parking Facilities Management
PROJECT FUNDING
This project will be funded by TOEP’s Parking & Transit Operating Fund with no Federal
or State of Colorado participation.
PROPOSAL SCHEDULE
The following is the solicitation schedule for Proposers:
Event Start Date End Date
Request for Proposals (RFP)
Advertisement Wednesday, October 30, 2024 Wednesday, October 30, 2024
Virtual Pre-Proposal Meeting –
(2:00 PM MST) Wednesday, November 6, 2024 Wednesday, November 6, 2024
Deadline for Questions (5:00 PM
MST) Monday, November 11, 2024 Monday, November 11, 2024
Final Addenda Issued Wednesday, November 13, 2024 Wednesday, November 13, 2024
Proposals Due (2:00 PM MST) Friday, November 22, 2024 Friday, November 22, 2024
Proposal Evaluation, Interviews,
and Fee Negotiation Monday, November 25, 2024 Thursday, December 19, 2024
Contract Preparation Thursday, December 19, 2024 Thursday, January 2, 2025
Contract Execution Friday, January 3, 2025 Monday, January 13, 2025
Town Board Approval (tentative) Tuesday, January 14, 2025 Tuesday, January 14, 2025
Notice of Award/Declination Wednesday, January 15, 2025 Wednesday, January 15, 2025
Pre-Planning Meeting (TBD) Monday, January 20, 2025 Friday, January 24, 2025
Notice to Proceed (Anticipated) Monday, January 27, 2025 Monday, January 27, 2025
PROPOSAL DOCUMENTS
Request for Proposals document can be obtained through Rocky Mountain Purchasing
(BidNet) www.rockymountainbidsystem.com or found on the Town’s Website
(https://estespark.colorado.gov/rfp).
The Town of Estes Park, Colorado will receive sealed Proposals for Public
Parking Facilities Management until Friday, November 22, 2024 (2:00PM MST)
6 RFP – 2025 Public Parking Facilities Management
Bids may be submitted via one of the following methods:
1.‘BidNet’: Response to the solicitation on Rocky Mountain E-Purchasing System
(www.rockymountainbidsystem.com); or
2.Email to Dana Klein, Parking & Transit Manager (dklein@estes.org); or
Late Proposals will not be accepted or considered.
The Bidding Documents are available on www.rockymountainbidsystem.com as well as
on the Town’s website at www.estes.org/rfp. Interested bidders are responsible for
verifying receipt of all applicable documentation, including any associated addenda. The
TOEP cannot guarantee accurate information obtained from sources other than BidNet.
MANDATORY PRE-PROPOSAL MEETING & WRITTEN QUESTIONS
A Mandatory PRE-PROPOSAL CONFERENCE will be held VIRTUALLY
on Wednesday, November 6, 2024 @ 2:00PM MST.
The Town will use the Google Meet conferencing platform:
Video call link: https://meet.google.com/xiv-ohmb-owd
Or dial: 0305-298-(US) +1 774 PIN: 130 777 954#
As this meeting will be held virtually, prospective offerors are encouraged to visit the Town
and familiarize themselves with the various parking options (paid vs unpaid; lots vs
structures, etc.) as their schedules permits in advance of the meeting to gain a further
understanding of all existing conditions relating to the project. Information regarding the
current parking program (locations, rates, permits, etc.) can be found at
www.estes.org/parking.
All comments, questions/answers and clarifications during this pre-proposal meeting will
be summarized and distributed (via BidNet and the Town website) in the form of an
addendum. Prospective offerors may also submit any additional written inquiries
concerning the requirements of this solicitation to Dana Klein via BidNet or e-mail
(dklein@estes.org) by Monday, November 11, 2024. Offerors are reminded that any
changes to the RFP will be by written addenda only and nothing stated verbally shall
change or qualify in any way any of the provisions in the RFP and shall not be binding on
the TOEP.
7 RFP – 2025 Public Parking Facilities Management
PROPOSER COMMUNICATION & REQUESTS
All correspondence, communication and/or contact in regard to any aspect of this RFP
shall be with the TOEP representative identified below.
Town of Estes Park
Dana Klein, Parking & Transit Manager
170 MacGregor Avenue, Room 100
Estes Park, CO 80517
Phone: 970-577-3577
Email: dklein@estes.org
Prospective Consultants and their representatives shall not make any contact or
communicate with any members of the TOEP, other than Dana Klein, Parking & Transit
Manager, regarding any aspect of this RFP.
At any time during this procurement, up to the time specified in “Proposal Schedule,”
prospective Consultants may submit a request for a clarification or interpretation of any
aspect or requirement of the RFP. All questions and subsequent answers will be included
in addendum documentation.
If it should appear to a prospective Consultant that the scope under the contract, or any
of the matters relating thereto, is not sufficiently described or explained in the RFP or
contract documents, or that any conflict or discrepancy exists between different parts
thereof or with any Federal, State, or local law, ordinance, rule, regulation, or other
standard or requirement, then the offeror shall submit a written request for clarification to
the TOEP within the time period specified above.
ADDENDA TO RFP
The TOEP reserves the right to amend the RFP at any time. Any amendments to or
interpretations of the RFP shall be described in written addenda. The TOEP shall post
addenda for prospective Consultants to access through BidNet and on the Town’s
website. It is the responsibility of prospective Consultants to access all addenda. All
addenda issued shall become part of the RFP.
If the TOEP determines that the addenda may require significant changes in the
preparation of proposals, the deadline for submitting the proposals may be postponed by
the number of days that the TOEP determines will allow offerors sufficient time to revise
their proposals. Any new due date shall be included in the addenda.
8 RFP – 2025 Public Parking Facilities Management
II. PROJECT OVERVIEW
PROJECT DESCRIPTION
The TOEP is seeking proposals from qualified firms to provide professional management
of the Town’s parking facilities on a cost-plus management fee basis, including most
notably and most time-sensitive, working with staff to implement Seasonal Paid Parking
beginning in May 2025.
The Town desires to engage an established parking management firm to assume
management of the Town’s public parking program in a manner that aligns with the
Town’s commitment to excellence in customer service for the benefits of residents and
visitors. The successful firm will need to be prepared to immediately begin working
collaboratively with the Parking and Transit Manager to ensure a smooth transition for the
upcoming parking season including, but not limited to, the following priorities:
Review existing paid parking technologies, including parking meter
infrastructure/hand-held devices, cash payment options, and mobile payment options
and provide recommendations on best practices or enhancements
Review of existing seasonal staffing needs, including recruitment and hiring for the
upcoming enforcement season
Assist in the continued development of a robust public education and communication
campaign, including website updates, instructional videos, collateral material,
signage, social media and traditional media, and public outreach
Review existing employee parking permit and incentive programs for those willing to
park in perimeter lots (in partnership with Town staff) and provide recommendations
on best practices or enhancements
Review existing local incentive option (120-minues of free parking daily for registered
residents within the Estes Park R-3 School District)
Deliver Key Performance Indicators (KPIs) to track the efficacy of the paid parking
program as well as the performance of all Town public parking facilities on a weekly
basis.
The downtown business district is served by (approximately) 2,200 public parking spaces
(Facilities) which are owned, maintained and managed by the Town. Exhibit 11 (2024
Parking Lot Counts) includes the names, addresses and brief description of all the Town
parking facilities to be included in this management contract. This exhibit also identifies
the current T2 Kiosk count at each paid parking location.
9 RFP – 2025 Public Parking Facilities Management
Additional pertinent statistics about the Town’s public parking system include:
Approximately 2,200 spaces, including on-street, off-street surface parking lots and
one parking structure (See Exhibit 11-2024 Parking Lot Counts and Details)
In the paid parking locations, the Town of Estes Park currently has a total of 15 T2
Digital Luke payment kiosks operating on the PS7 platform using solar and battery
power. These kiosks accept payments via credit card and cash. They are not
optioned to offer change or accept coins.
The paid parking locations also utilize ParkMobile zones for payment.
All payment methods allow for time extension.
The Town anticipates a need to add T2 Digital Luke payment kiosks in the coming
paid parking seasons. Exhibit 10 (Fee Proposal Spreadsheet) includes a request for
a cost per machine estimate.
The Town and the Management firm completes annual robust data-collection efforts.
Current parking occupancy and duration data is provided. (See TOEP Parking
Report_example). Historical data can be accessed via:
https://estespark.colorado.gov/parking
Town’s Parking & Transit Division issues citations daily from 10:00 a.m. to 5:00 p.m.
during the peak summer enforcement season (Memorial Day through October), The
Estes Park Police Department issues overnight citations (5:00 p.m. to 10:00 a.m.)
during the peak summer season and handles all parking citation issuance during the
off-season (October – May) and in areas outside of the downtown core.
All parking-related citations are currently $50 with no fine escalation for non-payment.
Citations paid within 14 days of issuance are reduced to $25. Violation of spaces with
persons with disabilities is $125 and Fire Lane Violations are $100. Historical citation
data includes:
o 2022: 2,920
o 2023: 2,840
o 2024 (YTD): 1,937
10 RFP – 2025 Public Parking Facilities Management
The Town issues several permit types. Information and current costs are described
in the table below:
Local 120 Minutes Free This free permit is available to those residing within the Estes Park
R3 School District.
Overnight Permit: Downtown
Resident
Only available to those who can demonstrate proof of downtown
residency AND do not have access to private parking. $35/yr
Overnight Permit: Downtown
Rental Unit / Commercial
Lodging
Only available to those who own, operate or manage a rental unit
/ hotel room / lodging property downtown AND do not have access
to private parking (or reasonably adequate private parking). $40/yr
Overnight Permit: General Use $10 per permit, per night (for up to seven nights)
Overnight Permit: Temporary
Guest
Downtown residents who do not have adequate off-street parking
may apply for a temporary permit for overnight guest use in a
designated parking lot. This permit authorizes a vehicle to park
between 5:00 p.m. and 10:00 a.m. for up to seven nights. $0 (Free)
Overnight Permit: Parking
Structure
Overnight permits are only available to those who register their
vehicle(s) in advance for up to seven nights. $0 (Free)
Business Permit: Commercial
Loading
Anyone who works or conducts business in the downtown core (as
defined by the Town of Estes Park’s Commercial Downtown (CD)
zoning district) is eligible to purchase this permit. It is valid only for
marked commercial or business vehicles; not for use on unmarked
personal vehicles. The vehicle displaying this permit must be
actively loading or unloading people and/or goods. $80/permit
Employee Convenience Permit Anyone who owns a business or property and/or works in the Estes
Park downtown core is eligible to purchase this permit, which is
valid for the entire paid parking season. $40/permit
Volunteer Permit Available to any business, organization, or governmental entity
that offers uncompensated employment or volunteer opportunities
in the Estes Park downtown core during the paid parking season.
2022 total permits issued: 3,426
2023 total permits issued: 4,167
2024 (year to date) total permits issued: 4,725
The Town’s Public Works and Internal Services Departments (Streets, Facilities,
Engineering) oversees all parking-related signage, Parking Facility general
maintenance, major maintenance, repairs, and capital reinvestment projects. The
Town anticipates that these Parking Facility maintenance functions will remain with
these various Public Works Divisions, including maintenance-related costs. However,
the selected management firm will perform regular, daily facility inspections and report
maintenance items, issues or concerns electronically (email, text) to the Parking &
Transit Manager during the peak season as part of the routine operations. Non-peak
season inspections should be conducted weekly.
11 RFP – 2025 Public Parking Facilities Management
Public Works is responsible for cleaning and clearing snow from all Parking Facilities
and from adjacent walkways/sidewalks, and this function will remain within the
relevant Public Works Division, including snow-removal costs. The Management firm
should report any maintenance items, issues or concerns electronically (email, text)
to the Parking & Transit Manager.
Public Works is responsible for all landscaping, including flower-planting and
maintenance within and/or adjacent to the Town’s Parking Facilities. This function will
remain within the relevant Public Works Division, including landscaping-related costs.
The Management firm should report any maintenance items, issues or concerns
electronically (email, text) to the Parking & Transit Manager.
SCOPE OF SERVICES
The purpose of this section is to provide qualified Consultants with the needed information
to enable them to prepare and submit a proposal for the Public Parking Facilities
Management.
The TOEP is seeking proposals from qualified firms to provide professional management
of the Town’s parking facilities on a cost-plus management fee basis, working with staff
to implement Seasonal Paid Parking beginning in Summer 2025.
The following parking management services are desired under the Professional Services
contract that would be executed with the Town. The descriptions are illustrative in nature
and not exhaustive. The final scope of services will be negotiated after this RFP selection
process has been conducted.
Work collaboratively with the Town’s Parking & Transit Manager to ensure excellence
in service delivery for all parking management activities, from administration to
enforcement.
Assign one (1) local management staff member to be physically available in Estes
Park, Monday through Friday during normal business hours during the off-season
and each day (Monday through Sunday) in addition to additional staff as needed to
ensure that someone can be reached by phone seven (7) days a week from 8:00 a.m.
to 5:00 p.m. during the peak summer season (May through October; specific
starting/ending days varies by year).
Hire, train, supervise, and evaluate seasonal parking staff (Parking Ambassadors) in
partnership with the Parking & Transit Manager and Estes Park Police Department
(EPPD); handle disciplinary and other personnel issues. It is anticipated that Parking
Ambassadors (at this time, at least two) shall be present in each the parking lots
12 RFP – 2025 Public Parking Facilities Management
designated for paid parking between 10:00 a.m. and 5:00 p.m., 7 days per week from
May through October; specific starting/ending days varies by year.
All staff – including both management and front-line (field operations) staff – should
present themselves to the public as representatives of the Town’s parking program
vs. an employee/representative of a specific management firm (a “white-labeled”
approach).
Assist with the development of necessary operating policies and procedures.
Perform daily, weekly, and monthly financial auditing and reconciliation.
Provide daily, monthly, and annual operations and financial reports in sufficient detail
to meet the Town’s requirements. Ensure compliance with all Town, State, Federal
and industry financial regulations, including conformity with PCI/EMV compliance.
Track and report parking-related weekly statistics for all facilities (e.g., parking
occupancies, durations, citation data, allocations, paid parking transactional data,
revenues, expenses, customer service, incentive program utilization, permits,
maintenance, and safety/security).
Provide responsive, hands-on customer service in a friendly and professional manner,
tracking and resolving customer service-related issues.
Assist the Town with development and implementation of a robust communications,
marketing and public education program that supports DPMP implementation goals,
Administer the paid parking program per Resolution 37-19 (See Exhibit 8 - Resolution
37-19) establishing parking fees), including management of all selected technology
solutions, daily handling of cash, development and tracking of KPIs, customer service,
and collaboration with Town staff to determine appropriate parking rates annually.
Maintain all parking equipment, coordinating with vendor(s) as appropriate and
authorized by the Town.
Work with relevant Town departments and appropriate vendors to ensure successful
wireless connections, communications connections, power connections and IT
viability for all parking management functions (e.g., paid parking equipment, mobile
and fixed License Plate Recognition (LPR) units, mobile application, handheld
devices, etc.)
13 RFP – 2025 Public Parking Facilities Management
o Current technology in place includes: T2 Digital Luke pay stations, T2 IRIS,
T2 Boss, Genetec Patroller LPR, Parkmobile, MiStall backoffice for
occupancy analytics, Sidekick (The Car Park proprietary) Enforcement and
Ticketing, Carma (The Car Park proprietary) Permit Management software
Conduct effective and efficient enforcement for parking violations, including citation
issuance, tracking, and if necessary, escalation (e.g., booting, towing or collections)
and adjudication.
Ensure all parking division employees are appropriately and professional outfitted and
visible, including wearing an identifying uniform, at all times, that has been approved
by the Town in advance for acceptance of color and design.
Administer the Town’s parking permit program, including permit issuance, renewal,
tracking and customer service inquiries.
Continually evaluate operations to advance the Town’s parking management goals
(as defined by Exhibit 5 - Town of Estes Park Downtown Parking Management Plan
(DPMP)) while also being flexible and responsive to the needs of the community.
Be knowledgeable regarding federal, state and local regulations that apply to the
operation, maintenance, and repair of a public parking system – including building and
safety regulations and inspection requirements, environmental regulations, the
Americans with Disabilities Act, and procurement regulations. Conduct operations of
the parking system so they comply with applicable federal, state, and local regulations.
Keep all Town equipment clean and in a proper state of maintenance and repair. The
Town will furnish and maintain the existing mobile (LPR) vehicle and the fixed LPR
cameras in the parking structure. The Town will also furnish radios for use by field
staff. The Town will install and maintain all parking signage and pavement markings.
Coordinate with the Estes Park Police Department to collect and log all parking
citations issued by the EPPD into the database of all citations issued by the
management firm.
The successful Consultant shall enter into a contract with the TOEP for complete
professional services to include aspects described above.
PROFESSIONAL SERVICES, TIME & FEES
Following selection of a Consultant based on qualifications, fee proposal/negotiations,
experience, interviews of top selected firms and other factors, the TOEP will enter into a
contract agreement for services. Payments shall not exceed the total contracted value.
14 RFP – 2025 Public Parking Facilities Management
Subcontracting is allowed and shall be line item detailed (See Exhibit 2 - Consultant’s
Personnel and Subcontractor Listing), and an estimated value identified for fee proposal
and initial contract purposes, with final scope and fee approved prior to commencing any
work.
METHOD OF PAYMENT
Public Works will process invoices for this project on a monthly basis. The amount of such
payment shall be based upon services provided and billing covering the work performed.
The invoice will be submitted electronically to the Parking & Transit Manager, as identified
above, for approval. If a new service is requested that is not listed in the proposal and
included in the contract, the Consultant and the TOEP will negotiate an appropriate price
and document the scope and cost of the service on a Change Order prior to any extra
work being done.
USE OF SUBCONSULTANTS
The proposing Consultant shall indicate in the proposal any work intended to be
performed by subconsultants or persons outside of their firm. The Consultant shall name
the subconsultants, if known at the time of proposal submittal. Subconsultants shall be
bound to meet the same quality standards and schedules. They will also provide the same
level of documentation as described in Instructions to Proposers (III) below.
AWARD OF CONTRACT
A formal contract will be awarded to the responsive and responsible proposing Consultant
whose proposal, conforming to the RFP and according to the selection factors, will be
most advantageous to the TOEP. If chosen, the Consultant will enter into an agreement
with the TOEP via Exhibit 4 - Professional Services Contract. The executed contract will
include a not-to-exceed contract amount. Invoicing shall be based on the Consultant’s
Fee Proposal schedule provided in the proposal and will not exceed the contract amount
without a previously approved change order executed with the TOEP and the Consultant.
The successful Consultant shall acquire a Town Business License prior to signing the
contract. A Town Business License can be obtained through the Town Clerk’s Office at
https://www.colorado.gov/pacific/townofestespark/businesslicensing.
15 RFP – 2025 Public Parking Facilities Management
MATERIAL OWNERSHIP
All hard copy and electronic material submitted regarding this RFP and subsequent
reports becomes the property of the TOEP and will only be returned to the Consultant at
the TOEP’s option. The TOEP has the right to use any or all information presented in
reply to this RFP. Disqualification of proposer does not eliminate this right.
TERM OF CONTRACT
The contract term resulting from this RFP shall be 1 year (12 months) from the date of
the executed contract. The contract has the potential to be renewed for up to four (4) 1-
year increments at the discretion of the Town and acceptance by the firm. Fees will be
negotiated prior to the implementation of each renewal period. The TOEP will generate
the Professional Services Contract in accordance with TOEP policy (Exhibit 4 -
Professional Services Contract). A contract term that is acceptable for both the TOEP
and selected firm would be negotiated upon selection.
III. INSTRUCTIONS TO PROPOSERS
ORGANIZATION OF THE PROPOSAL
Eligibility to submit a proposal begins with virtual attendance at a mandatory pre-
proposal conference which will be held on Wednesday, November 6, 2024 @ 2:00PM
MST. The proposal shall be organized per the submittal format outlined below.
Organization and brevity are appreciated. The sections of the RFP shall be indexed
per the seven (7) sections noted below in the submittal format for easy reference.
1) Cover Letter: Identify the proposer’s name, mailing address, telephone number and
contact person(s). The letter should explain an understanding of the Request of
Proposal and acknowledgement of addenda (if issued). The cover letter must be
signed by the proposer and should be limited to two (2) pages.
2) Project Approach: Based upon the Scope of Services, project data provided in this
RFP, and available supplemental data, provide a narrative description of the work to
be accomplished and the firm’s approach to completing the work. The overview should
articulate an understanding of the TOEP's needs. The overview should describe the
proposed work, all applicable requirements, and should be limited to eight (8) pages.
Please submit a sample Monthly Management Report (does not count towards page
count total).
3) Key Personnel & Firm Qualifications: Include background experience and
education for the primary members of the team. The primary contact for the firm should
be clearly defined. It is highly desired that the firm’s project manager has relevant
experience in parking facilities management. Identify the specific role(s) anticipated
for this project and highlight the unique elements/qualifications provided by the team.
16 RFP – 2025 Public Parking Facilities Management
Provide background information including education, professional titles, related
qualifications, specific roles in past projects, and relevant experience. This should be
limited to five (5) pages.
The successful firm must be capable of providing adequate, knowledgeable, and local
personnel to fulfill the requirements of the proposed agreement. It is a requirement of
the Town that key personnel identified during the consultant selection process, will
participate in, and execute the project. Substitution of key personnel after the award
of contract will require TOEP approval, as project lead personnel are considered
essential.
4) Schedule & Availability: Demonstrate and confirm your firm’s ability to meet the daily
and weekly requirements needed to execute this program. This should be limited to
two (2) pages.
5) Exhibits: Review all attachments. Complete, sign and date Exhibits 1, 2, 3 and 10
6) Experience & References: Provide a list of at least three (3) previous project
references of similar scope completed or begun within the last three (3) years. Include
specific information about each project that applies to the experience of your firm
relative to this RFP. Provide a list of references for projects that your firm has
completed (and, if applicable, at least one (1) of those projects should be for work that
any sub-consultants have performed with your firm, collectively as a team). This
should be limited to six (6) pages.
7) Project Cost Proposal & Hourly Rate Fee Schedule : Consultants shall complete
the comprehensive summary of the expected cost of this project (see Exhibit 10 – Fee
Proposal Spreadsheet). A summary explanation of the fee proposal can be provided
if needed to supplement (not replace) Exhibit 10. Fee proposals should estimate the
intensity of workload for various tasks. The Town will accept proposals from parking
management firm to manage its public Parking Facilities under a cost-plus
management fee type contract. If necessary, any changes to the estimated scope
and fee for these services will be negotiated and then documented via change order.
Selection of the preferred firm will be based on qualifications (See Selections Criteria
Matrix below), fee proposal, previous experience and interviews (if deemed necessary by
the project team). Upon selection of the preferred firm, the TOEP will work with the
selected team to finalize a detailed Scope of Services and fee. If subsequent fee
negotiations are unsuccessful, TOEP reserves the right to negotiate with the next highest-
scoring candidate.
17 RFP – 2025 Public Parking Facilities Management
PROPOSAL SUBMISSION
All proposals must be submitted to the Parking & Transit Manager by 2:00 PM (MST) on
Friday, November 22, 2024. Proposals must be submitted through one of the following
means:
A.‘BidNet’: Response to the solicitation on Rocky Mountain E-Purchasing System
(www.rockymountainbidsystem.com); or
B. Email to Dana Klein, Parking & Transit Manager (dklein@estes.org)
a. Subject line: Public Parking Facilities Management Proposal
LATE PROPOSALS WILL NOT BE ACCEPTED OR CONSIDERED.
PROPRIETARY INFORMATION
All information included in any proposal that is of a proprietary nature must be clearly
marked as such. The TOEP shall be held harmless from any claims arising from the
release of proprietary information not clearly designated as such by the proposing firm.
In general, it is not acceptable to the TOEP to mark information other than financial data
as proprietary without the written authorization from the Public Works Director. Failure to
adhere to this restriction could result in rejection of the entire proposal. The TOEP has
the right to use any or all ideas presented in reply to this RFP. Disqualification of the
proposer does not eliminate this right.
REJECTION OF PROPOSAL
The Town of Estes Park reserves the right to cancel this Request for Proposal; reject any
Proposal, in whole or in part; to modify the Scope of Work to be done as mandated by
budgetary requirements; and to waive informalities or irregularities in the Proposals
received, when it is in the Town's best interest to do so. The total cost of proposal
preparation, submission, and any travel or accommodations resulting from invitation to
interview shall be covered by the Offeror.
USE OF SUBCONTRACTORS
The proposing firm shall indicate in the proposal any work intended to be performed by
subcontractors or persons outside of their firm (e.g., partnering firms, consultants, etc.).
The Offeror shall name the partner firms, if known, at the time of proposal submittal.
Partners and subcontractors shall be bound to meeting the same quality standards and
schedules as the proposing firm. They will also provide the same level of documentation
(insurance & business licenses).
18 RFP – 2025 Public Parking Facilities Management
DISADVANTAGED BUSINESS ENTERPRISE (DBE)
The TOEP, in accordance with Title VI of the Civil Rights Act of 1964, and Title 49, Code
of Federal Regulations (CFR), notifies all bidders and proposers that it will affirmatively
ensure that, in any contract entered into for this solicitation, disadvantaged business
enterprises will be afforded full opportunity to participate in the solicitation process and
will not be discriminated against on the grounds of race, color, or national origin. There is
no DBE requirement for this project, however DBE participation is strongly encouraged.
INSURANCE REQUIREMENTS
Insurance Certificates are not required with the proposal but shall be provided by the
selected management firm with the signed Professional Services Contract. The TOEP
must approve the successful firm’s/firm(s) insurance prior to execution of the agreement
by the TOEP Board of Trustees. The successful firm shall also acquire a TOEP Business
License prior to signing the agreement, at their own expense.
PROPOSAL REVIEW, EVALUATION & SELECTION PROCESS
Respondents should submit a comprehensive, but concise, RFP submittal. Failure of the
respondents to provide any information requested in this RFP may result in
disqualification of the submitted proposal.
Submittal Review: The Review Committee shall evaluate and rank proposal submittals
based on alignment with the RFP requirements, Submittal Format, and Review Criteria.
Interviews may be scheduled at TOEP discretion, however TOEP reserves the right to
select a firm based on the proposals only.
Interview of Finalists: At the TOEP’s option, the field will be narrowed to the top
responsive proposers and they will be invited to interview with the review committee, in a
to-be-defined format. The finalists will have approximately one (1) week to prepare their
presentation for the committee.
Disclaimer: Any Professional Services Agreement is subject to the review and approval
of the TOEP Board of Trustees.
19 RFP – 2025 Public Parking Facilities Management
SELECTION CRITERIA
The objective of the Evaluation and Selection Committee will be to evaluate proposals
against the criteria set forth here-in:
Selection Criteria Point
Value
Item #1: RFP completion. How complete and concise was the
executive summary and RFP response? Was the RFP well
organized, with complete information responding to all of the
submittal criteria?
10 Points
Item #2: Project Approach. RFP documents a clear understanding of
the Town’s needs and clear direction toward completing the
scope of work.
20 Points
Item #3: Key Personnel. Experience of key personnel. Relevant
parking management background including with
municipality/government experience. Demonstrated skill in
implementing paid parking.
20 Points
Item #4: Fee Proposal: Comprehensive description of fees.Proposed
cost relative to budget
15 Points
Item #5: Schedule. Ability to achieve the Town’s stated goals within
the desired timeframe, most critically implementing paid parking
by approximately May 23, 2025. Submitted complete and
understandable scheduling approach.
10 Points
Item #6:Firm Experience & Qualifications. Relevant experience
managing parking operations for a municipal program of a size
and scope similar to TOEP. General personnel and operational
budget are consistent with the current market. Anticipated costs
are logical and consistent with scope of work.
15 Points
Item #7: References. References verifying quality of work performed
with relevant and similar type facility planning projects.
10 Points
Total Points 100 Points
Based on the point system, the firms will be ranked in order of their perceived ability to
perform the work. The top firms MAY be interviewed, and after interviews, points may be
recomputed.
20 RFP – 2025 Public Parking Facilities Management
GENERAL REQUIREMENTS
The successful firm shall:
Have demonstrated experience in all professional services requested in this RFP
Enter into a contract with the TOEP to provide services for Public Parking Facilities
Management
Provide proof of and maintain insurance coverage for the duration of the contract
period as outlined in the TOEP’s Professional Services Agreement
Operate as an independent contractor and will not be considered employee(s) of TOEP
Be paid on actual invoices as work is completed
SITE PARAMETERS
The selected Consultant will work closely with TOEP staff to develop improvements in a
manner that will minimize the impact to the citizens.
DELIVERABLES
The Consultant shall provide monthly reports and invoices in the format agreed upon
with the Town.
Findings from scheduled inspections and weekly KPI will be provided electronically to
the Parking & Transit Manager.
TOWN REPRESENTATIVES
The TOEP’s representative on this project will be Dana Klein, Parking & Transit Manager,
of the Public Works Department. All progress meetings, project review, field meetings,
day-to-day work, and project related contact will be coordinated through the Parking &
Transit Manager.
PROJECT SCHEDULE
The Off-Peak parking season is Mid-October – Mid-May
The Peak season is Mid-May – Mid-October
Specific starting/ending days vary each year and will be announced in advance to allow
sufficient planning for the upcoming season.
PROTEST PROCEDURES
Any person adversely affected by this solicitation shall file with the Town Clerk, Town of
Estes Park, P.O. Box 1200, Estes Park, CO 80517 a Notice of Protest, in writing, at least
five (5) calendar days prior to the date on which proposals are to be received. Protests
will be considered and responded to in writing prior to the proposal due date of Friday,
21 RFP – 2025 Public Parking Facilities Management
November 22, 2024. If the protest is sustained, the proposal due date may be delayed,
and an addendum issued to modify the due date or cancel the solicitation. If the protest
is denied, the proposal due date is upheld, and submissions will be required as originally
scheduled.
Any person adversely affected by a decision in connection with this solicitation shall file
a Formal Written Protest, in writing, within five (5) calendar days of receipt of the decision
with the TOEP Parking & Transit Manager.
The formal written protest shall state with particularity the facts and law upon which the
protest is based.
Protesters may not challenge the evaluation criteria or the relative weight of the evaluation
criteria or the formula for making an award determination.
Upon receipt of a formal written protest that has been filed in a timely manner, the Parking
& Transit Manager shall stop the proposal solicitation process or the award process until
the subject of the protest is resolved by mutual agreement or by final action of the TOEP
Board of Trustees.
The Parking & Transit Manager shall provide an opportunity to resolve the protest by
mutual agreement between the parties within seven (7) working days of receipt of a formal
written protest. If the protest is not resolved by mutual agreement within seven (7)
working days, the Parking & Transit Manager and/or the protestor shall refer the protest
to: Town Administrator, Town of Estes Park, P.O. Box 1200, Estes Park, CO 80517.
The TOEP Board of Trustees will review the protest and the Parking & Transit Manager’s
decision, and either concur or reverse the decision at the next possible regular meeting
of the Town Board.
TOWN OF ESTES PARK
Dana Klein, CPP, CCTM
Parking & Transit Manager
Public Works Department
Parking & Transit Division
Town of Estes Park
170 MacGregor Ave
Estes Park, CO 80517
dklein@estes.org
970-577-3577
RFP –Public Parking Facilities Management - 2025
TOWN OF ESTES PARK
ACCEPTANCE OF CONDITIONS STATEMENT
No employee, elected or appointed official of the Town of Estes Park, or any such
person’s spouse or dependent child has an existing or pending, direct or indirect,
financial, ownership or personal interest in the proposing firm of this Request for
Proposal, except as follows:
I/we hereby agree to all instructions, terms and conditions, and specifications contained
herein. I/we acknowledge receipt of the following Addenda:
Proposing Firm:
Address:
Telephone No.
Submitted By:
Signature
Printed Name
Title
Date:
Attest:
Signature
Printed Name
22
RFP –Public Parking Facilities Management - 2025
CONSULTANT’S PERSONNEL AND SUBCONTRACTING LISTING
Name Role
Add lines as needed on back.
Illegal Aliens:
The Contractor certifies that the Contractor shall comply with the provision of CRS 8-17.5-101, et
seq. The Contractor shall not knowingly employ or contract with an illegal alien to perform work
under this contract or enter into a contract with a subcontractor that knowingly employs or
contracts with an illegal alien to perform work under this contract. The Contractor represents,
warrants, and agrees that it:
i. Has verified that it does not employ any illegal aliens, through participation in the Basic
Pilot Employment Verification Program administered by the Social Security Administration
and the Department of Homeland Security, or
ii. Otherwise will comply with the requirements of CRS 8-17.5-102(2)(b)(I). The Contractor
shall comply with all reasonable requests made in the course of an investigation by the
Colorado Department of Labor and Employment. If the Contractor fails to comply with any
requirement of this provision or CRS 8-17.5-101, et seq., the Town may terminate this
contract for breach of contract, and the Contractor shall be liable for actual and
consequential damages to the Town.
23
RFP –Public Parking Facilities Management - 2025
If the Contractor obtains actual knowledge that a subcontractor performing work under this
contract knowingly employs or contracts with an illegal alien, the Contractor shall:
i. Notify the subcontractor and the Town within three days that the Contractor has actual
knowledge that the subcontractor is employing or contracting with an illegal alien; and
terminate the subcontract with the subcontractor if within three days of receiving the notice
required pursuant to sub-paragraph (a.) above, the subcontractor does not stop employing or
contracting with the illegal alien, unless the subcontractor provides information to establish that
the subcontractor has not knowingly employed or contracted with an illegal alien.
24
RFP –Public Parking Facilities Management - 2025
TOWN OF ESTES PARK
REFERENCE AUTHORIZATION AND RELEASE FORM
To:
By:
(Proposer)
A Corporation
A Partnership whose address is
An Individual
Proposer hereby authorizes Town to perform such investigation of proposer as the Town
deems necessary to establish the qualifications, responsibility and financial ability of
proposer. By its signature hereon, proposer authorizes owner to obtain reference
information concerning proposer and releases the party providing such information
named above and the Town from any and all liability to proposer as a result of any such
reference information provided.
Proposer further waives any right to receive copies of reference information provided to
the Town. An executed copy of this Reference Authorization and Release Form may be
used with the same effectiveness as an original.
By:
Printed Name:
Title:
Date:
25
RFP –Public Parking Facilities Management - 2025
TOWN OF ESTES PARK
PROFESSIONAL SERVICES CONTRACT (example)
PROFESSIONAL SERVICES CONTRACT
For the Public Parking Facilities Management as outlined in the Request for Proposal:
The parties, the Town of Estes Park, Colorado (Town), a municipal corporation, and
Contractor Name, a Companies legal entity, whose address is Contractors Address, make this
Contract this __________ day of ____________________, 2024, at the Town of Estes Park,
Colorado, considering the following facts and circumstances:
1. RECITALS:
1. Town desires to use the services of Consultant outlined in Consultant's Proposal; and
2. Consultant has agreed to provide the Services outlined in its Proposal, on the terms and
conditions stated in this Contract.
2. CONTRACT: This Agreement is a Contract, representing the entire and integrated
agreement between the parties and supersedes any prior negotiations, written or oral
representations and agreements. The Agreement incorporates the following Contract Documents.
In resolving inconsistencies between two or more of the Contract Documents, they shall take
precedence in the order enumerated, with the first listed Contract Document having highest
precedence.
The Contract Documents, except for amendments executed after execution of this Contract, are:
1. Change Orders;
2. Notice to Proceed;
3. This Contract;
4. The following Addenda, if any:
Number Date Page(s)
5. The following Special Conditions of the Contract, if any:
Document Title Page(s)
6. Notice of Award;
26
RFP –Public Parking Facilities Management - 2025
7. Request for Proposals, containing XX pages, dated XXX;
8. Consultant's Proposal, containing XX pages, dated XXX; and
9. Insurance Certificates.
3. SCOPE OF SERVICES: Consultant shall provide and furnish at its own cost and expense
all materials, machinery, equipment, tools, superintendence, labor, insurance and other
accessories and services necessary to provide its Services in strict accordance with the conditions
and prices stated in the Contract Documents.
4. BEGINNING WORK AND COMPLETION SCHEDULE: The Consultant shall begin
services under this Contract upon receiving Town’s Notice to Proceed. Consultant shall timely
perform its Services, according to the Proposal Schedule outlined on page 5 of the Request for
Proposal and incorporated into this Contract or as otherwise directed by Town.
5. PRICE: The Town will pay Consultant for the performance of this Contract, not to
exceed Contract Price, as the Price for the total Services performed as stipulated in Consultant's
Proposal. This Contract does not create a multiple fiscal year direct or indirect debt or other
financial obligation. Each request for service shall incur a concurrent debt for that request
only. All financial obligations of the Town under this Contract are contingent upon
appropriation, budgeting, and availability of specific funds to discharge such obligations.
6. TIME OF PAYMENTS TO THE CONSULTANT: The Consultant shall bill its charges
to the Town periodically, but no more frequently than once a month. Each bill shall contain a
statement of the time the primary employees spent on the Services since the previous bill, a brief
description of the Services provided by each such employee, and an itemization of direct
expenses. The Town will pay each such bill which it finds to be in accordance with this Contract
within forty-five days of its receipt. If Town questions any part of a bill, finds any part of a bill
does not conform to this Contract, or claims the right to withhold payment of any part of a bill, it
will promptly notify Consultant of the question, nonconformity or reasons for withholding.
7. QUALIFICATIONS ON OBLIGATIONS TO PAY: No partial payment shall be final
acceptance or approval of that part of the Services paid for, or shall relieve Consultant of any of
its obligations under this Contract. Notwithstanding any other terms of this Contract, Town may
withhold any payment (whether a progress payment or final payment) to Consultant under the
following conditions:
1. Consultant fails to promptly pay all bills for labor, material, or services of consultants
furnished or performed by others to perform Services.
2. Consultant is in default of any of its obligations under this Contract or any of the Contract
Documents.
27
RFP –Public Parking Facilities Management - 2025
3. Any part of such payment is attributable to Services not conforming to this Contract.
(Town will pay for any part attributable to conforming Services).
4. Town, in its good faith judgment, determines that the compensation remaining unpaid
will not be sufficient to complete the Services according to this Contract.
8. CONSULTANT'S DUTIES:
1.Town enters into this Contract relying on Consultant’s special and unique abilities to
perform the Services. Consultant accepts the relationship of trust and confidence
established between it and the Town by this Contract. Consultant will use its best efforts,
skill, judgment, and abilities. Consultant will further the interests of Town according to
Town’s requirements and procedures, according to high professional standards.
2. Consultant has and will undertake no obligations, commitments, or impediments of any
kind that will limit or prevent its performance of the Services, loyally, according to the
Town's best interests. In case of any conflict between interests of Town and any other
entity, Consultant shall fully and immediately disclose the issue to Town and, without
Town's express approval, shall take no action contrary to Town's interests.
3.Consultant’s Services under this Contract shall be of at least the standard and quality
prevailing among recognized professionals of expert knowledge and skill engaged in the
Consultant's same profession under the same or similar circumstances.
4. Consultant's work, including drawings and other tangible work products provided to
Town, will be accurate and free from any material errors, and will conform to the
requirements of this Contract. Town approval of defective drawings or other work shall
not diminish or release Consultant's duties, since Town ultimately relies upon
Consultant's skill and knowledge.
5. The Contract Documents determine whether the Consultant's Scope of Services includes
detailed independent verification of data prepared or supplied by Town. Consultant will,
nevertheless, call to Town's attention anything in any drawings, plans, sketches,
instructions, information, requirements, procedures, or other data supplied to Consultant
(by the Town or any other party) that Consultant knows, or reasonably should know, is
unsuitable, improper, or inaccurate for Consultant's purposes.
6. Consultant shall attend such meetings on the work stated in this Contract (Proposal
Schedule outlined on page 5 of the Request for Proposal), as Town requires. Town will
give reasonable notice of any such meetings, so Consultant may attend. Town will pay
for any meeting time exceeding Consultant’s total estimate of included hours, according
to Consultant’s fee schedule attached to Consultant’s proposal.
28
RFP –Public Parking Facilities Management - 2025
7. As applicable state and federal laws may require, Consultant will assign only persons
duly licensed and registered to do work under this Contract.
8. Consultant shall furnish efficient business administration and superintendence and
perform the Services in the most efficient and economical manner consistent with the
best interests of Town.
9. Consultant shall keep its books and records for Services and any reimbursable expenses
according to recognized accounting principles and practices, consistently applied.
Consultant shall make them available for the Town's inspection at all reasonable times.
Consultant shall keep such books and records for at least three (3) years after completion
of the Services.
9. TOWN'S DUTIES:
1. Town will provide full information to the Consultant on the Town's requirements in a
timely manner.
2. Town will assist the Consultant by providing such pertinent information available to
Town, including maps, studies, reports, tests, surveys and other data, as Consultant
specifically requests.
3. Town will examine all tests, reports, drawings, specifications, maps, plans and other
documents presented by the Consultant to Town for decisions. Town will obtain the
advice of other consultants, as the Town thinks appropriate. Town will give decisions to
the Consultant in writing within a reasonable time.
4. Town will appoint a person to act as Town's representative on this Agreement. This
person will have authority to issue instruction, receive information, interpret and define
the Town's policies and decisions on the Consultant’s Services.
5. Town will give prompt written notice to the Consultant when the Town notices any
development that affects the scope or timing of the Services.
10. USE OF FINAL PRODUCT: Consultant may have limited involvement after the
completion of this Agreement and lacks control of the future use of Consultant's work. Except
for deficiencies in Consultant’s performance under this Agreement, future use and interpretation
of Consultant’s work is at the risk of Town or other users.
1. The Consultant will keep record copies of all work product items delivered to the Town.
29
RFP –Public Parking Facilities Management - 2025
11. OWNERSHIP OF DOCUMENTS AND OTHER MATERIALS: All drawings,
specifications, computations, sketches, test data, survey results, renderings, models, and other
materials peculiar to the Services of Consultant or Consultant’s subconsultants under this
Contract are property of Town, for its exclusive use and re-use at any time without further
compensation and without any restrictions. Consultant shall treat all such material and
information as confidential, and Consultant shall neither use any such material or information or
copies on other work nor disclose such material or information to any other party without Town's
prior written approval. Upon completion of Services, or at such other time as the Town requires,
Consultant shall deliver to the Town a complete, reproducible set of all such materials. For
copyright ownership under the Federal Copyright Act, Consultant conveys to Town and waives
all rights, title and interest to all such materials in written, electronic or other form, prepared
under this Contract. Town shall have worldwide reprint and reproduction rights in all forms and
in all media, free of any claims by the Consultant or its subconsultants and subcontractors. The
Town's rights, granted above, in drawing details, designs and specifications that are Consultant's
standard documents for similar projects, and in Consultant’s databases, computer software and
other intellectual property developed, used or modified in performing Services under this
Contract are not exclusive, but joint rights, freely exercisable by either the Town or the
Consultant.
All design documents, including drawings, specifications, and computer software prepared
by Consultant according to this Contract comprise Consultant's design for a specific Project.
Neither party intends or represents them as suitable for reuse, by Town or others, as designs
for extension of that same Project or for any other project. Any such reuse without prior
written verification or adaptation by Consultant for the specific purpose intended will be at
user's sole risk and without liability or legal exposure to Consultant. Except as required for
performance under this Contract, Consultant's verification or adaptation of design
documents will entitle Consultant to additional compensation at such rates as the Consultant
may agree.
12. CHANGE ORDERS: Town reserves the right to order work changes in the nature of
additions, deletions, or modifications, without invalidating this agreement, and agrees to make
corresponding adjustments in the contract price and time for completion. All changes will be
authorized by a written change order signed by Town. Work shall be changed, and the contract
price and completion time shall be modified only as set out in the written change order.
30
RFP –Public Parking Facilities Management - 2025
13. SERVICE OF NOTICES: The parties may give each other required notices in person or
by first class mail or by email to their authorized representatives (or their successors) at the
addresses listed below:
TOWN OF ESTES PARK:
Dana Klein
Parking & Transit Manager
170 Macgregor Ave
Estes Park, CO 80517
970-577-3577
dklein@estes.org
CONSULTANT:
[Enter name, title & address of consultant's
authorized rep.,
14. COMPLIANCE WITH LAW: Consultant will perform this Contract in strict compliance
with applicable federal, state, and municipal laws, rules, statutes, charter provisions, ordinances,
and regulations (including sections of the Occupational Safety and Health Administration
[OSHA] regulations, latest revised edition, providing for job safety and health protection for
workers) and all orders and decrees of bodies or tribunals applicable to work under this Contract.
Consultant shall protect and indemnify Town against any claim or liability arising from or based
on the violations of any such law, ordinance, regulation, order, or decrees by itself or by its
subcontractors, agents, or employees. Town assumes no duty to ensure that Consultant follows
the safety regulations issued by OSHA.
15. PERMITS AND LICENSES: The Consultant shall secure all permits and licenses, pay all
charges, files, and taxes and give all notices necessary and incidental to the lawful prosecution of
its Services. Anyone conducting business in the Town of Estes Park is required a business
license which can be obtained from the Town Clerk’s Office.
16. PATENTED DEVICES, MATERIALS AND PROCESSES: The Consultant shall hold
and save harmless the Town from all claims for infringement, by reason of fee use of any
patented design, device, material, process, or trademark or copyright and shall indemnify the
Town for any costs, expenses, and damages, including court costs and attorney fees, incurred by
reason of actual or alleged infringement during the prosecution or after completion of Services.
17. INSURANCE: Consultant shall, at its own costs, secure and continuously maintain
through the term of this Contract the minimum insurance coverages listed below, with forms and
insurers acceptable to Town. In addition, Consultant shall maintain such coverages for the
insurance listed in Paragraphs 17.1, 17.3 and 17.4 for two additional years. For any claims-made
policy, Consultant shall include the necessary retroactive dates and extended reporting periods to
maintain continuous coverage.
31
RFP –Public Parking Facilities Management - 2025
1. Professional Liability/Errors and Omissions for at least $1,000,000.
2. Workers' Compensation according to the Workers' Compensation Act of the State of
Colorado and Employer's Liability with limits of at least $500,000.
3. General liability, including contractual liability, of at least $1,000,000 per each
occurrence plus an additional amount adequate to pay related attorney's fees and defense
cost. Coverage shall include bodily injury, property damage, personal injury, and
contractual liability.
4. Comprehensive Automobile Liability with minimum limits for bodily injury and property
damage coverage of at least $1,000,000 per each occurrence plus an additional amount
adequate to pay related attorneys' fees and defense costs, for each of Consultant's owned,
hired or non-owned vehicles assigned to or used in performance of this Contract.
5. Valuable Papers insurance in an amount adequate to assure the restoration of any plans,
drawings, field notes, or other similar data related to the services covered by this Contract
in case of their loss or destruction.
6. The required general liability and comprehensive automobile liability policies shall
contain endorsements to include Town and its officers and employees as additional
insureds. The required professional liability and workers’ compensation policies or
coverages shall not contain endorsements including the Town, its officers or employees
as additional insureds. Every policy required above shall be primary insurance. Any
insurance or self-insurance benefits carried by Town, its officers, or its employees, shall
be in excess and not contributory to that provided by Consultant.
7. Consultant shall, upon request, provide Town a certified copy of each required policy.
8. As evidence of the insurance coverages required by this Contract, before beginning work
under this Contract, Consultant shall furnish certificates of insurance certifying that at
least the minimum coverages required here are in effect and specifying the liability
coverages (except for professional liability) are written on an occurrence form to:
Town of Estes Park
170 MacGregor Avenue
PO Box 1200
Estes Park, CO 80517
Attention: Dana Klein, Parking & Transit Manager
With the exception of professional liability and workers’ compensation, policy or
policies providing insurance as required will defend and include the Town, its Board,
officers, agents and employees as additional insureds on a primary basis for work
performed under or incidental to this Contract. Required insurance policies shall be
32
RFP –Public Parking Facilities Management - 2025
with companies qualified to do business in Colorado with a general policyholder’s
financial rating acceptable to the Town. The policies shall not be cancelable or subject
to reduction in coverage limits or other modification except after thirty days prior
written notice to the Town. General liability and automobile policies shall be for the
mutual and joint benefit and protection of the Consultant and the Town. These policies
shall provide that the Town, although named as an additional insured, shall
nevertheless be entitled to recover under said policies for any loss occasioned to it, its
officers, employees, and agents by reason of acts or omissions of the Consultant, its
officers, employees, agents, sub-consultants, or business invitees. They shall be
written as primary policies not contributing to and not in excess of coverage the Town
may carry.
9. If Consultant is self-insured under the laws of the State of Colorado, Consultant shall
provide appropriate declarations and evidence of coverage.
10. Consultant shall not cancel, change, or fail to renew required insurance coverages.
Consultant shall notify Town's designated person responsible for risk management of any
reduction or exhaustion of aggregate limits, which Town may deem to be a breach of this
Contract.
11. The Town relies on, and does not waive or intend to waive, by any provision of this
Contract, the monetary limitations or any other rights, immunities, and protections
provided by the Colorado Governmental Immunity Act, § 24-10-101 et seq., C.R.S., as
from time to time amended, or otherwise available to the parties, their officers, or their
employees.
12. If any insurance required here is to be issued or renewed on a claims-made form as
opposed to the occurrence form, the retroactive date for coverage will be no later than the
commencement date of the project and will state that in the event of cancellation or
nonrenewal, the discovery period for insurance claims (tail coverage) will be at least 72
months.
13. Consultant shall not cancel, non-renew or cause insurance to be materially changed or
replaced by another policy without prior approval by Town.
18. INDEMNIFICATION:
1. Consultant and its agents, principals, officers, partners, employees, and subcontractors
("Indemnitors") shall and do agree to indemnify, protect, and hold harmless the Town, its
officers, employees, and agents ("Indemnitees") from all claims, damages, losses, liens,
causes of actions, suits, judgments, and expenses (including attorneys’ fees), of any
nature, kind, or description ("Liabilities") by any third party arising out of, caused by, or
resulting from any Services under this Contract if such Liabilities are: (1) attributable to
bodily injury, personal injury, sickness, disease, or death of any person, or to the injury or
33
RFP –Public Parking Facilities Management - 2025
destruction of any tangible property (including resulting loss of use or consequential
damages) and (2) caused, in whole or in part, by any error, omission or negligent act of
the Consultant, anyone directly or indirectly employed by it, or anyone for whose acts
Consultant may be liable.
2. If more than one Indemnitor is liable for any error, omission or negligent act covered by
this Agreement, each such Indemnitor shall be jointly and severally liable to the
Indemnitees for indemnification and the Indemnitors may settle ultimate responsibility
among themselves for the loss and expense of any such indemnification by separate
proceedings and without jeopardy to any Indemnitee. This Agreement shall not eliminate
or reduce any other right to indemnification or other remedy the Town, or any of the
Indemnitees may have by law.
3. As part of this indemnity obligation, the Consultant shall compensate the Town for any
time the Town Attorney's Office and other counsel to the Town reasonably spend on such
claims or actions at the rates generally prevailing among private practitioners in the Town
of Estes Park for similar services. This obligation to indemnify the Town shall survive
the termination or expiration of this Agreement.
19. INDEPENDENT CONTRACTOR: Consultant shall perform all Services under this
Agreement as an independent contractor, and not as an agent or employee of Town. No
employee or official of Town shall supervise Consultant. Consultant shall exercise no
supervision over any employee or official of Town. Consultant shall not represent that it is an
employee or agent of the Town in any capacity.Consultant’s officers, employees and agents
are not entitled to Workers' Compensation benefits from the Town, and Consultant is
obligated to pay federal and state income tax on money earned under this Agreement.
Except as this Agreement expressly states, Consultant shall, at its sole expense, supply all
buildings, equipment and materials, machinery, tools, superintendence, personnel, insurance and
other accessories and Services necessary. This Agreement is not exclusive; subject the terms of
this Agreement, Town and Consultant may each contract with other parties.
20. PROVISIONS CONSTRUED AS TO FAIR MEANING: Any tribunal enforcing this
Agreement shall construe its terms as to their fair meaning, and not for or against any party based
upon any attribution to either party.
21. HEADINGS FOR CONVENIENCE: All headings, captions and titles are for
convenience and reference only and of no meaning in the interpretation or effect of this Contract.
22. NO THIRD-PARTY BENEFICIARIES: The parties intend no third-party beneficiaries
under this Contract. Any person besides Town or Consultant receiving services or benefits under
this Agreement is an incidental beneficiary only.
23.TOWN’S RIGHT TO BAR PERSONNEL FROM WORK SITE: For conduct the Town
(in its sole discretion) decides may violate applicable laws, ordinances rules or regulations, or
34
RFP –Public Parking Facilities Management - 2025
may expose Town to liability or loss, Town may bar any person (including Consultant's and
subconsultants’ and subcontractors’ employees) from the Town's work sites. Such a bar shall not
require any employee's discharge from employment, but shall merely prohibit the employee's
presence at Town’s work sites. Such a bar shall not warrant an increase in contract time or Price.
24. WAIVER: No waiver of any breach or default under this Agreement shall waive any
other or later breach or default.
25. TERM: This Contract shall commence on Wednesday, August 14, 2024, and shall
continue through Monday, March 31, 2025 with the option of four (4) additional 1-year
renewals, based upon agreement of both parties.
26. TERMINATION:
1. In addition to any other available remedies, either party may terminate this Contract if the
other party fails to cure a specified default within seven (7) days of receiving written
notice of the default. The notice shall specify each such material breach, in reasonable
detail.
2. Town may, at any time, terminate performance of the work, in whole or in part, for its
own convenience. The Town may effect such termination by giving Consultant written
Notice of Termination specifying the extent and effective date of termination. In case of
termination, for convenience, Town shall pay Consultant for work satisfactorily
completed, to the date of termination. The Town shall determine the portion of work
completed.
3. If either party so terminates, the Consultant shall promptly deliver to the Town all
drawings, computer programs, computer input and output, analysis, plans, photographic
images, tests, maps, surveys and writer’s materials of any kind generated in the
performance of its Services under this Contract up to and including the date of
termination.
27. SUSPENSION: Without terminating or breaching this Contract, the Town may, at its
pleasure, suspend fee services of the Consultant hereunder. Town may effect suspension by
giving the Consultant written notice one (1) day in advance of the suspension date. Upon receipt
of such notices the Consultant shall cease their work as efficiently as possible, to keep total
charges to a minimum. The Town must specifically authorize any work performed during
suspension. Since suspension and subsequent reactivation may inconvenience the Consultant,
Town will endeavor to provide advance notice and minimize its use. After a suspension has been
in effect for thirty days, the Consultant may terminate this Contract at will.
35
RFP –Public Parking Facilities Management - 2025
28. ASSIGNMENT AND DELEGATION: Except as stated, neither party may assign its
rights or delegate its duties under this Contract without the express written approval of the other.
29. SUBCONTRACTING: Except subconsultant(s) clearly identified and accepted in the
Contractor's Proposal, Consultant may employ subconsultants to perform the Services only with
Town's express prior written approval. Consultant is solely responsible for any compensation,
insurance, and all clerical detail involved in employment of subconsultants.
30. GOVERNING LAW AND VENUE: The laws of the State of Colorado shall govern
enforcement and interpretation of this Contract. Venue and jurisdiction for any court action filed
regarding this agreement shall be only in Larimer County, Colorado.
31. AUTHORITY: This instrument forms a contract only when executed in writing by duly
authorized representatives of Town and Consultant. By their signatures on this document, the
signatories represent that they have actual authority to enter this Contract for the respective
parties.
32. INTEGRATION: There are no other agreements on the same subject than expressly
stated or incorporated in this Contract.
33. DAMAGES FOR BREACH OF CONTRACT: In addition to any other legal or equitable
remedy the Town may be entitled to for a breach of this Contract, if the Town terminates this
Contract, in whole or in part, due to Contractor’s breach of any provision of this Contract,
Contractor shall be liable for actual and consequential damages to the Town.
Signature pages follow.
36
RFP –Public Parking Facilities Management - 2025
CONSULTANT
By:
Date
Title:
State of )
) ss
County of )
The foregoing instrument was acknowledged before me this __________ day of
____________________, 2024, by ______________________________, as
_____________________________ of ______________________________, Consultant. (If by
natural person or persons, insert name or names; if by person acting in representative or official
capacity or as attorney-in-fact, insert name of person as an executor, attorney-in-fact, or other
capacity or description; if by officer of corporation, insert name of such officer or officers as the
President or other officers of such corporation, naming it.)
Witness my hand and official Seal.
My Commission expires .
Notary Public
37
RFP –Public Parking Facilities Management - 2025
TOWN OF ESTES PARK:
By:
Date
Title:
State of )
) ss
County of )
The foregoing instrument was acknowledged before me by , as
of the Town of Estes Park, a Colorado municipal corporation, on
behalf of the corporation, this day of , 2024.
Witness my hand and official Seal.
My Commission expires .
Notary Public
APPROVED AS TO FORM:
Town Attorney
38
Downtown Parking
Management Plan
ESTES PARK, COLORADO
February 2018
39
Estes Park Downtown Parking Management Plan
February 2018 2
Contents
Executive Summary......................................................................................................................4
Study Overview................................................................................................................................4
Implementation Plan ........................................................................................................................4
Introduction...................................................................................................................................9
Past Parking Evaluation Work Summary.........................................................................................9
Community Outreach.....................................................................................................................12
Best Practices Overview.............................................................................................................14
Parking Organization Structure Options ........................................................................................14
Parking System Operating Methodologies.....................................................................................17
Active Parking Management Strategies.........................................................................................21
Overview of Paid Parking Considerations......................................................................................23
Parking Enforcement......................................................................................................................28
Communications, Outreach, and Signage Strategies....................................................................32
Parking Technology Asessment .................................................................................................39
Existing Conditions.........................................................................................................................39
Industry Evaluation.........................................................................................................................42
Recommended System..................................................................................................................52
Implementation Plan...................................................................................................................56
Phase 1 –Data Collection and Technology Investments..............................................................57
Phase 2 –Initial Paid Parking Implementation ..............................................................................62
Phase 3 –Full Implementation of Paid Parking.............................................................................67
Phase 4 –Future Parking Infrastructure Investment.....................................................................73
Funding Recommendations...........................................................................................................78
Next Steps ..................................................................................................................................82
40
3 Estes Park Downtown Parking Management Plan
February 2018
Appendix.....................................................................................................................................87
A. Downtown Parking Community Outreach Summary Report ............................................87
B. Summary of August Open House.....................................................................................87
C. Summary of September Open House...............................................................................87
D. Summary of October Open House....................................................................................87
E. Parking Structure Evaluation Matrix..................................................................................87
F. Draft Parking Ordinance Revisions...................................................................................87
G. Summary of December Open House................................................................................87
Parking Management Toolbox....................................................................................................88
Accredited Parking Organization Program Manual........................................................................88
Accredited Parking Organization Scoring Matrix ...........................................................................88
Parking as an Economic Development Strategy ...........................................................................88
Parking Requirements Reform.......................................................................................................88
Parking Facility Maintenance Manual............................................................................................88
Parking Facility Maintenance Schedule.........................................................................................88
Annual Parking Report Template...................................................................................................88
New Parking Manager Integration Action Plan..............................................................................88
Parking Garage Security................................................................................................................88
Sample Parking Structure Design Guidelines................................................................................88
Sample Parking Enforcement Operations Manual.........................................................................88
Recommended Parking Program Benchmarks .............................................................................88
Shared Mobility Options.................................................................................................................88
41
Estes Park Downtown Parking Management Plan
February 2018 4
EXECUTIVE SUMMARY
STUDY OVERVIEW
In November 2016, the Transportation Advisory Board (TAB) of the Town of Estes Park (Town), Colorado
recommended the development of a Downtown Parking Strategy to explore three key elements:
x Seasonal paid parking
x An employee parking program
x A downtown parking expansion plan
The purpose of this Parking Management Plans is to:
x Provide a summary of past evaluation and findings related to this initiative
x Outline key considerations and high-level costs and revenues associated with available options
x Give an overview of methods and strategies for successful implementation of recommendations
The recommendations from the Parking Management Plan have been developed to achieve the following
goals:
x Enhance the ease of visitor access to Downtown Estes Park by encouraging turnover of the most
centrally-located and convenient parking spaces.
x Encourage individuals in need of long-term parking (more than three hours) to utilize parking lots
outside or on the edge of Downtown in order to prioritize the most centrally-located parking for short-
term parking demands.
x Improve multimodal transportation options to provide convenient alternatives to parking within the
Downtown Core.
x Identify cost-effective options for expanding the parking supply within Downtown as needed to
support economic vitality.
IMPLEMENTATION PLAN
Based on a review of parking management best practices, a detailed review of potential technology
options, outreach to peer communities, input from the TAB, as well as an extensive outreach effort during
the summer and fall of 2017, the following four-phase Implementation Plan was developed.
42
5 Estes Park Downtown Parking Management Plan
February 2018
Phase 1 –Data Collection and Technology Investments
Timing 2018
Key Recommendations x Time Limit Modifications (1-Hour Zones; Additional 3-Hour Zones)
x Real-Time Parking Availability Detection (5 Lots)
x DMS Parking Availability Integration
x Additional Enforcement
x Parking Administrator
x Parking Performance Evaluation / Occupancy and Turnover Study
Downtown Parking
Management Strategy
(1,763 Spaces)
Capital Costs (One
Time)
≈ $100,000 - $150,000
Operations &
Maintenance Costs
≈ $100,000 / year
Annual Paid Parking
Revenue
-
Free (3-Hour Limit)
25%
Town Hall (Part)
East Riverside
Virginia
Riverside
Post Office
West Riverside
Free (1-Hour
Limit)
6%
Free (No Time Limit)
69%
Visitor Center
Town Hall (Part)
Davis
Wiest/Moraine
Big Horn
Tregent
Spruce
Performance Park
43
Estes Park Downtown Parking Management Plan
February 2018 6
Phase 2 –Initial Paid Parking Implementation
Timing To Be Determined (After Phase 1)
Key Recommendations x Paid Parking Implementation (Up to 562 Spaces)
x Additional Enforcement
x Parking Performance Evaluation / Occupancy and Turnover Study
Downtown Parking
Management Strategy
(1,763 Spaces)
Capital Costs (One
Time)
≈$150,000 - $200,000
Annual Operations &
Maintenance Costs
≈$150,000 / year
Annual Paid Parking
Revenue
≈$300,000 - $350,000 / year*
*Paid Parking Season: May 15 –October 15
Free (3-Hour Limit)
4%
Free (1-Hour Limit)
6%
Free (No Time Limit)
58%
Visitor Center
Davis
Wiest/Moraine (Part)
Big Horn
Tregent
Spruce
Performance Park
Pay-to-Park (No
Time Limit)
22%
Town Hall (Part)
East Riverside
Riverside
Post Office
Wiest/Moraine
(Part)
Pay-to-Park (3-
Hour Limit)
10%
Town Hall (Part)
Viriginia
44
7 Estes Park Downtown Parking Management Plan
February 2018
Phase 3 –Full Paid Parking Implementation
Timing To Be Determined (After Phase 2)
Key Recommendations x Paid Parking Expansion (Up to 996 Total Spaces)
x Online Parking Permits
x Enhanced Trolley Service
x Additional Real-Time Parking Availability Detection
x Additional Enforcement
x Additional Parking Administrator
x Parking Performance Evaluation / Occupancy and Turnover Study
Downtown Parking
Management Strategy
(1,763 Spaces)
Capital Costs (One
Time)
≈$450,000 - $500,000
Annual Operations &
Maintenance Costs
≈$500,000 / year
Annual Paid Parking
Revenue
≈$550,000 - $600,000 / year*
*Paid Parking Season: May 15 –October 15
Free (1-Hour
Limit)
7%
Free (No Time
Limit)
37%
Visitor Center
Performance
Park
Pay-to-Park (No
Time Limit)
44%
Town Hall (Part)
East Riverside
Riverside
Post Office
Wiest/Moraine
Big Horn
Davis
Tregent
Spruce
Pay-to-Park (3-Hour
Limit)
12%
Town Hall (Part)
Virginia
45
Estes Park Downtown Parking Management Plan
February 2018 8
Phase 4 –Future Parking Infrastructure Investment
Timing After Phase 3 (If Needed)
Path to Future
Investment
x Ensure usage of existing parking infrastructure
x Offer a menu of choices (other transportation modes)
x Monitor effectiveness of recommended parking management
strategies
x Site identification and analysis
x Identify funding sources
x Land acquisition, site prep, construction, traffic analysis, etc.
Potential Locations x Town Hall
x Post Office
x Piccadilly Square
x Performance Park
x Wiest/Moraine
x Big Horn
Capital Costs (One
Time)
≈$2,000,000 - $21,000,000 ($23k - $32k per parking space)
Annual Operations &
Maintenance Costs
≈$50 - $75 / space / year
46
9 Estes Park Downtown Parking Management Plan
February 2018
INTRODUCTION
In November 2016, the Transportation Advisory Board (TAB) of the Town of Estes Park (Town), Colorado
recommended the development of a Downtown Parking Strategy to explore three key elements:
x Seasonal paid parking
x An employee parking program
x A downtown parking expansion plan
The purpose of this Parking Management Plans is to:
x Provide a summary of past evaluation and findings related to this initiative
x Outline key considerations and high-level costs and revenues associated with available options
x Give an overview of methods and strategies for successful implementation of recommendations
The recommendations from the Parking Management Plan have been developed to achieve the following
goals:
x Enhance the ease of visitor access to Downtown Estes Park by encouraging turnover of the most
centrally-located and convenient parking spaces.
x Encourage individuals in need of long-term parking (more than three hours) to utilize parking lots
outside or on the edge of Downtown in order to prioritize the most centrally-located parking for short-
term parking demands.
x Improve multimodal transportation options to provide convenient alternatives to parking within the
Downtown Core.
x Identify cost-effective options for expanding the parking supply within Downtown as needed to
support economic vitality.
PAST PARKING EVALUATION WORK SUMMARY
The Town of Estes Park has commissioned various parking studies in recent years, including reports
completed in 2001, 2003, 2005, 2012, and 2013. Data collection efforts for a select number of on- and off-
street public parking facilities have demonstrated that many of the Town’s parking facilities operate well
above “Effective Capacity”(85% occupied) for much of the time. The studies signaled the need for further
exploration of parking and traffic flow issues. The most recent parking study (2013), proposed
transportation demand management strategies such additional marketing and outreach to increase
shuttle ridership, in addition to its recommendation for increasing parking supply with a new parking
garage,
The following section summarizes some of the previous parking and mobility studies completed for the
area.
47
Estes Park Downtown Parking Management Plan
February 2018 10
2001 RECOMMENDED PLACEMENT OF MULTI-SPACE PARKING METERS
The 2001 Parking Management Program included
recommendations focusing on the installation of multi-space,
pay-and-display parking meters as the preferred alternative to
single-space meters. The proposed meters would accept multiple
forms of payment, including coin, cash, credit and debit cards, or
smart cards. The proposal included 44 pay stations, assuming 20
for on-street parking and an additional 24 for off-street parking
facilities. The report included a brief discussion of recommended
parking rates for the downtown area. These rates are
summarized in Table 1.
The proposal was appended by a memo from the Chief of Police
to the Town Administrator discussing ongoing customer service
concerns and the conflicting needs of residents, visitors, and
effectively managing the parking system. This memo introduced
the need for a comprehensive parking study to further explore
and address “parking and traffic flow issues.”1
Table 1: 2001 Parking Management Program Recommended Parking Rates
Hours On-Street Off-Street Municipal Lot
Visitor, hourly $ 1.00 $ 0.50
< 1 hour $ 0.00
1-3 hours $ 2.00
All day $ 5.00
Employee, hourly $ 1.00 $ 0.25 N/A
2003 ESTES VALLEY TRANSPORTATION ALTERNATIVES STUDY
The 2003 Transportation Alternatives Study included a limited study of the off-street public parking
facilities and select on-street parking facilities on a weekend from 10:00 a.m. to 4:00 p.m. The study
reported observations of peak occupancy occurring at approximately 1:00 p.m. with 96% occupancy for
the facilities without time restrictions, including several observed at 100% occupancy. Occupancies were
observed to generally begin to decline at approximately 3:00 p.m., although several facilities were noted
as remaining fully occupied through this time. Facilities with time restrictions were observed to peak at
1:00 p.m. with 90% occupancy, again with several of these facilities observed to be fully occupied.
Duration and turnover analysis was also performed for the off-street locations included in the study. The
longest average duration (length of stay) was observed at the Children’s Park, West Riverside, and Big
Horn parking facilities. Approximately 13% of observed vehicles parking for four hours or longer, resulting
in relatively low turnover rates of 2.1 turns per day for facilities without time restrictions and 2.5 turns per
day for facilities with time restrictions.
In projecting future demand to 2020, the study recommended the addition of 525 parking spaces
Downtown. The projections were based on estimates for Downtown commercial growth, Rocky Mountain
National Park (RMNP) visitor growth, and trends observed in historical traffic growth. Although transit and
other alternative modes of transportation were included in the study, and transportation demand
1 SchlumbergerSema,Recommended Placement of Multi-Space Parking Meters, 2001
48
11 Estes Park Downtown Parking Management Plan
February 2018
management (TDM) strategies were discussed, no specific TDM reductions were accounted for in the
growth projections.
2005 TOWN OF ESTES PARK PARKING STUDY
The 2005 parking study completed by Republic Parking included a
parking supply and demand analysis and included a summary of
perceptions and preferences from business owners and visitors. The
study produced six key recommendations:
1. Reconfigure the Wiest Parking Lot
2. Create a uniform signage program
3. Develop an employee parking program
4. Create short-term employee spaces
5. Implement a visitor shuttle program
6. Create an employee shuttle program
The three off-street facilities identified in the 2003 study (Children’s
Park, West Riverside, and Big Horn) were observed to operate above
90% occupancy. Of the 28 off-street parking facilities for which data
was collected in 2005, 17 facilities had average peak occupancies at
or above 85%. Eighty-five percent is the industry standard for Effective Capacity, the point at which a
parking facilities is considered “full,” above which it becomes very difficult to locate an open parking
space.
Observed average parking durations also increased slightly from 2003, with more than 14% of vehicles
remaining parked for four hours or longer.
2012 TRANSPORTATION VISIONING COMMITTEE ROADMAP
The 2012 Transportation Visioning Committee
Roadmap was developed based on the compilation of
research and results coordinated by a 17-member
volunteer panel over the course of two years. The
committee’s goal was to “provide a better experience
for all who come to the Estes Valley by reducing
seasonal traffic issues and to provide a road map of
realistic, cost-effective actions for the Town decision
makers aimed to address today’s and tomorrow’s
traffic and parking concerns.”
From this guiding document, the TAB was created, as
well as the use of a trolley on the Gold Line and other
key recommendations outlined in the report.
49
Estes Park Downtown Parking Management Plan
February 2018 12
2013 ESTES PARK TRANSIT & PARKING STUDY
A joint effort among the Town of Estes Park, RMNP,
the Colorado Department of Transportation (CDOT),
and Central Federal Lands, the 2013 Estes Park
Transit and Parking Study evaluated potential parking
and transit improvements, specifically looking at the
peak tourist season during the summer.
Recommendations from the report included
development and implementation of a parking
management plan, introduction of an employee
parking program, promotion of transit to increase
shuttle ridership, and the development of additional
parking supply, among others.
The additional parking supply was recommended in
the form of a parking garage to be located at the Post
Office Lot. The intent of this recommendation was to
reduce congestion associated with visitors circling
looking for parking as well as to capture visitors bound
for RMNP before traveling through downtown.
COMMUNITY OUTREACH
Discussed in greater depth in the Downtown Parking Community Outreach Summary Report, a
community engagement strategy was developed in partnership with Town staff to support the Downtown
Estes Park Plan project.
The overall goals of the community engagement strategy were to:
x Place mobility management and parking and transportation strategies, programs, and policies within
the context of the Downtown Estes Park Plan’s larger goal to “help guide future decisions on how the
Town should best allocate resources and make public improvements in Downtown Estes Park;”2
x Identify key messaging that will resonate with the community’s diverse user groups;
x Provide insight into the community’s perceived access and parking challenges, as well as areas of
opportunity for future development of parking and transportation assets; and
x Incorporate the different perspectives of community user groups (i.e., residents, employees, visitors)
in the planning efforts from the beginning, with the goal of building a strong foundation for plan
support and implementation.
The engagement strategy was designed to provide an opportunity for community stakeholders to share
experiences, perceptions, ideas, and concerns related to parking and mobility in Downtown Estes Park.
Stakeholders were given multiple opportunities and platforms to provide feedback throughout the
engagement process including small group conversations, online surveys, and in-person “encounter”
2 Town of Estes Park, Estes Park Downtown Plan: About the Project, accessed July 2017 from
https://www.estesdowntownplan.com/
50
13 Estes Park Downtown Parking Management Plan
February 2018
surveys, and a four-month series of public meeting workshops, all promoted online via social media and
the Town’s website.
The key themes heard through the community engagement process, and discussed further in the
Downtown Parking Community Outreach Summary Report, are:
1. Implementing seasonal paid parking requires solutions for residents and employees
2. There is a perceived parking shortage in downtown
3. There is general interest in expanded shuttle service to support Downtown
4. There is a desire for improved signage and wayfinding
5. Improved pedestrian and bicycle safety and connectivity area areas of interest
51
Estes Park Downtown Parking Management Plan
February 2018 14
BEST PRACTICES OVERVIEW
PARKING ORGANIZATION STRUCTURE OPTIONS
Traditionally, parking functions in municipal environments have tended to be “horizontally-fragmented”; in
other words, the different functions of parking are assigned to various departments which handle specific
roles. For example, revenue collection is assigned to Finance, enforcement goes to the Police
Department, asset maintenance to Facilities, and so on. The challenge with this approach is that often
these departments do not communicate, which leads to inefficiency, lack of strategic planning, and
ultimately customer frustration.
As the parking profession has evolved, several effective parking system organizational models have
emerged. Each of these models has its own strengths and weaknesses depending on several factors
including the parking system’s size, degree of development, programs offered, political landscape, and
community goals. Four commonly utilized organizational models include:
x Consolidated, “Vertically-Integrated” Town Department Model
x Parking Authority Model
x “Contract” or Business District Model
x Parking District Model
There are of course several variations and hybrids of these models, but the above are the four primary
alternatives commonly seen across the country. Each of these models will be detailed in the following
sections, but they all have one common factor that contributes to their success: they all address the major
problem associated with the “horizontally-fragmented” approach previously described.
In Estes Park, the first two options are likely the most applicable, but all four options are discussed
for context.
CONSOLIDATED, “VERTICALLY-INTEGRATED” TOWN DEPARTMENT MODEL
A Consolidated, “Vertically-Integrated” Town Department Model can be understood as a typical
department: it is led by a department head and consists of a varying assortment of support staff. The
defining characteristic of this model is that the department director has complete responsibility for the
management of all parking-related program elements. The primary elements of the Consolidated Model
are:
x Off-street parking facilities
x On-street parking resources
x Overall program financial performance
x Parking system planning
x Parking enforcement
There are several other related areas that can be included:
x Transportation demand management or TDM (trip reduction programs, preferential parking for
car/van pools, transit programs, etc.).
x Parking system branding, marketing, and community outreach.
x Implementation of new technologies (special projects).
52
15 Estes Park Downtown Parking Management Plan
February 2018
x Parking system planning (i.e., zoning, parking requirements, code issues, financial planning)
x Residential permit parking programs.
x Regular and intentional communication with downtown development and economic development
agencies.
The City of Fort Collins, Colorado, for example, has a consolidated parking management program that
incorporates off-street parking (parking structures and surface lots), on-street parking (time limited on-
street spaces), and parking enforcement. The City’s Parking Manager has also developed a program to
promote effective coordination and collaboration with the owners of private parking assets to better
support evening restaurant parking demands and special events.
Another feature arising from this integrated approach is that the City embarked on a parking technology
assessment. A key feature of this assessment was to identify technology options that could link on-
street/enforcement systems (Auto-Vu license plate recognition [LPR] enforcement technology/T-2
systems software) with the next generation of off-street parking equipment and potentially new on-street
multi-space meters. This type of creative and integrated thinking is more common in systems with a
vertically-integrated organizational structure.
PARKING AUTHORITY MODEL
Parking authorities typically operate with a small staff, have a governing board of directors, and engage a
private parking operator to manage day-to-day operations. One advantage of the Parking Authority
model, especially in a municipal setting, is that it puts all the major parties at the same table. This helps
stakeholders gain a deeper appreciation for the competing agendas between various constituents.
The defining characteristics of a Parking Authority model include:
x It has a defined mission and vision.
x It is governed by a detailed management agreement.
x It often has bonding capability.
x It most often has responsibility for all aspects of parking operations (off-street, on-street, and
enforcement).
x It is typically headed by a President or Executive Director, an approach that tends to attract well-
qualified parking management personnel.
x The President or Executive Director reports to a board (typically 7 to 15 members).
x The board is comprised of influential and invested downtown stakeholders.
x Board composition typically includes:
x High-level town staff
x Mayor or Town Manager (or appointee)
x Director of Finance
x Director of Public Works
x Property owners/developers
x Downtown association members
x Chamber of Commerce representative
x Large downtown employers
Even in cases where the authority does not control all the parking in a downtown area, they often still
affect the entire downtown. In Toledo, Ohio, for example, the Downtown Toledo Parking Authority (DTPA)
53
Estes Park Downtown Parking Management Plan
February 2018 16
dramatically transformed the operations of its three facilities. All other private parking operations generally
followed DTPA’s lead, and now virtually all downtown parking facilities have attendants in new uniforms,
customer-service training for front-line staff, freshly-painted white parking structure interiors, and new
user-friendly parking technologies and programs.
“CONTRACT” OR BUSINESS DISTRICT MODEL
In many communities across the United States, downtown Business Improvement Districts (BIDs) or
downtown associations are taking operational responsibility for parking. Like the Parking Authority model,
the Contract or Business District model is governed by a well-defined operating agreement that sets
specific expectations and limits on the use of parking assets. These contracts or agreements must
typically be reauthorized every three to five years based on whether the defined contract goals were met.
If reauthorized, it is not uncommon for new goals and program objectives to be set for the next contract
period.
In Boise, Idaho, the off-street parking program is professionally managed by the Capital City
Development Corporation – the city’s urban renewal agency. Through the aggressive use of tax
increment financing (TIF), combined with a strategy of leading other desired development with parking
infrastructure investment, downtown Boise has become a national model of downtown resurgence.
Another example of this model can be found in Tempe, Arizona. The City of Tempe owns only a few small
surface parking lots and does not possess any significant parking facilities. In Tempe, the need for a
coordinated parking system solution to provide a more user-friendly experience for visitors drove the
downtown organization, the Downtown Tempe Community, Inc. (DTC), to create what amounts to a
“parking management overlay” program.
Working with the owners of the off-street parking assets, DTC created a parking system management
plan. Through creative signage, a common parking validation program, and extensive marketing, they
branded the parking system so well that it appears that Tempe has a well-managed and comprehensive
parking program, even though the individual parking facilities and assets are under different ownerships.
DTC acts as a private parking management firm—they manage all parking staff and programs and return
all profits, aside from a modest management fee, to the facility owners. The DTC also manages the city’s
on-street parking resources and reinvests on-street parking revenues back into the downtown area.
PARKING DISTRICT MODEL
The Parking District model is slightly different than the previously-defined models, but retains the common
goal of these successful models: the goal of a creating a “comprehensive parking management function”
under the control of one leader (“vertical integration”).
The characteristics of a parking district typically include:
x A defined area with set boundaries.
x A special assessment that applies to all properties within the district (typically a mill levy on a square
footage of leasable space basis).
x This revenue generally goes toward defined district improvements, but could be restricted to
parking- or transportation-related projects.
x An Executive Director or President (although some are run by municipal department heads).
54
17 Estes Park Downtown Parking Management Plan
February 2018
x Net parking revenues collected and managed by the district for reinvestment into the district.
In some cases, if revenues exceed operational or capital program needs, the additional funds are
returned to the municipality’s general fund.
In other cases, the municipality assesses the district a fee based on a percentage of net revenues in lieu
of assessing property taxes on the parking facilities. This money goes to the municipality’s general fund.
Revenue sources typically include:
x Special assessment revenue (if applicable)
x Off-street parking revenue could include:
o Fees for off-street parking
o Miscellaneous revenue sources such as advertising (in parking structures), vending machines, or
retail space rental (mixed-use parking facilities)
o Special event parking revenue
o Valet parking
x On-street parking revenue
x Parking enforcement revenue
Parking districts have made some significant contributions to the communities they serve. For example, in
Boulder, Colorado, the Department of Community Vitality has used parking district revenues to
accomplish the following:
x Funding of the Eco-Pass Program –currently over $780,000
x This program gives all downtown employees a free bus pass and contributes to a 62% modal split
among downtown employees (reducing parking demand).
x Repayment of a $3.4 million Mall Improvement Bond –$500,000 annually
x Payment of parking structure debt service obligations
Parking district revenues fund the development costs of downtown public parking structures as well as all
parking operating and maintenance costs.
One of the more impressive parts of this program has been the leadership in defining appropriate design
guidelines for parking structures. Only mixed-used structures are permitted, and they must incorporate
street-level retail and be architecturally consistent with the downtown fabric. Some have been multimodal
in nature, integrating transit functions with parking.
The Parking District model shares many similarities to a General Improvement District (GID) in structure,
fee generating mechanisms, governance, and creation.
PARKING SYSTEM OPERATING METHODOLOGIES
Once a management structure has been determined, operating methodologies are another
organizational/management consideration. There are three primary methodologies for operating parking
programs, including:
55
Estes Park Downtown Parking Management Plan
February 2018 18
1.Self-Operation –The managing entity or owner operates the parking program itself. For
example, a downtown parking authority could hire the necessary staff to operate the parking
system internally.
2.Outsourced –Management Contract –The facility owner or managing organization contracts a
private parking management firm to handle day-to-day operations and maintenance through a
management contract. Through the management contract, the private parking management firm
is either paid a fixed management fee and/or a percentage of gross revenues and is reimbursed
by the owner for all costs incurred in the operation.
3.Outsourced –Concession Agreement –The facility owner or managing organization contracts
a parking management firm to assume full responsibility for all aspects of the operation, including
expenses, and the parking management firm pays the owner a guaranteed amount and/or a
percentage of gross revenues (or a combination).
SELF-OPERATION
Self-operation of the parking system requires that the owning entity provide all the necessary employees
(i.e., full- or part-time staff and/or temporary employees), equipment, supplies, etc. With this method of
operation, the owning entity receives all gross parking revenues and pays for all operating expenses.
Self-operation requires internal administrative and managerial staff at a higher level than the
management contract or concession style agreements.
Self-operation allows the owning entity to have complete control over the parking facilities and the level of
service provided to its patrons. This requires a well-trained and experienced staff to effectively manage a
parking operation with significant daily revenues.
Potential Advantages
x Complete control over day-to-day parking operations, including customer service
x Internal parking knowledge to assist with future planning
x Uniform look and feel with other town services
x Better control over staff and staff training
x Eliminates paying a management fee to a vendor
Potential Disadvantages
x Typically, higher expenses than contracting with a private parking provider due to:
x Higher pay rates than private operators especially in a unionized environment
x More restrictive benefit requirements
x Higher staff training and development costs
x Private operators have a greater economy of scale relative to supplies
x Higher insurance costs/requirements
x More operational duties for the town
x Smaller staff pool to draw from for covering sick days and vacations
x Without adequate training, customer service could suffer
x The Town would need to find and hire experienced parking staff
x The Town would have higher administrative and back-office costs than an experienced private
operator
56
19 Estes Park Downtown Parking Management Plan
February 2018
x The Town would deal directly with customer complaints
x The Town would assume all the financial risks related with the parking system
x Can be more difficult to terminate the employment of staff when needed
MANAGEMENT AGREEMENT OPERATIONS
In this form of operation, the owning entity retains complete control over staffing levels, validation policies,
parking rates, and customer service policies. With a management agreement, the parking operator
provides the necessary labor and services for the operation of the parking facilities in accordance with an
agreed upon policies and annual operating expense budgets established by the owner. The parking
operator then receives a monthly payment, either a lump sum amount or a percentage of the gross or net
revenue. This monthly payment represents the fee to manage the facilities.
The parking operator should provide the owning entity with a detailed monthly report package including:
operating statistics, revenue summaries, expenses summaries, budget variance reports, etc. The
management agreement still requires some additional personnel time for the owning entity’s staff, since it
is necessary to audit the gross parking revenues, as well as the monthly operating expenses. The
preferred arrangement is that all reporting guidelines and accounting practices are determined up-front so
that each party understands their responsibilities.
The owning entity’s stakeholders and staff should have significant input into establishing the “level of
service” for the parking system by deciding on the type of parking access and revenue control systems to
be employed, the quantity of cashiers/customer service ambassadors, acceptable traffic queuing upon
exit, lost ticket/insufficient funds policies, parking-related services offered (lost vehicle assistance, dead
battery assistance, vehicle lock-out assistance), etc.
Potential Advantages
The following outlines the potential advantages of outsourced day-to-day operations via management
agreement (in conjunction with a small in-house contract management function):
x Reasonable control over day-to-day parking operations
x An internal parking manager could be hired by the town with sufficient parking knowledge to assist
with future planning
A well-structured management agreement would provide:
x Reasonable control over staff and staff training
x High customer service expectations
x A high level of staff appearance
x Strong auditing capabilities
x Operator accountability
x Parking services from an experienced service provider
x Typically, operations are less expensive due to:
x Lower staffing costs
x Lower supply costs
x Lower training costs
x Lower administrative costs
57
Estes Park Downtown Parking Management Plan
February 2018 20
x Lower insurance costs
x The use of a private parking operator, at least for a short time, would provide valuable parking
experience to the Town
x Potentially, a large pool of private operator staff to draw from for sick day and employee vacations
x The contracted parking operator would deal with most customer complaints
x Relatively predictable parking system expenses
Potential Disadvantages
x The Town would have to compensate a private operator with a management fee or a percentage of
gross revenues
x Somewhat less control over day-to-day operations
x Somewhat less control over staffing and training issues
x The Town would need to find and hire an experienced parking manager
x The Town would have some administrative and back office staffing costs
x The Town would assume most of the financial risks related with the parking system
CONCESSION AGREEMENT OPERATIONS
With a concession agreement, the concessionaire will provide all necessary labor and services for the
complete operation of parking facilities in return for a percentage of the gross parking revenues. The
actual percentage varies from operation to operation based on the size, complexity, revenue potential,
and perceived risk to the operator. There may be a guaranteed minimum annual payment to the owning
entity. Sometimes a revenue split is negotiated for revenues above a certain level.
In general, concession agreements work best in situations where the owning entity wishes to divest itself
from the day-to-day parking operational concerns to better focus on its core business (these types of
arrangements are more common in airports for example). With this type of agreement, a minimal amount
of time is required by the owning entity’s staff in the day-to-day operations of the parking program. The
owning entity also gives up some level of control as it relates to defining day-to-day operations, as the
concessionaire is responsible for all expenses and most liabilities. Typically, the owning entity receives a
deposit from monthly parking revenues within two weeks after the end of each calendar month. Periodic
conversations with the parking operator are necessary to discuss operational issues that affect the quality
of service to owning entity’s patrons.
The concession agreement is the simplest type of agreement for administrative purposes, in that only the
gross parking revenue need be audited. All operational expenses are the responsibility of the
concessionaire, thereby resulting in minimal control of this function by owning entity staff. Also, as with
the management agreement, the parking operator serves as a buffer to the owning entity’s management
with respect to parking complaints and potential wrongdoing by those employed within the parking
system.
Potential Advantages
x No real parking operations or management required by the Town
x No substantial daily auditing required by the town
x Facilities would be leased to an experienced parking services provider
x Requires no internal parking experience on the part of the Town
58
21 Estes Park Downtown Parking Management Plan
February 2018
x Relatively predictable revenue stream
x Less operations related financial risk
x Parking operator takes all significant parking customer complaints
Potential Disadvantages
x Little to no control over day-to-day parking operations
x No control over staffing and training issues
x Less customer service accountability
x Difficult to measure parking system expenses, if the parking operator is required to share them at all
x The parking operator may be encouraged to reduce facility expenses to a minimum level (negatively
impacting customer service), to increase profits
ACTIVE PARKING MANAGEMENT STRATEGIES
The spectrum of potential parking management strategies generally considered with a limited public
supply is summarized in the following figure.
Figure 1: Spectrum of Parking Management Strategies (Source: Fort Collins, CO Downtown Plan)
On the left end of the spectrum, there is very little incentive for drivers to consider their parking needs.
With more active parking management, users have a stronger incentive to consider their parking needs,
thus encouraging turnover and availability of public parking supply. These strategies generally fall into
one of three categories, discussed in more detail in the following sections:
x Unregulated Parking
x Time-Limited Free Parking
x Paid Parking
UNREGULATED PARKING
Where there is generally adequate supply to meet demand, there is little need to actively management
the parking system. A free, unregulated system is often adequate in many small towns where the public
parking supply more than meets demands, with the exception of special events that generate higher than
normal parking demands.
Even when there is adequate overall supply to meet demands, the most convenient stalls are likely to fill
first, limited availability of the most desired parking spaces.
59
Estes Park Downtown Parking Management Plan
February 2018 22
TIME-LIMITED FREE PARKING
When parking demands reach levels that make it difficult to find convenient parking close to popular
destinations, time-limited parking is typically the first step in actively managing the parking system. With
time-limited parking, those needing long-term parking must park in unregulated or other designated
areas, freeing up the most convenient parking areas to serve short term parking needs. Additionally,
visitors must consider their length of stay, encouraging consistent turnover throughout the day, and
allowing each of the most convenient time-limited spaces to serve a greater number of vehicles per day
compared to an unregulated space.
Time-limited parking requires some level of enforcement to discourage abuse of the system. Further,
time-limited free parking provides no monetary incentive for visitors to consider alternatives modes.
PAID PARKING
When parking demands in an area become so high that parking facilities (on- and off-street) operate
above the system’s effective capacity (85% occupancy) even after implementing time restrictions, paid
parking becomes a highly effective way to influence behavior, redistribute parking demands, and promote
economic activity through turnover of parking spaces. It is critical to note that paid parking should not be
implemented with the intent to increase revenue. Implementation of paid parking must be driven by the
parking demands experienced in the study area and the need to create improved parking availability
closest to the area’s businesses and other key destinations.
The fee for parking encourages people to choose a) the priced transaction, b) park further away in a
lower priced or free facility, or c) use an alternative transportation option to reach their destination, thus
creating more available spaces in high-demand areas and facilitating access to businesses. The provision
of options to park in other locations or use alternative transportation helps to redistribute parking demand
throughout the area.
Identification of appropriate locations to implement paid parking requires collection and analysis of
occupancy data to detect what areas or facilities are reaching or exceeding the effective capacity faster
than other facilities in the study area. As discussed in the Past Parking Evaluation Work Summary
section, occupancies throughout the Estes Park Downtown area regularly exceed effective capacity, while
remote off-street facilities, such the Fairgrounds and Events Center, experience significantly lower
occupancies. It would therefore be beneficial to implement paid parking within the areas of highest
demand to encourage patrons to utilize remote facilities in conjunction with the shuttle services. Over
time, the paid parking system can expand based on observed demands and trends.
It may also be beneficial to implement an Employee and Residential Parking Program at the same time
paid parking is implemented to mitigate impacts of spillover into areas surrounding the paid parking area.
Such a program should be designed to ensure residents continue to have parking available at their
homes and employees have cost-effective options for traveling downtown. Off-street and on-street public
parking areas should be evaluated and priced to encourage the desired parking behaviors (i.e., priority for
the most convenient on-street parking spaces given to short-term parkers such as customers and visitors,
and more affordable/free off-street or remote parking areas available to meet long-term parking needs).
A more detailed analysis of specific recommendations on locations for metering will be included in the
technology procurement support documentation, along with an analysis of the capital outlay for such
investments.
60
23 Estes Park Downtown Parking Management Plan
February 2018
OVERVIEW OF PAID PARKING CONSIDERATIONS
PROGRAM MANAGEMENT
One of the big advantages that the Town has with starting a new Parking and Mobility Management
Program is the ability to set the guiding philosophy early that any parking revenue streams will be aligned
into one “pot” that is managed as an enterprise fund. While a best practice nationwide, managing parking
operations as a “business” via an enterprise fund model from the beginning can avoid many common
issues down the road. When parking management functions are not set up as enterprise funds, revenues
tend to be siphoned off into a variety of other uses or simply added the general fund, which usually
means that the parking system is not able to adequately maintain needed reserves for operations and
maintenance, let alone for investment in future infrastructure. By aligning all related parking revenue
streams into one parking enterprise fund as they “come online”, the Town has the ability to create, over
time, a truly self-supporting enterprise that can cover all its own operating and maintenance funding, fund
parking maintenance reserves, and ultimately finance future parking facility capital development projects.
Parking revenues from the following sources should contribute to the parking enterprise fund:
x Off-street parking revenues (i.e., permit parking for residents or employees, when applicable)
x On-street parking revenues (i.e., metered parking, when applicable)
x Parking enforcement revenues (i.e., ticketing, fines)
x Special event parking revenues
x Revenues from special districts and/or other parking-related taxes/fees, when applicable
Policies should be developed to define the appropriate use of parking revenues. Generally speaking, the
following priorities are recommended related to the approved use of parking revenues:
x Operations and maintenance
x New technology acquisition
x Parking facility maintenance reserves
x TDM and mobility management support initiatives
x New facility capital investments
Initially, the Town will have an investment in parking management program “start-up costs” that will
exceed any potential initial revenues. Over time, as more parking management functions are brought
online, this balance will shift and at a very basic level, when all revenue streams are aligned into an
enterprise fund, parking can “pay for itself” (this assumes basic management functions only and does not
include a parking system that is carrying bond or other debt).
PARKING METER RATES AND SEASONALITY
The following section provides a high-level overview of rates currently assessed throughout the Front
Range to provide context as the Town considers pricing options in Downtown.
Meter Rate Analysis
Many communities utilize variable pricing to encourage parking patrons to utilize less convenient,
perimeter on-street spaces. The parking fees charged are often reflected by the demand in the area. For
instance, no fee is charged for parking outside of the Downtown core areas in Aspen and Breckenridge,
61
Estes Park Downtown Parking Management Plan
February 2018 24
whereas Manitou Springs charges $10.00 per hour along Ruxton Avenue from Manitou Avenue to Osage
Avenue, which is the area of highest demand.3
Table 2: Summary of Parking Fees Charged in Peer Communities
Community Rate per hour
Citywide Downtown
Colorado Springs, CO4 $0.75 $1.00
Boulder, CO5 $1.25 $1.25
Manitou Springs, CO3 $1.00
3 hours free once per day M-Th then:
$1.00 (each, hours 1-3)
$2.00 (each, hours 4-5)
$3.00 (each, hours 6+)
Aspen, CO6
$0.50 (first ½ hour)
$2.00 (hour 1)
$3.00 (hour 2)
$4.00 (hour 3)
$5.00 (hour 4)
Breckenridge, CO7
Free (first 15 minutes)
$0.50 (hour 1)
$1.00 (hour 2)
$1.00 (hour 3)
$3.00 (hours 4+, each)
The above fee scheduled is intended to provide a summary of the most relevant areas and fee structures.
In Aspen, Colorado, for instance, rates increase in the peak summer season.
Parking Fee Seasonality
Mountain towns often experience two peak visitor seasons: summer and winter. Due to snow removal
requirements in the winter that places some restrictions on on-street parking and encourages the use of
off-street facilities, it is more common to see seasonal parking fee increases during peak summer months
compared to winter.
Recognizing this, several communities increase parking fees during their peak visitor season to
encourage use of off-street facilities and decrease the impact of visitor parking on residents and
employees. Table 3 below provides a summary of these seasonal communities.
3 Manitou Springs, CO https://manitousprings.org/whats-happening/parking-information/
4 Colorado Springs, CO https://coloradosprings.gov/parking-system-enterprise/page/downtown-parking-meters
5 City of Boulder, CO https://bouldercolorado.gov/parking-services/street-parking
6 City of Aspen, CO http://www.aspenpitkin.com/Departments/Parking/Parking-Rates/
7 Town of Breckenridge, CO http://www.townofbreckenridge.com/your-government/departments-services/parking-
community-service/parking/pay-parking
62
25 Estes Park Downtown Parking Management Plan
February 2018
Table 3: Summary of Seasonal Parking Fees Charged in Peer Communities
Off-Season Peak Season
Manitou Springs, CO8
3 hours free once per day M-Th then:
$1.00 (each, hours 1-3)
$2.00 (each, hours 4-5)
$3.00 (each, hours 6+)
15 minutes free once per day
$1.00 (each, hours 1-3)
$2.00 (each, hours 4-5)
$3.00 (each, hours 6+)
Aspen, CO9
$0.50 (first ½ hour)
$2.00 (hour 1)
$3.00 (hour 2)
$4.00 (hour 3)
$5.00 (hour 4)
$0.50 (first ½ hour)
$3.00 (hour 1)
$4.50 (hour 2)
$6.00 (hour 3)
$7.50 (hour 4)
PROGRAM COSTS AND REVENUE GUIDELINES
Typical costs associated with various parking program elements are discussed in this section for
reference. Actual program costs will need to be developed based on the full Parking Management
Program developed by the Town.
The elements of the financial model discussed in this section include:
x Revenue sources
x Transient revenue (seasonal paid parking revenue)
x Special events
x Citations
x Miscellaneous revenues
x Operating expenses
x Capital outlays
Employee and residential parking permit programs are typically administered by setting the permit costs
to cover the administrative costs, and a discussion of revenues and costs are therefore not included here.
Revenue Sources
Transient Revenue: Revenues generated by a seasonal paid parking program are based on several key
factors:
x Number of paid parking spaces
x Hours of operation
x Days of operation
x Number of vehicles served per day (or turnover ratio)
x Average duration of stay
8 Manitou Springs Downtown Visitors Guide,
http://www.manitouspringsgov.com/library/documents/general/parking/Downtown_Parking_Brochure.pdf
9 City of Aspen, CO http://www.aspenpitkin.com/Departments/Parking/Parking-Rates/
63
Estes Park Downtown Parking Management Plan
February 2018 26
x Meter rate per hour
The 2005 Republic Parking study measured turnover and average duration of stay for 378 on-street
spaces on Big Horn Drive, Cleave Street, E Elkhorn Avenue, E Riverside Drive, MacGregor Avenue N,
MacGregor Avenue S, Moraine Avenue, Park Lane, Virginia Drive, Wiest Drive, and W Elkhorn Avenue.
Over five days of observations, these 378 spaces served 659 vehicles on average (1.74 turnover ratio),
with an average duration of stay of 2.83 hours per vehicle.
One of the goals of implementing paid parking is to increase turnover (and thus increase the total number
of vehicles served per day by the same number of spaces) and reduce the average duration of stay.
Table 4 presents sample revenue forecasts by average duration of stay and number of vehicles served
per day, assuming seasonal paid parking for 78 days per year (the number of days with shuttle service in
2017) at a rate of $1.00 per hour.
Table 4: Potential Paid Parking Revenue (Assuming $1.00 per Hour for 378 Metered Spaces Over 78
Days)
Average Duration of Stay (Hours)
1.00 1.25 1.50 1.75 2.00 2.25 2.50 2.75 3.00
300 $23,400 $29,250 $35,100 $40,950 $46,800 $52,650 $58,500 $64,350 $70,200
400 $31,200 $39,000 $46,800 $54,600 $62,400 $70,200 $78,000 $85,800 $93,600
500 $39,000 $48,750 $58,500 $68,250 $78,000 $87,750 $97,500 $107,250 $117,000
600 $46,800 $58,500 $70,200 $81,900 $93,600 $105,300 $117,000 $128,700 $140,400
700 $54,600 $68,250 $81,900 $95,550 $109,200 $122,850 $136,500 $150,150 $163,800
800 $62,400 $78,000 $93,600 $109,200 $124,800 $140,400 $156,000 $171,600 $187,200
900 $70,200 $87,750 $105,300 $122,850 $140,400 $157,950 $175,500 $193,050 $210,600
1,000 $78,000 $97,500 $117,000 $136,500 $156,000 $175,500 $195,000 $214,500 $234,000
1,100 $85,800 $107,250 $128,700 $150,150 $171,600 $193,050 $214,500 $235,950 $257,400
1,200 $93,600 $117,000 $140,400 $163,800 $187,200 $210,600 $234,000 $257,400 $280,800
1,300 $101,400 $126,750 $152,100 $177,450 $202,800 $228,150 $253,500 $278,850 $304,200
1,400 $109,200 $136,500 $163,800 $191,100 $218,400 $245,700 $273,000 $300,300 $327,600
1,500 $117,000 $146,250 $175,500 $204,750 $234,000 $263,250 $292,500 $321,750 $351,000
Special Events:In 2016, Estes Park operated shuttle service during 19 days outside of the peak summer
season to serve special events. Following the implementation of seasonal paid parking, the Town would
have the option to charge for parking in the Downtown Core during events. During such events, revenues
would be based on:
x Number of special event paid parking spaces
x Hours of operation
x Days of special event operations
x Number of daily/event spaces (flat rate) vs. hourly spaces
x Number of vehicles served per day (or turnover ratio) by parking space type
x Average duration of stay by parking space type
x Event Pricing or meter rate per hour
Ve
h
i
c
l
e
s
S
e
r
v
e
d
p
e
r
D
a
y
64
27 Estes Park Downtown Parking Management Plan
February 2018
Citation Revenue: Citation revenue may be estimated based on several factors including:
x Fine structure
x Average number of violations per day (may be informed by turnover data, such as the 2005 Parking
Study)
x Citation capture rate (expressed as a percentage of estimated overstay violations per day)
x Percentage of repeat offenders (assuming a graduated fine structure)
Capture rates (defined as the percentage of violations that are issued a warning or citation) are not likely
to exceed 20% (10% may be a more reasonable assumption), and given the number of visitors, most
violations are likely to be first-time offenders.
Miscellaneous Revenue: Private advertising within public parking facilities is an example of a potential
miscellaneous revenue source. Clear guidance is needed to ensure appropriate advertising. As an
example, King County, Washington has a policy that prohibits commercial messages promoting regulated
products such as alcohol, tobacco, and firearms, and adult material. It also prohibits “public-issue
advertising expressing or advocating an opinion, position or viewpoint on matters of public debate about
economic, political, religious or social issues.”10
Operating Expenses
x Management fees:Costs associated with contracted parking management, if applicable.
x Enforcement fees:Costs associated with contracted enforcement, if applicable. As a high-level
estimate, one Parking Ambassador for every 500 public spaces may be assumed to help identify
initial estimates for enforcement needs.
x Administrative costs: Salaries for a program manager and additional staff. Additional costs should
be assumed for outreach, marketing, education, and branding components.
Capital Costs
As specific technologies are identified in the technology procurement support documentation these capital
costs will be more precisely defined. The following are intended to provide guidelines in establishing
expectations for parking investments.
x Enforcement Technology:
x LPR vehicle: $40,000 (Car - $20,000, LPR - $20,000)
x Handheld device and printer: $4,500 per unit
x Back-End Management Software
x Initial capital implementation cost: $50,000 - $75,000
x Ongoing service fees: $30,000 - $50,000 annually, with escalations for program size
x Paid Parking Technology:
x Single-space smart meters: $500 per meter, plus annual service contract and transaction fees
x On-street pay station: $12,000 per station, plus annual service contract and transaction fees
10 Paul W. Taylor, The Tricky Business of Commercial Advertising in Public Places, March 2013
65
Estes Park Downtown Parking Management Plan
February 2018 28
x Pay-by-phone application: Usually free implementation with transaction fees ($0.10 - $0.50 fees
per transaction)
x Off-street gate controls: $5,000 - $15,000 per lane, plus annual service contract
x Parking Facilities:
x New parking lot: $3,500 - $5,000 per space (construction only, not including land acquisition)x Garage: $20,000 - $25,000 per space (average cost for construction only, not including land
acquisition)
PARKING ENFORCEMENT
To achieve the desired results of any parking management program, a robust enforcement program is a
critical element. The following section presents a brief overview of items that should be considered as the
Town works to define, develop, and operationalize a parking enforcement program:
1. Parking Ambassador philosophy
2. Warnings, citations, and fines
3. Technology
PARKING AMBASSADOR PHILOSOPHY
The intent of the new enforcement program should not be to cite every violator, but to provide enough
enforcement so that parking regulations are complied with and the parking program realizes the intended
effects (i.e., increased turnover, balanced parking for short-term and long-term parkers).
On-street parking is typically viewed as the most convenient parking and should be actively managed as
a location for those who plan on a shorter length of stay. The key objectives of paid and time-restricted
parking include:
x Encouraging more frequent turnover of the most convenient parking spaces to serve more customers
and visitors per day in the most highly desired parking areas
x Shift longer-term and employee parking to off-street lots and areas where there is a greater supply of
parking available
Importantly, while revenue generation through the collection of parking fines is a by-product of enforcing
parking regulations, it is not the objective of its implementation. In fact, encouragement of “voluntary
compliance”, helping parking patrons make a parking choice that best aligns with their trip purpose, is the
driving philosophy behind effective parking management. Enforcement of the parking regulations, in other
words, is not an objective, but rather an essential element in helping to modify behavior and encourage
more frequent turnover of the most convenient and valued parking spaces.
The Parking Ambassador model is a unique enforcement approach that emphasizes service and
community partnerships to achieve parking management objectives. Parking Ambassadors are customer-
focused Town representatives who focus on enforcing regulations as needed, educating downtown
businesses and their customers, and providing directions, answering questions, and serving as additional
“eyes and ears”on the street. Parking Ambassadors should be highly visible with an easily identifiable
66
29 Estes Park Downtown Parking Management Plan
February 2018
uniform so that visitors feel comfortable asking for directions or help with parking and other downtown
information.
In addition to serving as Town representatives, Parking Ambassador responsibilities typically include:
x Issuing citations for overtime parking, as well as other parking violations observed like “no parking”,
loading zone, and fire lane areas (as appropriate)
x Documenting all citations with pictures and descriptive information
x Checking parked vehicles using a hand-held computer and/or tablet device
x Reporting hazards and emergencies
x Reporting missing traffic signs or traffic signals for repair services
x Testifying in appeals hearing procedures as required
x Assisting in data collection for utilization surveys
x Conducting customer satisfaction surveys
WARNINGS, CITATIONS, AND FINES
A key first step in implementing the Parking Ambassador model is the development of an Enforcement
Operations Manual that outlines the key responsibilities, objectives, and detailed guidelines for issuing
warnings and citations. The following sections present some preliminary recommendations as a first step
towards the development of this manual.
Issuing Warnings and Citations
Each Parking Ambassador should be assigned a region to cover during each shift. When enforcing paid
parking and time limits, it is recommended that Parking Ambassadors introduce some variability into their
routes each day to ensure that daily users of the system are not able to take advantage of observed daily
enforcement patterns.
While on patrol, in addition to the Ambassador responsibilities noted in the previous section, a primary
duty will be confirming payment of paid parking spaces and recording vehicle license plate numbers (or
VIN numbers when unavailable) at least once every two hours, or time period matching any posted time
restriction within the defined enforcement area using a handheld device with “electronic tire chalking”
functionality (see the Technology section for additional details). This will allow the Ambassador to easily
identify parking customers who have overstayed the posted time limits without the need to physically
chalk tires or otherwise provide an indicator to the driver that their vehicle is under observation.
For each observed parking violation, the following information should be documented using the handheld
device:
x Date and time of violation
x Vehicle license (or VIN), make, and model
x Violation code
x Time first observed (if applicable)
x Location of violation
x Picture of vehicle
x Notes (if needed)
Clear guidance should be provided within the Enforcement Manual to clarify how Parking Ambassadors
should respond when a driver returns to their vehicle while a citation is being issued. It is generally advisable
67
Estes Park Downtown Parking Management Plan
February 2018 30
to use the policy and fine structure to provide flexibility for first time violators and require all violations
observed to be reported and stored in the database. A sample Parking Enforcement Manual is provided in
the Parking Management Toolbox.
Fines and Late Payment Penalties
Introduction Period
Introducing new regulations, including both time limits and paid parking, always requires significant
outreach and education to inform residents, employees, and business owners about the goals of the
parking management program and what they can expect in terms of enforcement and fines. This initial
phase is a critical period during which there is an opportunity for Parking Ambassadors to build a
reputation as community partners rather than “enforcers”.
Therefore, it is recommended that Parking Ambassadors issue up to two warnings per vehicle during
the first six weeks of implementation of a new parking regulation. Standard educational cards can be
printed during this initial phase that can be placed under a driver’s windshield wiper blade and that:
x Say welcome and thank you for visiting Downtown Estes Park
x Communicate that the driver stayed longer than the posted time limit or failed to pay for parking
x Share maps to the nearby off-street parking areas where longer stays are welcomed or reduced and
free cost parking facilities are located
x Inform the driver that in the future, a fine would be assessed
x Provide a website URL where the customer can find more information about where to park when
visiting Downtown
One idea that was successfully used by the parking management team at EasyPark Alaska (Anchorage,
AK) was to request individuals to take an online quiz in lieu of a fee for second offenses as a unique way
to promote education about how to park legally.
For each warning issued, Parking Ambassadors should follow all procedures developed for issuing
citations to maintain a record of the number of warnings assessed to each vehicle. While the goal of the
initial grace period is primarily for education and distribution of information, serial violators during this
period should still be issued fines to begin to influence behavior when warnings have no effect. During the
first few months of implementation, Parking Ambassadors should plan to spend a fairly significant portion
of their time talking with community members, gathering feedback on how the program is working, and
distributing informational parking management flyers as a resource.
Graduated Fine Structure
A graduated fine structure reinforces parking regulations without unduly punishing the infrequent offender.
Under this strategy, a parking fine for a first-time offender is relatively low or free. The low cost of the fine
serves to educate the offender rather than to punish them. However, the graduated ticket structure
penalizes those who repeatedly park illegally with heavier fines. As a result, people are less likely to
repeat the offense and obey the parking regulations. The following is the suggested citation ticket
structure:
x 1st Offense: $0 fine with a warning educating the user
x 2nd Offense: $25 fine with an education component on the ticket
x 3rd Offense: $50 fine
68
31 Estes Park Downtown Parking Management Plan
February 2018
x 4th+ Offense: $75 fine
After the first citation, the individual must remain citation free for a period of time to not trigger the
increased violation rate. This period typically ranges from six months to one year.
For reference, Table 5 presents a comparison of fines for common parking infractions in a selection of
communities.
Table 5: Comparison of Parking Fines by Infraction
Ov
e
r
t
i
m
e
/
Ex
p
i
r
e
d
Me
t
e
r
Ou
t
s
i
d
e
Li
n
e
s
/
Ma
r
k
i
n
g
s
Cr
o
s
s
w
a
l
k
Re
d
Z
o
n
e
/
Fi
r
e
L
a
n
e
Pa
r
k
i
n
g
Pr
o
h
i
b
i
t
e
d
Fi
r
e
H
y
d
r
a
n
t
Bl
o
c
k
i
n
g
Tr
a
f
f
i
c
Di
s
a
b
l
e
d
Pa
r
k
i
n
g
Bl
o
c
k
i
n
g
Dr
i
v
e
w
a
y
Boulder, CO +$25-$100*$25 $35 $60 $35 $60 $35 $150 $35
University of Colorado $25 $50 $150 $50 $200
Ann Arbor, MI $35 $35 $35 $50 $35 $40 $35 $125 $35
Austin, TX $20 $25 $25 $40 $25 $40 $25 $255 $25
Breckenridge, CO $30-$200*$30 $30 $30 $30 $30 $30 $100 $30
Colorado Springs, CO $30 $40 $50 $70 $50 $50 $50 $350 $50
Denver, CO $25 $25 $25 $50 $25 $25 $25 $150 $25
Fort Collins, CO $0-$50*$25 $25 $25 $25 $25 $25 $100 $25
Longmont, CO $20 $20 $25 $35 $100
Madison, WI $35 $30 $30 $30-$100 $30 $30 $150 $30
Pasadena, CA $47 $41 $47 $58 $47 $53 $41 $362 $47
Portland, OR $39-$65 $39 $90 $80 $150 $50 $160-$435 $90
Santa Monica, CA $64 $53 $53 $53-64 $64 $53 $53 $399 $53
Seattle, WA $47 $47 $47 $47 $47 $47 $47 $250 $47
*Indicates escalating fines
Discount for Prompt Payment
To encourage timely payment of citations, Estes Park may consider reducing the fine if the user pays
within a few days of when the citation was issued. The following preliminary rate discounts could be used
as a starting point if the citation is paid within eight days.
x 1st Offense: Not Applicable ($0 fine)
x 2nd Offense: $5 discount
x 3rd Offense: $10 discount
x 4th Offense: $15 discount
69
Estes Park Downtown Parking Management Plan
February 2018 32
Late Penalty
Similarly, if a fine is not paid in a timely fashion, the penalty should increase. Late penalties are typically
applied if a fine is not paid within 14 to 30 days of the initial citation. As an example, one option is to
double the initial fine if not paid within 21 days.
Example Fine and Penalty Schedule
The following table presents an example fine structure, to be refined by the Town of Estes Park:
Table 6: Example Fine and Penalty Schedule
Fine Discounted Fine (If
paid within 8 days)
Escalated Fine (if
paid after 21 days)
Introductory Period
(First 6 Weeks)
1st Offense $0 --$0
2nd Offense $25 $20 $50 $0 + Online Quiz
3rd Offense $50 $40 $100 $25
4th + Offense $75 $60 $150 $50
Fines reset after ___
days with no
violations:
365 42
TECHNOLOGY
In general, a Parking Ambassador may be able to cover approximately 150 to 250 spaces per hour using
handheld technology. Mobile LPR would significantly increase the number of spaces covered as the
Ambassador would monitor parked cars from a vehicle rather than on foot. However, given the benefits of
having readily accessible Ambassadors available to visitors, especially through implementation, handheld
technology is recommended.
For planning purposes, $4,500 for a handheld device and mobile printer may be assumed until a
vendor is established. This number may decrease depending on the preferred options (manual license
plate entry rather than handheld LPR, for example). Potential technology options include:
x AIMS Mobile Enforcement (EDC Corporation)
x Passport
x Gtechna
x autoChalk Handheld (Tannery Creek Systems)
Key elements include real-time electronic tire chalking synced across all field devices and real-time
transmittal of issued warnings and citations to a central database. LPR through a handheld device will
save data entry time and likely provide them additional time to interact with visitors, but manual data entry
would also achieve the primary enforcement goals.
COMMUNICATIONS, OUTREACH, AND SIGNAGE STRATEGIES
Regardless of whether a parking program is budgeting for dollars, staff time, or scarce resources,
strategic investment in branding, marketing, and public education often slides to the bottom of the list.
However, thinking strategically about the ways in which a parking program is (or is not) communicating
with its customers can support (or detract from) every other aspect of a parking program’s operations.
70
33 Estes Park Downtown Parking Management Plan
February 2018
The following section outlines a few key branding, marketing, and communication strategies that the
Town should consider as it moves forward with implementation of additional parking management
strategies.
PROGRAM BRAND AND MESSAGING
Intentional promotion and positioning of parking and multimodal transportation alternatives will provide
opportunities for increased user recognition and engagement, as well as increased understanding about
existing and future service areas.
Branding
An organizational brand goes beyond an organization’s name, logo, and visual identity. A brand represents
an unspoken promise or commitment of quality, value, professionalism, and financial stewardship about
the consistent experience patrons can expect when accessing Downtown Estes Park. Over time, a brand
becomes synonymous with an organization. When patrons see an organization’s signage, communication
pieces, or uniforms, an emotional connection is created that evokes the memories and feelings that a
person associates with a particular organization.
Branding creates value and starts with truth. It identifies shared values and areas of expertise; for example,
what community needs are and are not being met by the organization? What story is your current brand
telling about the organization? What story do you want to tell? Your organizational brand provides the
foundation for the creation of content and tone for marketing efforts, customer relations efforts, and
organizational culture.
Brand Position: A Brand Position is a simple statement that conveys the essence of an
organization and provides a promise to both customers and partners about the type of
environment that can be expected. It also sets the tone for the development of the actual
brand, which will only resonate with patrons and investors if it reflects the true character of the
organization it represents.
Messaging: A messaging strategy is the foundation for all of an organization’s marketing
efforts. Put simply, a messaging strategy tells your intended audiences why they should visit
your organization, what they will find when they do, and why they should care. For a brand to
resonate with its customers and partners, the messaging strategy needs to inspire confidence
that the organization understand its patrons’ and partners’ needs, and has something relevant
and unique to offer.
Vision: This statement should be very aspirational and speak to the organization’s ultimate
point of success.
Mission: This statement defines what an organization is, why it exists, and its reason for
being.
Quick Guide: Key Definitions
71
Estes Park Downtown Parking Management Plan
February 2018 34
Messaging
Messaging provides the foundation for creating content and tone for marketing and customer education
efforts.
The three key elements to effective messaging include:
1.Consistency: Keeping similar tone/feeling when communicating to your audience.
2.Frequency: The driving force—keeping the message in front of the audience as often as
possible—and not just focusing on providing “must have” information about construction,
special events and programs, but updates that reinforce the goals of the organization and
remind users of the bigger picture.
3.Anchoring: Messaging that provides a compelling call to action. Memorable, high-impact
language and visual presentation that talks to the patron, not at the patron.
Here is a helpful way to think about how each of these pieces –organizational mission, vision,
audience, and messaging –all fit together to create one cohesive brand position:
To (Target Audiences):
We are (Unique Identifier):
That (provides “X” to the audience):
By (details that support “X”):
VISION:
•How would you define your ultimate point of success?
•What umbrella task/goal do you possess that will be worked on indefinitely?
MISSION:
•What will you do to continuously work toward your vision?
•What markets are you serving and what benefit do you offer them by working toward your
vision?
Questions to identify key words in a statement that presents the means in which your
organization will work toward the vision:
1. What perceptions, habits, or beliefs do we need to work on or develop to grow?
2. What are we “selling”?
3. Who do we benefit?
4.What’s in our toolbox? (i.e., what resources do we provide)
Quick Guide: Position
72
35 Estes Park Downtown Parking Management Plan
February 2018
Messaging for the public parking system should focus heavily on how the program will work to align parking
and mobility policies and activities with the community’s strategic development and growth goals.
When crafting key messaging for public education and communication about the parking system’s
operational and customer service enhancements, it will be vitally important to carefully consider the tone of
messaging and how various messages will be perceived by the public. In an arena as technical and
complicated as parking management, it is often easy to get caught up in creating messages that try to
convey too much information, often in a way that is full of jargon or technical instructions.
Audience Segmentation
A successful communication strategy starts with identification of audience(s). While every unique
communication effort does not have to be tailored to meet a specific audience’s needs, it is important to
keep in mind that communication—especially during tense or challenging times—is not a “one-size-fits-all”
solution. Audience identification can help the Town know when additional communication or explanation of
a situation might be needed. It also helps prevent overwhelming customers with irrelevant or too much
communication, and can assist with making choices about communication tools that will be most effective
for an audience.
The following list provides a preliminary set of primary and secondary audience segments for a public
parking system.
Primary Audiences
Frequent patrons: This audience includes daily commuters and regular patrons of businesses,
organizations, and entities that will interact with the Town’s public parking and system at least once per
week. These customers are more informed about parking policies and regulation than the average parker.
However, they may be more resistant to future changes because they have an established routine.
Visitors, new and future patrons:This audience includes tourists, moderate to infrequent users, and
potential future users. This audience also includes residents of surrounding areas who travel to Estes
Park for special events or meetings. This is a more challenging group to reach because of their infrequent
use of the system; however, their overall experience in Estes Park is likely be to significantly influenced
by a poor parking experience.
Business owners and merchants:This audience segment is highly engaged which can provide both a
challenge and opportunity. On one hand, they are very knowledgeable and are connected to larger
groups of stakeholders or customers, and can act as “peer champions” to help spread the word about
improvements to the parking system. On the other hand, these groups often lack knowledge about
professional parking management policies and can become quickly frustrated at the slow pace of the
public sector.
Property owners:Stakeholder conversations revealed that some downtown property owners, especially
those who have owned property for a longer period, feel that their private parking has been utilized by the
public “for free”. As such, they are more cautious about what changes to how parking is managed might
mean for their investment in Downtown Estes Park. This stakeholder group will likely require more face-
to-face education and engagement.
Development Community:As there likely is an opportunity to work collaboratively with the development
community to achieve more efficiency with existing parking assets, the development community will
continue to be a key customer to consider when developing parking and mobility related messaging.
73
Estes Park Downtown Parking Management Plan
February 2018 36
Downtown Residents: To address the priorities of residents in and around Downtown, it will be important
to proactively plan for the types of programs and policies that will be needed to support a changing
downtown parking management program like a residential permit program and enhanced security.
WAYFINDING
Signage and wayfinding are critical elements in creating a consistent visual identity that provides parking
patrons with easy-to-identify visual cues about where public parking is available and what level of service
they can expect upon arrival in Downtown. As a significant investment, the development and application of
a consistent signage and wayfinding policy should be prioritized to ensure the creation of any new branding
or signage elements should consider the Town’s overall brand identity as well as the newly designed
wayfinding signage.
Wayfinding is particularly important when implementing paid parking to clearly identify the range of options
for parking (paid on-street parking, nearby time-limited parking, and free, remote parking options). A
signage and wayfinding plan will need to be developed to ensure effective implementation of new parking
management strategies.
COMMUNICATION TOOLS AND TACTICS
Educational and Informational Resources
Website:Beyond parking information located on the Town’s website for RMNP visitors, parking and
mobility information for Estes Park is hard to find when doing a quick Google search. The following
outlines some industry best practices that should be considered when developing the sort of online “one-
stop-shop” that is recommended as part of this planning effort:
x Basic parking and mobility information/location/directions
x Mission, vision, and values of the organization, and work underway to achieve those goals
x Contact form for feedback purposes
x Distinct sections correlating to the target audience categories, with information neatly sorted and
organized based upon the type of user
x In addition to hosting some static content, the site should include tools to allow users to select how
they want to communicate with/receive information about upcoming changes that will impact parking
in the Downtown area
x This site and the content on it should also feed into other local transportation resources, such as
information related to shuttles
x As the Town’s parking and mobility offerings become more sophisticated,Table 7 outlines what “next
level” investments are recommended, by user group
74
37 Estes Park Downtown Parking Management Plan
February 2018
Table 7: Potential Information by User Group
TARGET AUDIENCE INFORMATION TO INCLUDE
For Everyone Detailed information about service and programmatic offerings
Comprehensive calendar of events and opportunities for target market
audience engagement with the organization
Links to social media
Special Event information, including event-related street closures, special
event parking rates, and links to legitimate private event parking operators
“About Us” page
Frequent Patrons
Online citation payments
Construction information, including construction-related street/lane closures,
temporarily reserved parking areas, and meters that are hooded or out of
service
Visitors, New and
Future Patrons Parking options for daily, monthly, and visitor parking, either through links or
downloadable PDF format
Downtown
Stakeholders Parking options for daily, monthly, and visitor parking, either through links or
downloadable PDF format
Staff contact information for developers, property owners, investors, etc. who
may be interested in investing in Downtown Estes Park
Links to partnering organization’s websites
A few examples of parking programs that have clean, well-branded, and user-friendly websites include:
EasyPark, Vancouver, BC (www.easypark.ca); LexPark, Lexington, VA (www.lexpark.org); and Park
Cedar Rapids (www.parkcedarrapids.com).
Social Media: Social media has changed the way people communicate, how stories are told, and how
information gets distributed. However, as many industries are noticing, social/new media strategies are
only as effective as the consistency of the staff, intern, or volunteer time that is spent to maintain them.
The effective use of social media means making a commitment to keeping it updated and fresh with
content. The most successful parking programs and organizations using social media are creative in their
messaging and approach, using the site not just for information, but for contests, and fun interactions as
well. Social media gives the brand a personable and down to earth accessibility that gives a user a
continuous reason to keep coming back.
According to a 2014 study of Americans aged 18-24, “more than half of Millennials said they would
consider moving to another city if it had more and better options for getting around, while 66% said that
access to high-quality transportation was one of the top three criteria they [weighed] when deciding where
to live”. These audiences are likely already on social media and will come to expect that they will be able
to follow, tweet, post, or tag a picture as part of their parking experience.
75
Estes Park Downtown Parking Management Plan
February 2018 38
Annual Report: It is important to not only share news and information with user groups, but to also
document progress. An annual report provides programs with an opportunity to document and share
progress made over the course of a year. Some basic items to include in the report: annual
achievements, budget information, marketing and outreach efforts, priorities for the coming year, and
statistics on customers served. The annual report can also include results from benchmarking and
customer service surveys. A popular trend in annual reports is the creation of online-only reports that are
designed as infographics instead of the traditional text report. This can cut down on cost, provide
additional transparency, and be more digestible for stakeholders.
Patron Engagement Campaigns/Initiatives:
x PARK(ing) Day: PARK(ing) Day is an annual worldwide event where artists, designers, and citizens
transform metered parking spots into temporary public parks (www.parkingday.com).
x Bike to Work Day: Partnering with local bicycle advocates could be a positive way to encourage
increased use of alternative modes and to highlight possible investment in bicycle infrastructure and
amenities.
In addition to using these proven channels, the following additional strategies are recommended for
consideration:
x Utility Bill Survey:The utility bill is a powerful tool because it is likely to reach a far larger audience
than can be reached by other, often online-only, tools. Utility bill inserts can provide website
information, and can list other ways that residents can provide feedback (i.e., upcoming meeting
dates, phone number, or email information).
x Opt-in Text Message System:For those community members who are faced with “email overload”
or who choose not to have a smart phone, offering an opt-in text messaging system is a good option.
A text message number would be provided to community members interested in receiving text
messages about upcoming meetings, construction updates, or programs that might impact their
neighborhood. This system can be relatively inexpensive and easy to manage. Normal text
messaging rates for those who opt-in still apply.
x Educational Videos:Videos can be a powerful instructional and informational tool, especially when
trying to convey often technical information about new parking technology. Videos are also a great
way to include customers or other community leaders like Council members in the development of
educational materials, videos, and other media campaigns (i.e., customers/community leaders can be
used to demonstrate technology in educational videos, replace stock photos on your website, and can
be trained as citizen peer advocates for a particular stakeholder group)
x “Industry/Block Captains”:One of the most powerful tools that can be leveraged is the sharing of
information and advocacy of an idea by peer groups. The new Parking and Mobility staff person
should make one of his/her first tasks to reach out to key thought leaders in the business, residential,
and community development sectors and work on getting their buy-in to act as citizen ambassadors
for the new enterprise. These “Industry Captains” can then help broaden the reach of key messages,
and often their voices can carry more weight and gain more trust with peer groups than messages
coming straight from the Town or another public source.
76
39 Estes Park Downtown Parking Management Plan
February 2018
PARKING TECHNOLOGY ASESSMENT
Seasonal demand for parking in the Town of Estes Park has intensified and has resulted in a desire to
explore an integrated parking payment, enforcement, and management system for existing parking
facilities in Downtown. Vehicles often circulate in search of sufficient parking that fits their intended
destination, it is necessary to address the users need for accurate parking information, but to also
manage parking and transportation systems efficiently.
Managing and enforcing parking systems and procedures has traditionally been carried out manually and
usually are human-intensive. Adopting and integrating parking technology systems make parking
management more effective, and can mitigate drivers circulating looking for parking, roadway congestion,
high emissions, or even accidents. Parking technology can direct travelers to available spaces or provide
users with current parking costs in certain locations without circling for a parking space. Communities with
integrated parking systems may even result in increased economic productivity by improving access to
business.
This memorandum specifically focuses on strategies related to parking technology. The memorandum will
evaluate, review, and recommend innovative parking technologies to enable effective and efficient
management parking approaches and practices.
This Chapter is organized as follows:
x Existing Conditions
x Parking Industry Evaluation
x Recommended System
x Cost
EXISTING CONDITIONS
Estes Park has a range of multi-modal transportation options, with a free shuttle system and on-and-off
street parking facilities, however it currently lacks integrated parking payment infrastructure and systems.
The Town has been developing a plan focused on implementation-ready tools that enhance the parking
user experience and promote a more balanced parking system. Past studies have included educational
and outreach strategies, branding and messaging improvements, parking inventory and occupancy
analysis, and outreach strategies between the public and private realm to create a more complete parking
system. This existing condition summary will briefly cover the 2013 “Town of Estes Park Transit and
Parking Study” and will briefly provide an overview on:
x Parking Technology and Pricing
x Parking Inventory
x Parking Occupancy and Duration
PARKING TECHNOLOGY AND PRICING
On-street and off-street parking within the Town is currently free of charge, and most time-restricted
parking lots are monitored but only enforced on a limited basis. A permitting system for downtown
residents is managed by the Estes Park Police Department. Additionally, the Visitor Center manages a
permit system which allows overnight parking for visitors to Rocky Mountain National Park.
77
Estes Park Downtown Parking Management Plan
February 2018 40
PARKING INVENTORY
The parking supply in the Town of Estes Park consists of both private and publicly available on-and off-
street parking. Shown in Figure 2 the Town has established restrictions on some of the parking spaces to
encourage turnover and maximize utilization with all-day parking, three-hour parking, and 30-minute
parking, while overnight parking is prohibited. Table 8 shows the corresponding parking facilities and
actual number of spaces. The current parking consists of 15 off-street lots and 11 on-street for a total of
2,191 spaces.Including 34 recreational vehicle (RV) spaces at the Events Complex (20), Visitor Center
(4) and Town Hall (10). Two Electric vehicle (EV) charging stations are located at the Municipal Parking
Lot, costing $1.00 per hour to park with a three-hour limit.
Much of the public parking is oriented in the downtown commercial core and the periphery lots at the Events
Complex. Free-seasonal shuttles to the downtown core are offered from the Estes Park Visitor Center for
user convenience.
Figure 2: Off-Street and On-Street Parking Time-Restrictions
78
41 Estes Park Downtown Parking Management Plan
February 2018
Table 8: Parking Inventory
Type NAME Lot ID Stalls Time Limit
Off-Street Events Complex 1 428 Unlimited
Visitor Center Garage 2 415 Unlimited
Visitor Center Lot 3 157 Unlimited
Town Hall Lot 4 268 Unlimited
East Riverside Lot 6 43 3-Hour Limit
Virginia Lot 7 21 3-Hour Limit
Riverside Lot 8 91 3-Hour Limit
Post Office Lot 9 53 3-Hour Limit
Post Office Lot 9 40 30-Minute Limit
West Riverside Drive Lot 10 38 3-Hour Limit
Davis Lot 11 43 Unlimited
Wiest/Moraine Lot 12 141 Unlimited
Big Horn Lot 13 41 Unlimited
Tregent Lot 14 17 Unlimited
Spruce Lot 15 44 Unlimited
Performance Park Lot 16 81 Unlimited
Brownfield Lot 17 6 3-Hour Limit
On-Street Big Horn Drive 34 Unlimited
East Elkhorn Avenue 5 3-Hour Limit
MacGregor Avenue (North of Park) 86 Unlimited
MacGregor Avenue (East Side) 16 3-Hour Limit
MacGregor Avenue (West Side) 16 3-Hour Limit
Moraine Avenue 32 3-Hour Limit
Park Lane (North Side) 21 3-Hour Limit
Park Lane (South Side) 20 3-Hour Limit
Virginia Drive (West Side) 6 3-Hour Limit
Virginia Drive (East Side) 5 3-Hour Limit
West Elkhorn Avenue 18 3-Hour Limit
Riverside Drive 5 3-Hour Limit
2,191
x Total Downtown Parking Stalls: 1,763
x 30-Minute Limit: 40
x 3-Hour Limit: 396
x Unlimited: 1,327
79
Estes Park Downtown Parking Management Plan
February 2018 42
PARKING OCCUPANCY AND DURATION
Using the Town’s existing parking studies and data inventory, many of the major known parking deficiencies
include the enforcement of parking restrictions, limited parking capacity in downtown, traffic congestion,
and many of the parking facilities operate well above the “effective capacity (85%)”. Drivers circling and
searching for parking may be a heavy contributor to downtown traffic. The studies signaled the need for
further exploration of parking technology alternatives to form a stable parking system hierarchy with flexible
payment options. As discussed in the 2013 “Estes Transit and Parking Report,” a parking occupancy survey
of selected parking lots in the downtown area was performed. Parking occupancy reached 94 percent
during the observation period in downtown, indicating that parking regularly operates at capacity with
demand exceeding parking supply during peak season. The Estes Park Visitor Center (EPVC) also went
above the “Effective Capacity” reaching 90 percent.
More than 40 percent of vehicles stayed 30 minutes or less at the EPVC, while 16 percent stayed 3 hours
or more. Many of these observed staying 3 or more hours were likely using the transit service into
downtown Estes Park or Rocky Mountain National Park. Other parking deficiencies include inadequate
parking wayfinding and parking education on available parking and shuttle systems. Future parking
technology integration may provide assistance in collecting important parking data for future planning and
analysis.
No updated parking occupancy or turnover study has been completed since the opening of the new
parking garage at the Visitor Center in July 2017, which increased the downtown parking supply by 313
net parking spaces.
INDUSTRY EVALUATION
The tools to manage parking inventory and facilities are advancing rapidly, allowing parking managers to
collect large quantities of data, to then analyze, report, and plan to make transparent parking decisions.
The technologies described here fall under the category of “smart technology” and have the flexibility to
integrate with one another to create a full parking management and payment system.
This section focuses on smart parking technologies that may be adoptable for future implementation in
the Town of Estes Park. The industry evaluation section will explore:
x On-Street Meters & Payment Kiosks
x Online Parking Permitting
x Space Availability Detection
x Enforcement Technology
x Real-Time Parking Information
x Mobile Parking Applications
80
Ty9pe text here
43 Estes Park Downtown Parking Management Plan
February 2018
ON-STREET METERS & PAYMENT KIOSKS
Employing multi-space “smart meters” provide the customer with flexible amenities including the
acceptance of multiple payment options (e.g. credit cards, bills, and coins). The multi-space” format
serves the user with a range of revenue collection and payment types, with either: pay-and-display
(money/credit card), pay-by-space (space number), and pay-by-license plate (plate number), all in the
same station. Signage and integrated systems would need to be implemented to ensure that customers
are aware that the pay-by-phone is an option, as well as to establish start-up accounts. It also allows
drivers to connect directly to a physical parking meter with their smartphone and pay without needing to
take anything out of your wallet.
Technology Logistics
Integrating multi-space pay stations within parking facilities provides the user and enforcer with an
intuitive, flexible, secure, and suitable installation. A range of operational payment options is available
including: pay-and-display, pay-by-space, and pay-by-license plate. These stations may accept a
combination of bills, coins, credit cards, pass cards, or coupons. A credit-card only system is usually low-
cost, while combination cash and credit-card systems are more costly to implement and manage because
cash must be collected and processed manually each day, and the risk of
cash theft exists. The systems can be A.C. or solar powered depending upon
existing infrastructure and amount of sun in designated areas. The solar
power option has reduced costs and are highly sustainable in the right
environment. Some units may have features of extending parking via text.
Management and linking violations to people, organizations, and vehicles may
also be integrated. Enforcement officers issue a citation on their handheld
mobile device and that information is automatically uploaded into a system
and can either be printed, sent via license plate, online, or mail.
81
Estes Park Downtown Parking Management Plan
February 2018 44
Multi-Space Pay Station Technology Options
T2 Systems:The Luke II pay stations are highly secure, flexible, and suitable for both on-and off-street
deployments. Link:http://www.t2systems.com
Technology Features:
x Employment of pay-and-display, pay-by-space, pay-by-license plate or pay-by-phone
x Extending feature to receive expiry reminders and add time to parking sessions
x Cloud-based intelligence platform that provides secure information
x High-detailed analytics: data visualization, automated reporting, interactive metrics
Project Locations:
x City of Milwaukee, WI
x University of Oklahoma, OK
82
45 Estes Park Downtown Parking Management Plan
February 2018
ONLINE PARKING PERMITTING
Traditional parking permit management systems are largely paper based and require significant
administration and manual checks. As a result, the operation becomes expensive to maintain, inefficient,
and cumbersome to use from a parking user perspective.
Technology Logistics
Online parking permitting based on license
plates is a secure and intuitive system for
both parking drivers and enforcers. The
permit number is relayed to a central
database to the standard mobile phone
network tower. The specific permit and
vehicle data is located within the database
and the relevant information is sent back to
the handheld device or through an
enforcement vehicle. Permit and vehicle
information are displayed on the screen of
the handheld reader enabling the parking
attendant to easily verify the validity of the parking permit. Users then can interact with permits online, by
managing payments, violations permit registrations and while parking managers keep track of permits
and payments within the system. With online parking permitting integration, enforcers use the online
permit registrations as a method to track vehicles through license plate recognition (LPR) technology.
Integrating both online and LPR technology create a more efficient and enforcement and permitting
process.
83
Estes Park Downtown Parking Management Plan
February 2018 46
Permit Technology Options
Many state-of-the art enforcement technologies exist in the parking technology field that provide solutions
shaped for individual parking system needs. Below are two leading parking technology companies that
specialize in parking analytics and permitting systems.
NuPark:uses a range of solutions for permit tracking, issuing, and enforcing virtual and
physical permits. Link:http://www.nupark.com/
Technology Features:
x Regardless of whether permits are purchased online, in the Town office, or through a mobile
application, all transactions are handled in one system.
x Sets permit pre-qualifications for permit purchases such as residency, and location criteria.
x Tracks space usage and waitlists parkers for surface lots and parking facilities. The user may
prioritize “wait listers”by date, time or other criteria.
Project Locations:
x City of Bellingham, WA
x University of Arkansas, AR
Cale:improves parking administration and simplifies the issuing of permits, benefiting both
issuers and parking users alike. Link: http://www.caleamerica.com/
Technology Features:
x Issued permits are made available in real time for parking users and enforcement officers
x Customizable for different types of permits, areas and rates
x Paperless permits (environmental friendly, removes printing costs/paper)
Project Locations
x Minneapolis, MN
x Baltimore, MD
84
47 Estes Park Downtown Parking Management Plan
February 2018
SPACE AVAILABILITY DETECTION
Wireless parking sensors is a relatively new, innovative, and intuitive wayfinding parking system that
helps drivers find a spot based on price, availability, and location. Sensor-enabled parking spots
automatically update real-time information and communicates available parking to the public. Online heat
maps may be integrated with space detection via a mobile app. Parking heat maps can show parking
availability and pricing by color coding, for example, a low-cost may represent a green color compared to
a high cost may represent a red.
In addition to making parking easy for drivers, the sensors and the data then can be collected and prove
useful to parking managers to track demand of spaces and the movement of cars, while changing prices
based on the demand of parking sections. Sensors may also be beneficial by lowering congestion and
emissions from drivers searching for a spot. At present, the greatest obstacle to wide adoption of sensors
are the installation and maintenance costs associated with those systems.
As wireless sensor parking technology is still evolving; with minimal proven large-scale applications and
uncontrolled urban environment locations, there are still technical hurdles to address. For example, an
arriving driver can pull into an empty spot after an open-stall-alert was previously sent to
another driver. Additionally, handling a range of dimensional parking spaces (i.e. motorcycles, smaller
cars, oversized trucks) also challenges these systems.
In off-street facilities with a limited number of access points, space availability counts can be conducted at
the entry and exit points rather than at each individual parking space. In some cases, this provides a
more cost effective alternative, while still providing real-time parking availability that can be displayed at
the lot entrances and linked to an online tool, nearby DMS display, or mobile app. Some counting
systems can be installed in a way to allow for seasonal use only, minimizing maintenance issues during
the winter, off-peak season.
Technology Logistics
Space detections technology provide spot-level data including: occupancy, turnover, dwell time,
prioritized, and enforcement notifications. The parking technology relies on a small, durable, and wireless
sensor—a similar resemblance to a hockey-puck, that can have
a 99 percent accuracy rate for an open spot alerts.
The sensors run on batteries, that need replacement every 3-5-
years and contains a magnetometer and Bluetooth radio inside
of the case. The magnetometer senses a car’s metal and then
uses a radio to transmit data via communication network. The
electrical needs for installing such sensors are minimal and
highly sustainable.
85
Estes Park Downtown Parking Management Plan
February 2018 48
Sensor Technology Options
ParkiFi:displays parking spot availability with 99% accuracy through individual parking space
sensors that gather and transmits information for management, payment and compliance
monitoring. Link:https://www.parkifi.com/
Technology Features:
x Guides drivers to available spaces
x Parking spot level data analytics: Real-time occupancy, turnover, and enforcement tracking
x Withstands -40 and 180 degrees Fahrenheit, withstand weight of a semi-truck, oil leaks and
antifreeze
x Powered by long-life batteries for low maintenance
x Infrared and magnetic technology
x Track data across real-time, historical and other predictive timeframes
x Walking directions back to your vehicle
Project Locations
x Denver, Colorado
x Boulder, Colorado
Parking Lot Access Count Technology Options
Parking Logix:counts vehicles entering and exiting parking lots using wireless parking
sensors embedded in low-profiled rubber humps that be installed in 4 hours or less and
removed when not needed. Data can be used flexibility, either through DMS signs or integrated
into a third-party management tool or application. Link:http://parkinglogix.com/
Technology Features:
x Accuracy: Wireless sensors offer greater accuracy than traditional loops or Infra-red counting
systems;can differentiate between vehicle and non-vehicle traffic (bicycles, shopping carts, etc), as
well as tailgating cars, for highly accurate parking counts.
x Cost-Effectiveness: Often 40 to 60% less than other standalone counting systems
x Flexibility: Able to generate customized reports on vehicle count data, ingress and egress, and
capacity levels; Software allows for real time dashboard updates, analytics, and API tools for website
and app integration.
x Real-Time Data: Data is updated in under 3 seconds so that the information is accurate and up to
date.
Project Locations
x Portland, Oregon
x Boston, Massachusetts
86
49 Estes Park Downtown Parking Management Plan
February 2018
ENFORCEMENT TECHNOLOGY
Enforcing parking regulations is a critical step in managing parking effectively. Sustaining and practicing
good enforcement management along with strategic operational policies will help to achieve improved
space turnover and availability and even higher customer satisfaction. Traditional parking methods are
time-intensive; parking enforcers check each car on foot, issuing tickets when a violation has been
identified, and violation follow up. License Plate Recognition (LPR) technology augments the human-
intensive process.
LPR cameras capture plate characters and match against a list of permitted vehicles, and automatically
alerts operators to vehicles with expired parking, unregistered permits, and unpaid fines. Enforcement
technologies provide permit tracking, and issuing physical or online citations via mailing or mobile apps
through LPR (license plate recognition) technology integration.
Technology Logistics
The system is designed to improve efficiency, improve user convenience, reduce ticketing mistakes, and
more quickly ticket cars that don’t have permits, thereby freeing up spaces for cars with parking
privileges,
Enforcement and violation data is
communicated in a two-way process
between field devices and management
platform. Enforcement data is immediately
generated and uploaded to make
processing and payment. Multiple
enforcement parking hardware are
available and include mobile LPR cameras
and handheld enforcement devices.
Enforcement Technology Options
Genetec:uses AutoVu, the automatic license plate recognition (ALPR) recognition system that scans
license plates and alerts officers to parking violations.
Link:https://www.genetec.com
Technology Features:
x Organizations use LPR reports and data to define routes based on peak occupancy,
maximizing resources for greater output
x At any point in time, parking enforcement officers can pull a report to see how many vehicles
are in violation in each lot, or personal vehicle
Project Locations
x Fort Lauderdale, FL
x Palm Beach, FL
87
Estes Park Downtown Parking Management Plan
February 2018 50
REAL-TIME PARKING INFORMATION
Dynamic signage is another example of providing parking availability through real-time information in high
demand areas through public signage. Presenting parking inventory through signage of various forms and
integrating online apps, directs people to available parking in an efficient manner, improving traffic flow
and a driver’s decision-making process. Many of these systems are installed in parking garages,
shopping centers, airports, and sport facilities, but may also be integrated into downtown parking areas.
All vehicle counts when entering and leaving a parking facility are passed to a central computer where
real-time data is distributed to internal and external displays signs mounted at the entry to each parking
facility or on the approaching roadway network. The signs may provide total parking spaces and the
vacant spaces.
Technology Logistics
Outdoor LED parking access control signs attract
and direct motorists to a parking garage or surface
lots based on space prices and space availability.
LED parking control system signs help eliminate
traffic confusion and congestion by guiding drivers in
the right direction. The technology offers an
extensive selection of LED signs for parking garages
or outdoor use in parking surface lots. Space
available signs are designed to interact with space
availability and parking systems and transmit
information between devices and display real-time
parking availability.
88
51 Estes Park Downtown Parking Management Plan
February 2018
MOBILE PARKING APPLICATIONS
Mobile parking applications are another innovative “smart parking” technology intended to provide parking
options and data availability to the public through mobile devices. Integrating data with parking sensors or
smart meters provide users with direct information to parking availability and location of the users’ car. In
turn, congestion and emissions decrease because of less circling to find a space, while parking decision-
making becomes tangible through a mobile device.
Technology Logistics
Mobile parking applications provide drivers with smart
technology to engage with real-time off-street and on-
street parking availability, pricing, special offers, and
other features. The sensors and/or meters are tied into
a cloud platform, thus providing the parking data to the
end user via mobile application device. In addition,
parking apps automatically pinpoint your parking
location and provides directions back to the users
designated parking spot. All the data is transmitted and
stored into tangible analytics, that merge data into an
accurate portrayal of the existing or future parking
demand. The data then can be used to prepare a comprehensive report or city-wide parking utilization
study.
Parking Apps
App Pros Cons
x Reserved parking spaces at
special events
x Customizable parking
expiration notifications
x Limited provided locations
x Displays only publicly
accessible and non-restricted
lots
x Reserves parking spaces at
special events
x See real-time parking space
information and meters
x “Nearby Places” function does
not show closest parking lot
x Only provides real-time
parking in selected cities of
database
x Directions to nearest lot
x Directions back to vehicle
x See real-time parking space
information and meters
x Displays restricted-access
lots, but does not differentiate
that to the user compared to a
public lot.
x Reserve parking spaces at
special events
x Limited provided locations
89
Estes Park Downtown Parking Management Plan
February 2018 52
RECOMMENDED SYSTEM
Given the size and key priorities for improving seasonal parking in Downtown Estes Park, the following
parking technology systems are recommended for further consideration should Estes Park advance
seasonal paid parking:
1.Mobile License Plate Recognition (LPR) enforcement strategy
2.Integration with proposed DMS (dynamic message signs) for display of real-time space
availability information
3.On-Street parking space detection system and off-street ingress/egress detection for highly
accurate and real-time space availability information
4.Installation of multi-space metered system for on-street spaces and off-street parking lots and
equipped with solar power.
5.Mobile parking application for cost information, space availability, and mobile payment
6.Online permitting system for residents and employees.
LICENSE PLATE RECOGNITION (LPR)
The Town should consider investing in a License Plate Recognition (LPR) system, which captures vehicle
license plates while simultaneously scanning permit and timed-parking. The technology improves
accuracy of violations, but most importantly, reduces time and enforcement resources. The mobile LPR
should be integrated with the online permit system and the multi-space meter technology for tracking up-
to-date payments and permits. The system also has other benefits including increased worker safety and
violation accuracy.
INTEGRATION WITH PROPOSED DMS
Integrating proposed dynamic message signs (DMS) with future parking technology, such as parking
sensors, will provide drivers with real-time information on space availability, time restrictions, and other
related parking attributes. The Town should adopt a parking signage and guidance program that is up-to-
date and have real-time parking info that reduces the number of vehicles circulating for available parking.
DMS integration may also provide information on parking pricing and other multi-modal information
including shuttle schedules. Parking management overall becomes much more efficient for both the user
and for traffic operations.
SPACE-BY-SPACE DETECTION AND REAL-TIME LOT COUNTS
Through a combination of on-street space detection sensors as well as real-time ingress/egress counts at
most off-street lots, visitors will have access to real-time parking information throughout downtown. When
integrated with a DMS and guidance system, visitors will be able to find available parking much more
easily. Additionally, by maintaining a real-time record of space availability, the Town will have a robust
dataset on which to base future parking management decisions and recommendations.
MULTI-SPACE METER PARKING SYSTEM
Given that the Town of Estes Park has large public and private parking facilities with high seasonal
visitors--parking kiosks, also known as a multi-parking pay station for on-street and off-street public
parking, is recommended. This technology offers the flexibility to meet the needs of on-street and off-
street public parking and includes a variety of features that streamline parking operations, increase
90
53 Estes Park Downtown Parking Management Plan
February 2018
consumer convenience and encourage compliance. Pay by license plate meters are recommended for
integration with Mobile LPR and the electronic permitting system for enforcement.
It is recommended that credit only kiosks powered by solar panels be used primarily for the Town of Estes
Park. In addition, pay stations will be most cost efficient when deployed in surface lots with high numbers
of spaces per pay station, so they should be implemented there first.
Power Supply
Power supply is another consideration when determining the placement of meters, as this can affect the
cost of installation, deployment location, and ongoing maintenance of meters. Two primary options exist:
AC and solar polar. With AC powered meters, the cost of routing the power is usually the largest
determining factor of meter placement. On-street parking may have existing electrical needs as off-street
parking may need new re-routing.
The Town should adopt solar power panels for meters, where solar power is much more flexible in terms
of placement, as no routing is required and the operating costs are lower. Each meter must receive at
least two hours of sunlight per day and most solar panels may be rotated or adjusted according to
seasonal change and sun direction. A solar analysis needs to show that each meter will get adequate
sun, otherwise meter deployments may vary.
Deployment Meter Locations
The parking operations of designated parking lot size, on-street or off-street parking, and parking demand
often dictate the number of meters to deploy and where to place them. By selecting the appropriate meter
locations, this will in turn enhance user convenience. For on-street and off-street parking, the Town of
Estes Park should operate meters as a pay-license-plate (PBL) for public parking. The diagram below
shows typical walking distances for pay-and-display (PND), pay-by-space (PBS), and PBL.
With on-street parking about one to
two meters can cover a large block
area in town, but one meter should
cover a maximum of 25 parking
spaces. For on-street
implementation, meters should be
no more than 100 feet away from
any parking space. Off-street meter
deployments can manage hundreds of spaces with one meter—depending on the size, layout, volume, and
direction of foot traffic. If meters are located too far apart from where the consumer is walking then the
system becomes a hindrance for consumers.
Understanding pedestrian circulation and which direction consumers are going once they park will
validate meter locations and meet pedestrians needs more securely. Meters should avoid locations that
require pedestrians to deviate from their natural path to pay for parking. Prominent nodes, intersections,
visitor centers, public transit/shuttle stops in vicinity to parking would be an appropriate meter location.
MOBILE APPLICATIONS
Adopting a mobile application will provide the parking user the opportunity to pay for parking sessions,
extend a parking session, and locate a parking space, all through a mobile device. For mobile parking
91
Estes Park Downtown Parking Management Plan
February 2018 54
apps, clear and effective signage plays a significant role in targeting users and increasing parking
utilization. If the Town provides adequate signage with how to use, manage, and sign-up via mobile app,
the parking users overall experience when locating parking becomes a simple process.
ONLINE PERMITTING SYSTEM
Adopting an online permitting system will help accommodate residents and employees in the downtown
area. Applying, renewing, and changing permits can all be done online with a vehicular license plate
being the virtual permit. Permits can be designated by designated zones, both private and public. In
addition, patrons can purchase a single permit for use with multiple vehicles as long as they do not use
two vehicles at the same time.
COSTS
This section explores costs associated with pay station technology and systems that may integrate with
other external parking system equipment. It should be noted the rates below may differ when taking in
account equipment lifecycles, capital costs, fiber connections, wireless hookups, or other special
circumstances, and should be adjusted based on Estes Park’s parking and infrastructure needs. Each
item shows the specific scope of each product with unit costs based on monthly, yearly, or a flat-fee rate
by unit item.
x Mobile LPR Vehicle
x Capital Costs: $40,000/vehicle
x Maintenance/Replacement Costs: $4,000/vehicle/year
x Handheld LPR Unit
x Capital Costs: $4,500/unit
x Maintenance/Replacement Costs: $450/unit/year
x DMS Integration
x Installation Costs: $10,000/system
x Hardware Maintenance: $1,000/year
x Space Availability Detection
x Installation Costs: $50/space
x Maintenance Costs: $7/space/year
x Parking Lots Access Counters
x Installation Costs: $10,000/lot
x Maintenance Costs: $1,000/lot/year
x Pay Stations
x Installation Costs: $12,000/unit
x Maintenance Costs: $960/unit/year
92
55 Estes Park Downtown Parking Management Plan
February 2018
x Mobile Application
x Annual Costs: $25,000/year
x Online Permitting System
x Annual Costs: $20,000/year
PARKING REVENUE ESTIMATES
Future revenues for the parking system are projected in this section and include the Town’s parking
inventory including surface lots, garages, and on-street parking.
Assumptions made regarding revenues are a result of data from the 2005 Republic Parking Study that
measured turnover and average duration for 378 on-street spaces on Big Horn Drive, Cleave Street, E
Elkhorn Avenue, E Riverside Drive, MacGregor Avenue N, MacGregor Avenue S, Moraine Avenue, Park
Lane, Virginia Drive, Wiest Drive, and W Elkhorn Avenue. Though these only reflect on-street inventory,
and likely would show differences compared to off-street lots, the assumption of turnover and average
duration is kept constant through these projections. As a result, assumptions have been made for this
section and are shown below.
Assumptions:
x Parking price per hour: $1.00 / hour
x Turnover ratio (vehicles served per space per day): 1.74 vehicles per day
x Average stay duration: 2.83 hours per vehicle
x Days of active paid parking per year (May 15 to Oct 15): 154 days
x Correction factor (transaction costs, unpaid meters, etc.): 0.90
11
x Seasonal correction factor 0.82
12
Assumed revenue per paid parking space per year: $560 per space per year
These assumptions can be easily tweaked to refine new forecasts that portray a more accurate picture as
new data on turnover ratios, average durations, number of days and pricing variety for parking users are
reported on. Parking citations are not included within these revenue forecasts.
11 Estimated
12 Derived from monthly 2016 traffic data from CDOT on Highway 34 east of Estes Park, comparing average
overserved daily traffic between May 15 and October 15 to peak month traffic (July).
93
Estes Park Downtown Parking Management Plan
February 2018 56
IMPLEMENTATION PLAN
Based on a review of parking management best practices, a detailed review of potential technology
options, outreach to peer communities, input from the TAB, as well as an extensive outreach effort during
the summer and fall of 2017, the following four-phase Implementation Plan was developed. Each phase
includes a description of:
x Parking management and technology recommendations
x Capital and operating costs
x Potential paid parking revenues
x Data collection needs
Additionally, a description of potential parking permit programs is also discussed, along with potential
funding sources.
94
57 Estes Park Downtown Parking Management Plan
February 2018
PHASE 1 –DATA COLLECTION AND TECHNOLOGY INVESTMENTS
There is general consensus that during the peak season, there is
heavy demand for convenient parking, making it difficult to easily
find available parking. However, during the outreach process,
many residents and business owners indicated that effects of the
additional parking added at the Visitor Center Parking Garage in
2017 should be studied prior to implementing paid parking as a
parking management tool.
Additionally, wayfinding to available parking was also identified as
a key tool to reduce traffic associated with visitors searching for
parking.
Based on this input received, Phase 1 includes the following key elements:
x Modify existing 30-minute time-limited stalls to one-hour parking to better serve the needs of quick
trips into Downtown, and add additional one-hour parking near Town Hall, the Library, and some
stores with very short duration stays.
x Improve wayfinding to available parking with parking availability detection in five lots combined within
digital message signs.
x Enhance enforcement of time-limited (3-hour) and high-turnover spaces (30-minute/1-hour).
x Conduct a turnover and occupancy study during the 2018 peak season to assess and confirm parking
demands with the additional spaces added at the Visitor Center Parking Garage; the continuous real-
time parking availability detection in select lots will be used to supplement the turnover and
occupancy study to estimate town-wide parking demands over the course of the peak season.
Phase 1 recommendations and costs are summarized in the following table.
Key Public Input Received
During Outreach Process:
Prior to implementing paid
parking, collect data on the
effects of the addition of the
Visitor Center Parking Garage.
95
Estes Park Downtown Parking Management Plan
February 2018 58
Table 9: Phase 1 Implementation and Ongoing Costs
One-Time
Capital Cost
Ongoing
Annual Cost
Conduct Turnover and Occupancy Study
x All Downtown Public Parking (Approximately 1,800 spaces)
$25,000
Update Time Limit Signage
x Change 30-Minute Limit Signs to 1-Hour Limit Signs:
x Post Office (40 spaces)
x Change 3-Hour Limit Signs to 1-Hour Limit Signs:
x MacGregor Avenue East Side (16 spaces)
x West Elkhorn Avenue (18 spaces)
x Riverside Drive (5 spaces)
x Add new 1-Hour Limit Signs:
x Town Hall Lot –Portions (23 spaces)
x Add New 3-Hour Limit Signs:
x Town Hall Lot –Portion (94 spaces)
$5,000
Mobile LPR Vehicle
x 1 Vehicle $40,000 $4,000
DMS Integration
x System Hardware and Software costs $10,000 $1,000
Real-Time Space Availability Detection
x Installation and Maintenance of off-street ingress/egress
detection in five lots: (636 total spaces):
x Town Hall Lot
x Post Office Lot
x Riverside Lot
x East Riverside Lot
x Wiest/Moraine Lot
$50,000 $5,000
Parking Administrator
x 1 Parking Administrator $45,000
Parking Enforcement
x 2 Parking Enforcement Officers (Parking Ambassadors)
$40,000
$130,000 $95,000
96
59 Estes Park Downtown Parking Management Plan
February 2018
Table 10: Time Limit Sign Change Recommendations
TYPE NAME LOT ID SPACES EXISTING PHASE 1
OFF-STREET Events Complex 1 428 Unlimited Unlimited
Visitor Center Garage 2 415 Unlimited Unlimited
Visitor Center Lot 3 157 Unlimited Unlimited
Town Hall Lot* 4 151 Unlimited Unlimited
Town Hall Lot* 4 94 Unlimited 3-Hour Limit
Town Hall Lot* 4 23 Unlimited 1-Hour Limit
East Riverside Lot* 6 43 3-Hour Limit 3-Hour Limit
Virginia Lot 7 21 3-Hour Limit 3-Hour Limit
Riverside Lot* 8 91 3-Hour Limit 3-Hour Limit
Post Office Lot* 9 53 3-Hour Limit 3-Hour Limit
Post Office Lot* 9 40 30-Minute Limit 1-Hour Limit
West Riverside Drive Lot 10 38 3-Hour Limit 3-Hour Limit
Davis Lot 11 43 Unlimited Unlimited
Wiest/Moraine Lot* 12 141 Unlimited Unlimited
Big Horn Lot 13 41 Unlimited Unlimited
Tregent Lot 14 17 Unlimited Unlimited
Spruce Lot 15 44 Unlimited Unlimited
Performance Park Lot 16 81 Unlimited Unlimited
Brownfield Lot 17 6 3-Hour Limit 3-Hour Limit
ON-STREET Big Horn Drive 34 Unlimited Unlimited
East Elkhorn Avenue 5 3-Hour Limit 3-Hour Limit
MacGregor Avenue (North of Park) 86 Unlimited Unlimited
MacGregor Avenue (East Side) 16 3-Hour Limit 1-Hour Limit
MacGregor Avenue (West Side) 16 3-Hour Limit 3-Hour Limit
Moraine Avenue 32 3-Hour Limit 3-Hour Limit
Park Lane (North Side) 21 3-Hour Limit 3-Hour Limit
Park Lane (South Side) 20 3-Hour Limit 3-Hour Limit
Virginia Drive (West Side) 6 3-Hour Limit 3-Hour Limit
Virginia Drive (East Side) 5 3-Hour Limit 3-Hour Limit
West Elkhorn Avenue 18 3-Hour Limit 1-Hour Limit
Riverside Drive 5 3-Hour Limit 1-Hour Limit
2,191
*Real-Time Space Availability Detection
97
Estes Park Downtown Parking Management Plan
February 2018 60
x Total Downtown Parking Stalls: 1,763
x 1-Hour Limit: 102 (6%)
x 3-Hour Limit: 451 (25%)
x Unlimited: 1,210 (69%)
Free (3-Hour Limit)
25%
Free (1-Hour Limit)
6%
Free (No Time
Limit)
69%
98
61 Estes Park Downtown Parking Management Plan
February 2018
Figure 3: Phase 1 Parking Management
99
Estes Park Downtown Parking Management Plan
February 2018 62
PHASE 2 –INITIAL PAID PARKING IMPLEMENTATION
Time limits, wayfinding, and effective enforcement often serve as effective parking management tools to
encourage turnover, allowing visitors to easily find parking. However, when demand levels far exceed the
available supply of convenient parking, pricing serves as an additional proven parking management
strategy.
Occupancy and turnover data collected during Phase 1 will be used to inform the need for and extent of
paid parking as an additional parking management strategy. It is recommended that the Town consider
implementation of paid parking only in lots and on-street areas where observed peak occupancy exceeds
85% during at least two hours during observed days.
During the initial phase of paid parking implementation, up to
562 spaces are assumed for inclusion within a possible paid
parking area. In general, the areas identified for potential
inclusion within the initial implementation phase of paid
parking include many of the 3-hour time-limited areas, as well
as the Town Hall Lot and the eastern portion of the Wiest Lot.
The high-turnover (1-hour limit) parking areas implemented
as part of Phase 1 will remain free.
Note that the on-street spaces along the route of the
Downtown Loop project are not included within Phase 2 paid
parking zone as it is assumed that Phase 2 would be implemented prior to construction of the Loop (thus
requiring the relocation of pay stations shortly after installation). If Phase 2 implementation begins after
the completion of the Loop project, the on-street areas along Moraine Avenue should be considered for
paid parking conversion.
During the public outreach process, many residents and business owners indicated that during a
proposed initial paid parking phase, the Town should continue to provide free and convenient parking
options for residents and employees. As proposed, at least 1,000 parking spaces (approximately 60% of
the Downtown parking supply) would remain free and unlimited during Phase 2.
Phase 2 includes the following key elements:
x Enhance enforcement over Phase 1 levels to patrol paid parking areas.
x Conduct a parking occupancy and turnover data to assess the performance of free and paid parking
areas (up to 562 paid parking spaces are assumed); the continuous real-time parking availability
detection in select lots along with paid parking transaction data will be used to supplement the
turnover and occupancy study to estimate town-wide parking demands over the course of the peak
season.
Phase 2 recommendations and costs are summarized in the following table.
Key Public Input Received During
Outreach Process:
During the implementation of paid
parking, the continued parking needs
of employees and residents should
be addressed through a permit
program or enhanced shuttle service.
100
63 Estes Park Downtown Parking Management Plan
February 2018
Table 11: Phase 2 Implementation and Ongoing Costs
One-Time
Capital Cost
Ongoing
Annual Cost
Conduct Turnover and Occupancy Study
x All Downtown Public Parking (Approximately 1,800 spaces)
$25,000
Pay Stations
x Installation and Maintenance of 12 pay stations
x Assuming 562 paid spaces
$144,000 $11,500
Mobile Payment Application
x Annual Software Costs
$25,000
Handheld LPR Unit
x 2 Units $9,000 $900
Mobile LPR Vehicle
x 1 Vehicle $4,000
DMS Integration
x Ongoing System Hardware and Software costs $1,000
Real-Time Space Availability Detection
x Maintenance of system in five lots $5,000
Parking Administrator
x 1 Parking Administrator $45,000
Parking Enforcement
x 3 Parking Enforcement Officers $60,000
$178,000 $152,400
Revenue
$560 annual revenue per paid parking space (562 spaces): +$314,700
101
Estes Park Downtown Parking Management Plan
February 2018 64
Table 12: Time Limit and Paid Parking Recommendations
TYPE NAME LOT ID SPACES PHASE 2
OFF-STREET Events Complex 1 428 Free (No Time Limit)
Visitor Center Garage 2 415 Free (No Time Limit)
Visitor Center Lot 3 157 Free (No Time Limit)
Town Hall Lot* 4 151 Pay-to-Park (No Time Limit)
Town Hall Lot* 4 94 Pay-to-Park (3-Hour Limit)
Town Hall Lot* 4 23 Free (1-Hour Limit)
East Riverside Lot* 6 43 Pay-to-Park (No Time Limit)
Virginia Lot 7 21 Pay-to-Park (3-Hour Limit)
Riverside Lot* 8 91 Pay-to-Park (No Time Limit)
Post Office Lot* 9 53 Pay-to-Park (No Time Limit)
Post Office Lot* 9 40 Free (1-Hour Limit)
West Riverside Drive Lot 10 38 Free (3-Hour Limit)
Davis Lot 11 43 Free (No Time Limit)
Wiest/Moraine Lot (West) * 12 99 Free (No Time Limit)
Wiest/Moraine Lot (East) * 12 42 Pay-to-Park (No Time Limit)
Big Horn Lot 13 41 Free (No Time Limit)
Tregent Lot 14 17 Free (No Time Limit)
Spruce Lot 15 44 Free (No Time Limit)
Performance Park Lot 16 81 Free (No Time Limit)
Brownfield Lot 17 6 Free (1-Hour Limit)
ON-SREET Big Horn Drive 34 Free (No Time Limit)
East Elkhorn Avenue 5 Pay-to-Park (3-Hour Limit)
MacGregor Avenue (North of Park) 86 Free (No Time Limit)
MacGregor Avenue (East Side) 16 Free (1-Hour Limit)
MacGregor Avenue (West Side) 16 Pay-to-Park (3-Hour Limit)
Moraine Avenue 32 Free (3-Hour Limit)
Park Lane (North Side) 21 Pay-to-Park (3-Hour Limit)
Park Lane (South Side) 20 Pay-to-Park (3-Hour Limit)
Virginia Drive (West Side) 6 Free (1-Hour Limit)
Virginia Drive (East Side) 5 Pay-to-Park (3-Hour Limit)
West Elkhorn Avenue 18 Free (1-Hour Limit)
Riverside Drive 5 Free (1-Hour Limit)
2,191
*Real-Time Space Availability Detection
102
65 Estes Park Downtown Parking Management Plan
February 2018
x Total Downtown Parking Stalls: 1,763
x Free (1-Hour Limit): 114 (6%)
x Free (3-Hour Limit): 70 (4%)
x Free (No Time Limit): 1,017 (58%)
x Pay-to-Park (3-Hour Limit): 182 (10%)
x Pay-to-Park (No Time Limit): 380 (22%)
Free (3-Hour Limit)
4%Free (1-Hour Limit)
6%
Free (No Time
Limit)
58%
Pay-to-Park (No
Time Limit)
22%
Pay-to-Park (3-
Hour Limit)
10%
103
Estes Park Downtown Parking Management Plan
February 2018 66
Figure 4: Phase 2 Parking Management
104
67 Estes Park Downtown Parking Management Plan
February 2018
PHASE 3 –FULL IMPLEMENTATION OF PAID PARKING
Occupancy and turnover data collected during Phase 2 will be
used to inform the need to expand paid parking as a parking
management strategy. It is recommended that the Town
continue to expand paid parking in areas where observed
demands exceed 85% during at least two hours during
observed days. Following Phase 3, up to 996 spaces may be
included within the paid parking area (56% of the Downtown
parking supply). Parking at the Visitor Center and Performance
Park will remain free and unlimited. As in Phase 2, the high-turnover (1-hour limit) parking areas
implemented as part of Phase 1 will remain free.
Phase 3 includes the following key elements:
x Use parking occupancy and turnover data to assess the areas of highest demand in Downtown and
inform the implementation of paid parking in additional lots, including up to 996 total paid parking
spaces within Downtown.
x Implementation of space-by-space detection.
x Enhance enforcement over Phase 2 levels to patrol
additional paid parking areas.
x Ongoing performance monitoring of turnover, occupancy,
and violation rates.
In order to accommodate the desire of residents and business
owners to prioritize the needs of employees and residents
following the implementation of paid parking, four additional
strategies are recommended as part of Phase 3:
x Maintain free, unlimited parking at Performance Park and the Visitor Center (approximately 650
parking spaces).
x Expand all-day trolley service in order to serve both the Visitor Center and Performance Park with
trolley service every 15-minutes between 7am and 10pm during the paid parking season.
x Allow residents to park for free if staying for an hour or less (must register vehicle in advance).
x Offer a limited number of monthly parking permits to provide unlimited access to non-time limited paid
parking areas (suggested minimum fee: $120/month).
Parking permits and one-hour of free parking for residents is discussed in more detail in the Parking
Permit Programs section.
Phase 3 recommendations and costs are summarized in the following table.
Key Public Input Received During
Outreach Process:
Maintain free parking at
Performance Park, the Visitor
Center, and the Events Center
Key Public Input Received During
Outreach Process:
Enhance multimodal access into
Downtown in order to encourage
the use of lots at the edge of
Downtown
105
Estes Park Downtown Parking Management Plan
February 2018 68
Table 13: Phase 3 Implementation and Ongoing Costs
One-Time
Capital Cost
Ongoing
Annual Cost
Conduct Turnover and Occupancy Study
x All Downtown Public Parking (Approximately 1,800 spaces)
$25,000
Pay Stations
x Installation of 17 additional pay stations
x Assuming 996 paid spaces total
$204,000 $27,800
Enhanced Trolley Service
x Additional Trolley Vehicle
x Expanded Trolley Service Hours (3,595 additional service-
hours per year)
$200,000 $226,500
Mobile Payment Application
x Annual Software Costs
$25,000
Handheld LPR Unit
x 2 Additional Units
x 4 Total Units
$9,000 $1,800
Mobile LPR Vehicle
x 1 Vehicle $4,000
DMS Integration
x Ongoing System Hardware and Software costs $1,000
Real-Time Space Availability Detection
x Maintenance of system in five lots $5,000
Space-by-Space Detection
x Installation and Maintenance at 1,127 spaces
$56,400 $7,900
Online Permitting
x Annual Software Costs $20,000
Parking Administrator
x 2 Parking Administrators $90,000
Parking Enforcement
x 4 Parking Enforcement Officers $80,000
$494,400 $489,000
Revenue
$560 annual revenue per paid parking space (996 spaces): +$557,800
106
69 Estes Park Downtown Parking Management Plan
February 2018
Table 14: Time Limit and Paid Parking Recommendations
TYPE NAME LOT ID STALLS PHASE 3
OFF-STREET Events Complex 1 428 Free (No Time Limit)
Visitor Center Garage 2 415 Free (No Time Limit)
Visitor Center Lot 3 157 Free (No Time Limit)
Town Hall Lot 4 151 Pay-to-Park (No Time Limit)
Town Hall Lot 4 94 Pay-to-Park (3-Hour Limit)
Town Hall Lot 4 23 Free (1-Hour Limit)
East Riverside Lot 6 43 Pay-to-Park (No Time Limit)
Virginia Lot 7 21 Pay-to-Park (3-Hour Limit)
Riverside Lot 8 91 Pay-to-Park (No Time Limit)
Post Office Lot 9 53 Pay-to-Park (No Time Limit)
Post Office Lot 9 40 Free (1-Hour Limit)
West Riverside Drive Lot 10 38 Pay-to-Park (No Time Limit)
Davis Lot 11 43 Pay-to-Park (No Time Limit)
Wiest/Moraine Lot (West) 12 99 Pay-to-Park (No Time Limit)
Wiest/Moraine Lot (East) 12 42 Pay-to-Park (No Time Limit)
Big Horn Lot 13 41 Pay-to-Park (No Time Limit)
Tregent Lot 14 17 Pay-to-Park (No Time Limit)
Spruce Lot 15 44 Pay-to-Park (No Time Limit)
Performance Park Lot 16 81 Free (No Time Limit)
Brownfield Lot 17 6 Free (1-Hour Limit)
ON-STREET Big Horn Drive 34 Pay-to-Park (No Time Limit)
East Elkhorn Avenue 5 Pay-to-Park (3-Hour Limit)
MacGregor Avenue (North of Park) 86 Pay-to-Park (No Time Limit)
MacGregor Avenue (East Side) 16 Free (1-Hour Limit)
MacGregor Avenue (West Side) 16 Pay-to-Park (3-Hour Limit)
Moraine Avenue 32 Pay-to-Park (3-Hour Limit)
Park Lane (North Side) 21 Pay-to-Park (3-Hour Limit)
Park Lane (South Side) 20 Pay-to-Park (3-Hour Limit)
Virginia Drive (West Side) 6 Free (1-Hour Limit)
Virginia Drive (East Side) 5 Pay-to-Park (3-Hour Limit)
West Elkhorn Avenue 18 Free (1-Hour Limit)
Riverside Drive 5 Free (1-Hour Limit)
2,191
107
Estes Park Downtown Parking Management Plan
February 2018 70
x Total Downtown Parking Stalls: 1,763
x Free (1-Hour Limit): 114 (7%)
x Free (No Time Limit): 653 (37%)
x Pay-to-Park (3-Hour Limit): 214 (12%)
x Pay-to-Park (No Time Limit): 782 (44%)
Free (1-Hour Limit)
7%
Free (No Time
Limit)
37%
Pay-to-Park (No
Time Limit)
44%
Pay-to-Park (3-
Hour Limit)
12%
108
71 Estes Park Downtown Parking Management Plan
February 2018
Figure 5: Phase 3 Parking Management
109
Estes Park Downtown Parking Management Plan
February 2018 72
PARKING PERMIT PROGRAMS
With implementation of additional time limits and paid parking proposed in Phases 1-3, additional parking
management will likely be needed to ensure that downtown employees and residents continue to have
access to downtown parking. The use of LPR enforcement combined with an online permitting program
will help to allow for flexible implementation of permit programs. Depending on the extent of
implementation of paid parking within Downtown, the following options are recommended for
consideration during Phases 1-3.
First Hour Free for Residents
During the community engagement process, many residents expressed a strong desire to avoid the need
to pay for parking for quick trips into town. While several areas will remain free, even after a possible
implementation of paid parking, one additional option to address this concern is to allow residents of
Estes Park to register up to two license plates per home. When parking in Downtown in a vehicle that has
been registered with the Town, enforcement officers will be alerted through the LPR platform to not issue
tickets if the vehicle is parked for one hour or less. Residents staying for longer than one hour will still be
required to pay the full hourly rate (including the first hour).
Online Permits
As needed the Town will have the ability to issue parking permits, which will be tied to the license plate of
the registered vehicle. These permits should be issued in limited circumstances to avoid loss of parking
supply intended for visitor to vehicles parked all day. Fees will be determined as part of Phase 3, as
needed. The following elements should be considered as part of any parking permit program:
x Permits should be linked to a single license plate
x Permit holders will appear as “paid” during enforcement hours; however, time limits still apply if
parking in time-limited areas
x Parking availability is not guaranteed with a parking permit, and parking is still first-come first-served.
As parking permits will only be needed in Phase 3 or later, costs should be determined based on
observed revenues per parking space. As a preliminary estimate, fees for an unlimited monthly permit
should not be less than $120 per month.
Following Phase 3, if there is adequate parking permit demand, the Town may consider dedicating a
portion of one Downtown lot as “permit-parking only.” The western portion of the Wiest Lot is
recommended as the priority area should demand levels warrant a permit-only area.
Should parking demands continue to increase, some residential areas outside of the commercial core
may begin to experience some parking spillover demand. While there is very limited on-street public
parking supply in surrounding residential areas under current conditions, parking demands should be
monitored, particularly following Phase 3, to determine if a residential parking permit program is
warranted as a future parking management strategy.
Temporary Permits
In some select cases, temporary permits may be needed, as with residential guests. As feasible, such
permits should be issued using a license plate number through the online permitting system. When it is
not feasible to enter license plate information in advance, a very limited number of temporary paper
110
73 Estes Park Downtown Parking Management Plan
February 2018
permits (hang tags) may be used to alert enforcement officers not to issue a ticket. Such permits require
enforcement officers to physically walk to the front of the vehicle to check for a permit when an infraction
is identified, and should only be available in very specific circumstances.
PHASE 4 –FUTURE PARKING INFRASTRUCTURE INVESTMENT
During the community outreach process, a consistent theme expressed by attendees was the desire for
additional parking capacity in Downtown. As parking garage costs represent a more significant
investment than the strategies identified in Phases 1 through 3, it is recommended that the need for a
Downtown parking garage be re-evaluated after the full implementation of Phase 3 in order to assess
demands with a number of parking management and travel demand management strategies in place.
After the implementation of Phase 3, if parking occupancy levels exceed 85% when averaged across the
entire Downtown parking supply for at least two hours per day during the peak season, additional parking
supply in Downtown may be needed to address the consistently high demands. Phase 4 documents six
potential parking garage locations, evaluated across 14 evaluation metrics. The assumptions for each
location are provided below, followed by a summary of the evaluation results. The full evaluation matrix is
included as an Appendix.
For context, the following information summarizes the cost and capacity information for the Visitor
Center Parking Garage, completed in 2017:
Existing Stalls Replaced: 48 stalls (102 total surface stalls, 54 stalls remain)
Total Parking Structure Capacity: 361 stalls
Net Gain:313 stalls
Footprint: 33,400 ft
2
Parking Structure Cost: $9,700,000
Cost per Stall: $26,900 ($31,000 per net new stall)
TOWN HALL LOT
Existing Stalls to Be Replaced: 268 stalls
Proposed Parking Structure Capacity:
3 Levels: 525 stalls
4 Levels: 700 stalls
Net Gain:
3 Levels:257 stalls
4 Levels:432 stalls
Footprint: 60,000 ft
2 (irregular)
Parking Structure Cost:
3 Levels: $15,000,000
4 Levels: $21,000,000
Cost per Stall:
3 Levels: $28,700
4 Levels: $30,000
111
Estes Park Downtown Parking Management Plan
February 2018 74
Mixed-Use Assumptions: Potential for integrated mixed-use with redevelopment of Town
Hall; not included within costs.
POST OFFICE LOT
Existing Stalls to Be Replaced: 93 stalls
Proposed Parking Structure Capacity:
3 Levels: 300 stalls
4 Levels: 400 stalls
Net Gain:
3 Levels:207 stalls
4 Levels:307 stalls
Footprint: 60,000 ft
2 (irregular)
Parking Structure Cost:
3 Levels: $8,800,000
4 Levels: $12,200,000
Cost per Stall:
3 Levels: $29,300
4 Levels: $30,600
Mixed-Use Assumptions: Potential for integrated mixed-use with redevelopment of Post
Office; not included within costs.
PICCADILLY SQUARE LOT
Existing Stalls to Be Replaced: 75 stalls
Proposed Parking Structure Capacity:
3 Levels: 450 stalls
4 Levels: 600 stalls
Net Gain:
3 Levels:375 stalls
4 Levels:525 stalls
Footprint: 55,000 ft
2 (irregular)
Parking Structure Cost:
3 Levels: $13,800,000
4 Levels: $19,200,000
Cost per Stall:
3 Levels: $30,700
4 Levels: $32,100
112
75 Estes Park Downtown Parking Management Plan
February 2018
Mixed-Use Assumptions: Potential for integrated mixed-use with private development; not
included within costs.
PERFORMANCE PARK LOT
Existing Stalls to Be Replaced: 81 stalls
Proposed Parking Structure Capacity:
3 Levels: 225 stalls
4 Levels: 300 stalls
Net Gain:
3 Levels:144 stalls
4 Levels:219 stalls
Footprint: 25,000 ft
2 (125’x200’)
Parking Structure Cost:
3 Levels: $6,000,000
4 Levels: $8,400,000
Cost per Stall:
3 Levels: $26,800
4 Levels: $28,000
Mixed-Use Assumptions: None
MORAINE/WIEST LOT
Existing Stalls to Be Replaced: 50 stalls
Proposed Parking Structure Capacity:
3 Levels: 150 stalls
4 Levels: 200 stalls
Net Gain:
3 Levels:100 stalls
4 Levels:150 stalls
Footprint: 18,000 ft
2 (100’x180’)
Parking Structure Cost:
3 Levels: $4,500,000
4 Levels: $6,300,000
Cost per Stall:
3 Levels: $30,100
4 Levels: $31,500
Mixed-Use Assumptions: None
113
Estes Park Downtown Parking Management Plan
February 2018 76
BIG HORN LOT
Existing Stalls to Be Replaced: 41 stalls
Proposed Parking Structure Capacity:
2 Levels: 80 stalls
Net Gain:
2 Levels:39 stalls
Footprint: 12,000 ft
2 (irregular)
Parking Structure Cost:
2 Levels: $1,800,000
Cost per Stall:
2 Levels: $22,800
Mixed-Use Assumptions: None
EVALUATION SUMMARY
The following table summarizes the evaluation process results, with 1 representing the highest rank in the
category, and 3 the lowest. In total, 14 performance metrics are included within the matrix across six
categories. As part of this analysis, all 14 metrics are weighted equally in the average score. It is
recommended that if the concept with the highest score does not align with the concept with the most
community support, the top three concepts should advance to a final evaluation phase, where community
members are asked to assign weights to each of the performance metrics. The final selected concept
should then be selected from the final concept with the highest score, taking into account the weights
assigned to each evaluation measure by community members.
114
77 Estes Park Downtown Parking Management Plan
February 2018
Criteria
To
w
n
H
a
l
l
/
Li
b
r
a
r
y
Po
s
t
O
f
f
i
c
e
Pi
c
c
a
d
i
l
l
y
Sq
u
a
r
e
Pe
r
f
o
r
m
a
n
c
e
Pa
r
k
Mo
r
a
i
n
e
/
Wi
e
s
t
Bi
g
H
o
r
n
Increase in Parking Supply
Net increase in number of parking stalls 1 Ծ 2 Հ 1 Ծ 2 Հ 3 Ժ 3 Ժ
Costs
Estimated Costs 1 Ծ 2 Հ 2 Հ 1 Ծ 2 Հ 1 Ծ
Land Acquisition Considerations 2 Հ 2 Հ 3 Ժ 1 Ծ 1 Ծ 1 Ծ
Site Acquisition, Development, and Staging
Anticipated Construction and
Environmental Considerations 1 Ծ 1 Ծ 3 Ժ 2 Հ 1 Ծ 1 Ծ
Operational Considerations 3 Ժ 2 Հ 2 Հ 2 Հ 1 Ծ 1 Ծ
Location and Transportation Impacts
Site Aesthetic Considerations 2 Հ 3 Ժ 2 Հ 3 Ժ 2 Հ 1 Ծ
Location Service Area 1 Ծ 1 Ծ 3 Ժ 2 Հ 1 Ծ 1 Ծ
Location Visibility 1 Ծ 1 Ծ 1 Ծ 2 Հ 1 Ծ 2 Հ
Shuttle Service 1 Ծ 1 Ծ 1 Ծ 1 Ծ 3 Ժ 3 Ժ
Bicycle Access 2 Հ 2 Հ 1 Ծ 1 Ծ 2 Հ 2 Հ
Traffic Impact 2 Հ 3 Ժ 1 Ծ 2 Հ 3 Ժ 3 Ժ
Multipurpose Potential
Mixed Use / Multi-purpose 1 Ծ 1 Ծ 1 Ծ 2 Հ 3 Ժ 3 Ժ
Flood Risk 2 Հ 2 Հ 2 Հ 2 Հ 1 Ծ 1 Ծ
Community Support
Community Response 1 Ծ 2 Հ 2 Հ 3 Ժ 3 Ժ 3 Ժ
Average Score 1.5 1.8 1.8 1.9 1.9 1.9
Rank 1 2 2 3 3 3
1 Ծ Best Performer in Category
2 Հ Tolerable/Neutral
3 Ժ Lowest Performer in Category
115
Estes Park Downtown Parking Management Plan
February 2018 78
FUNDING RECOMMENDATIONS
FIVE-YEAR COSTS AND REVENUE FORECAST
The following table shows net costs and revenues over five years based on the assumptions outlined in
the proposed implementation plan detailed above for Phases 1 –3 (Phase 4 excluded). Costs and
revenue are subject to change based on a number of variables including:
x Number of spaces included within the pay-to-park assumptions (996)
x This number may change based on the results of the initial occupancy and turnover study, as well as
follow-up study.
x Revenue per paid parking space ($560)
x The number is based on assumed turnover per space per day, average duration of stay per space,
cost per hour, number of days of paid parking per year, a 90% correction factor to account for
transaction fees and paid parking violations, and an 82% correction factor to adjust observed peak
month (July) parking demands to estimated average parking demands for the 5-month paid parking
season; this number is subject to change with the implementation of paid parking.
x Paid parking rate ($1.00 per hour)
x A constant rate of $1.00 per hour is assumed for the revenue assumptions. However, after full
implementation, if peak occupancy consistently exceeds 85% in portions of Downtown, a rate
adjustment may be warranted. A premium rate of $2.00 per hour could be considered in the paid
parking areas with highest demands following Phase 3 implementation.
116
79 Estes Park Downtown Parking Management Plan
February 2018
Table 15: Five-Year Costs and Revenues
Ph
a
s
e
It
e
m
T
y
p
e
D
e
s
c
r
i
p
t
i
o
n
U
n
i
t
C
o
s
t
U
n
i
t
Ye
a
r
1
Ye
a
r
2
Ye
a
r
3
Ye
a
r
4
Ye
a
r
5
Ye
a
r
1
Ye
a
r
2
Ye
a
r
3
Ye
a
r
4
Ye
a
r
5
Ph
a
s
e
1
A
d
d
i
t
i
o
n
a
l
T
i
m
e
L
i
m
i
t
s
Ca
p
i
t
a
l
$5
,
0
0
0
1
0
0
0
0
($
5
,
0
0
0
)
$0
$0
$0
$0
Ph
a
s
e
1
Oc
c
u
p
a
n
c
y
a
n
d
T
u
r
n
o
v
e
r
S
t
u
d
y
Ca
p
i
t
a
l
$2
5
,
0
0
0
1
1
1
0
0
($
2
5
,
0
0
0
)
($
2
5
,
0
0
0
)
($
2
5
,
0
0
0
)
$0
$0
Ph
a
s
e
1
Mo
b
i
l
e
L
P
R
E
n
f
o
r
c
e
m
e
n
t
Ca
p
i
t
a
l
Mo
b
i
l
e
L
P
R
V
e
h
i
c
l
e
$4
0
,
0
0
0
pe
r
v
e
h
i
c
l
e
1
0
0
0
0
($
4
0
,
0
0
0
)
$0
$0
$0
$0
Ph
a
s
e
1
In
t
e
g
r
a
t
i
o
n
w
i
t
h
D
M
S
Ca
p
i
t
a
l
In
t
e
g
r
a
t
e
D
M
S
T
e
c
h
n
o
l
o
g
y
$1
0
,
0
0
0
pe
r
s
y
s
t
e
m
1
0
0
0
0
($
1
0
,
0
0
0
)
$0
$0
$0
$0
Ph
a
s
e
1
/
3
Of
f
-
S
t
r
e
e
t
S
p
a
c
e
A
v
a
i
l
a
b
i
l
i
t
y
Ca
p
i
t
a
l
In
s
t
a
l
l
a
t
i
o
n
$1
0
,
0
0
0
pe
r
l
o
t
5
0
0
0
0
($
5
0
,
0
0
0
)
$0
$0
$0
$0
Ph
a
s
e
2
/
3
Ha
n
d
h
e
l
d
L
P
R
E
n
f
o
r
c
e
m
e
n
t
Ca
p
i
t
a
l
Ha
n
d
h
e
l
d
L
P
R
U
n
i
t
$4
,
5
0
0
pe
r
u
n
i
t
0
2
2
0
0
$0
($
9
,
0
0
0
)
($
9
,
0
0
0
)
$0
$0
Ph
a
s
e
2
/
3
Pa
y
S
t
a
t
i
o
n
s
Ca
p
i
t
a
l
In
s
t
a
l
l
a
t
i
o
n
$1
2
,
0
0
0
pe
r
u
n
i
t
0
12
17
0
0
$0
($
1
4
4
,
0
0
0
)
($
2
0
4
,
0
0
0
)
$0
$0
Ph
a
s
e
3
Sp
a
c
e
b
y
S
p
a
c
e
D
e
t
e
c
t
i
o
n
Ca
p
i
t
a
l
In
s
t
a
l
l
a
t
i
o
n
$5
0
pe
r
s
p
a
c
e
0
0
1,
1
2
7
0
0
$0
$0
($
5
6
,
4
0
0
)
$0
$0
Ph
a
s
e
3
Ad
d
i
t
i
o
n
a
l
T
r
o
l
l
e
y
S
e
r
v
i
c
e
Ca
p
i
t
a
l
Tr
o
l
l
e
y
V
e
h
i
c
l
e
$2
0
0
,
0
0
0
pe
r
u
n
i
t
0
0
1
0
0
$0
$0
($
2
0
0
,
0
0
0
)
$0
$0
Ph
a
s
e
1
Mo
b
i
l
e
L
P
R
E
n
f
o
r
c
e
m
e
n
t
O&
M
Ma
i
n
t
e
n
a
n
c
e
/
R
e
p
l
a
c
e
m
e
n
t
$4
,
0
0
0
pe
r
v
e
h
i
c
l
e
p
e
r
y
e
a
r
1
1
1
1
1
($
4
,
0
0
0
)
($
4
,
0
0
0
)
($
4
,
0
0
0
)
($
4
,
0
0
0
)
($
4
,
0
0
0
)
Ph
a
s
e
1
In
t
e
g
r
a
t
i
o
n
w
i
t
h
D
M
S
O&
M
Ha
r
d
w
a
r
e
M
a
i
n
t
e
n
a
n
c
e
$1
,
0
0
0
pe
r
s
y
s
t
e
m
p
e
r
y
e
a
r
1
1
1
1
1
($
1
,
0
0
0
)
($
1
,
0
0
0
)
($
1
,
0
0
0
)
($
1
,
0
0
0
)
($
1
,
0
0
0
)
Ph
a
s
e
2
Mo
b
i
l
e
P
a
y
m
e
n
t
S
y
s
t
e
m
O&
M
An
n
u
a
l
S
o
f
t
w
a
r
e
$2
5
,
0
0
0
pe
r
s
y
s
t
e
m
p
e
r
y
e
a
r
0
1
1
1
1
$0
($
2
5
,
0
0
0
)
($
2
5
,
0
0
0
)
($
2
5
,
0
0
0
)
($
2
5
,
0
0
0
)
Ph
a
s
e
1
/
3
Of
f
-
S
t
r
e
e
t
S
p
a
c
e
A
v
a
i
l
a
b
i
l
i
t
y
O&
M
Ma
i
n
t
e
n
a
n
c
e
$1
,
0
0
0
pe
r
l
o
t
p
e
r
y
e
a
r
5
5
5
5
5
($
5
,
0
0
0
)
($
5
,
0
0
0
)
($
5
,
0
0
0
)
($
5
,
0
0
0
)
($
5
,
0
0
0
)
Ph
a
s
e
2
/
3
Ha
n
d
h
e
l
d
L
P
R
E
n
f
o
r
c
e
m
e
n
t
O&
M
Un
i
t
M
a
i
n
t
e
n
a
n
c
e
$4
5
0
pe
r
u
n
i
t
p
e
r
y
e
a
r
0
2
4
4
4
$0
($
9
0
0
)
($
1
,
8
0
0
)
($
1
,
8
0
0
)
($
1
,
8
0
0
)
Ph
a
s
e
2
/
3
Pa
y
S
t
a
t
i
o
n
s
O&
M
Ma
i
n
t
e
n
a
n
c
e
$9
6
0
pe
r
u
n
i
t
p
e
r
y
e
a
r
0
12
29
29
29
$0
($
1
1
,
5
0
0
)
($
2
7
,
8
0
0
)
($
2
7
,
8
0
0
)
($
2
7
,
8
0
0
)
Ph
a
s
e
3
On
l
i
n
e
P
e
r
m
i
t
t
i
n
g
S
y
s
t
e
m
O&
M
An
n
u
a
l
S
o
f
t
w
a
r
e
$2
0
,
0
0
0
pe
r
s
y
s
t
e
m
p
e
r
y
e
a
r
0
0
1
1
1
$0
$0
($
2
0
,
0
0
0
)
($
2
0
,
0
0
0
)
($
2
0
,
0
0
0
)
Ph
a
s
e
3
S
p
a
c
e
b
y
S
p
a
c
e
D
e
t
e
c
t
i
o
n
O&
M
Ma
i
n
t
e
n
a
n
c
e
$7
pe
r
s
p
a
c
e
p
e
r
y
e
a
r
0
0
1,
1
2
7
1,
1
2
7
1,
1
2
7
$0
$0
($
7
,
9
0
0
)
($
7
,
9
0
0
)
($
7
,
9
0
0
)
Ph
a
s
e
3
Ad
d
i
t
i
o
n
a
l
T
r
o
l
l
e
y
S
e
r
v
i
c
e
O&
M
Op
e
r
a
t
i
o
n
s
/
M
a
i
n
t
e
n
a
n
c
e
$6
3
pe
r
n
e
w
s
e
r
v
i
c
e
-
h
o
u
r
p
e
r
y
e
a
r
0
0
3,
5
9
5
3,
5
9
5
3,
5
9
5
$0
$0
($
2
2
6
,
5
0
0
)
($
2
2
6
,
5
0
0
)
($
2
2
6
,
5
0
0
)
Ph
a
s
e
1
/
3
Pa
r
k
i
n
g
A
d
m
i
n
i
s
t
r
a
t
o
r
Sa
l
a
r
y
Sa
l
a
r
y
$4
5
,
0
0
0
pe
r
y
e
a
r
1
1
2
2
2
($
4
5
,
0
0
0
)
($
4
5
,
0
0
0
)
($
9
0
,
0
0
0
)
($
9
0
,
0
0
0
)
($
9
0
,
0
0
0
)
Ph
a
s
e
1
/
2
/
3
P
a
r
k
i
n
g
E
n
f
o
r
c
e
m
e
n
t
O
f
f
i
c
e
r
Sa
l
a
r
y
Sa
l
a
r
y
$2
0
,
0
0
0
pe
r
y
e
a
r
2
3
4
4
4
($
4
0
,
0
0
0
)
($
6
0
,
0
0
0
)
($
8
0
,
0
0
0
)
($
8
0
,
0
0
0
)
($
8
0
,
0
0
0
)
Ph
a
s
e
2
/
3
P
a
i
d
P
a
r
k
i
n
g
R
e
v
e
n
u
e
Re
v
e
n
u
e
Pa
i
d
P
a
r
k
i
n
g
$5
6
0
.
0
0
pe
r
s
p
a
c
e
p
e
r
y
e
a
r
0
56
2
99
6
99
6
99
6
$0
$3
1
4
,
7
0
0
$5
5
7
,
8
0
0
$5
5
7
,
8
0
0
$5
5
7
,
8
0
0
To
t
a
l
(
Y
e
a
r
)
($
2
2
5
,
0
0
0
)
($
1
5
,
7
0
0
)
($
4
2
5
,
6
0
0
)
$6
8
,
8
0
0
$6
8
,
8
0
0
To
t
a
l
(
N
e
t
)
($
2
2
5
,
0
0
0
)
($
2
4
0
,
7
0
0
)
($
6
6
6
,
3
0
0
)
($
5
9
7
,
5
0
0
)
($
5
2
8
,
7
0
0
)
Qu
a
n
t
i
t
y
Co
s
t
117
Estes Park Downtown Parking Management Plan
February 2018 80
PARKING AND MOBILITY MANAGEMENT PROGRAM
As discussed in the Downtown Plan, managing parking operations as a
“business” via an enterprise fund model is often considered a best practice
nationwide. By aligning all related parking revenue streams into one parking
enterprise fund as they are implemented (i.e., seasonal paid parking
revenue, enforcement revenue, special event parking revenue), the Town
can create, over time, a truly self-supporting enterprise that can cover all its
own operating and maintenance funding, fund parking maintenance
reserves, and ultimately contribute to parking facility capital development projects.
Parking revenues from the following sources could contribute to the parking enterprise fund:
x Seasonal paid parking revenues
x Parking enforcement revenues
x Permit parking revenues
x Special event parking revenues
x Revenues from special districts and/or other parking-related taxes/fees, if applicable
Policies should be developed to define the appropriate use of parking revenues. The following priorities
are recommended, related to the approved use of parking revenues:
x Operations and maintenance
x New technology acquisition
x Existing parking facility maintenance reserves
x TDM and mobility management support initiatives
x New facility capital investments
During the initial implementation phases, general fund dollars may need to be initially invested to get
parking management efforts started.
DOWNTOWN PARKING EXPANSION FUNDING
The Estes Park Downtown Plan identifies several potential funding tools that could potentially be used to
fund a new parking facility in Downtown:
x Special Assessment Districts
x Tax Increment Financing (TIF)
x Parking Benefit District (PBD)
x Business Improvement District (BID)
x Parking Tax District
x Impact Fees
x Payment/Fee-in-Lieu
x Public-Private Partnerships (P3)
x Design-Build-Operate-Manage
x Design-Build-Transfer
The Implementation Plan section for the Downtown Plan has recommended the creation of a Downtown
Development Authority (DDA) to lead the implementation of many of the investments identified within the
Key Recommendation:
Manage parking
operations as an
Enterprise Fund
118
81 Estes Park Downtown Parking Management Plan
February 2018
Plan. As the downtown parking expansion concepts are closely aligned with redevelopment goals within
downtown, it is recommended that the DDA lead the implementation of a downtown parking garage.
With the recent investment in a new parking structure near the Visitors Center, the Town should also
consider developing a “maintenance reserve fund” program for the Visitor Center Garage and any new
parking facility in downtown. Parking facilities are made of concrete, which deteriorates over time and
requires significant investments in on-going maintenance and periodic restoration. Deferring maintenance
will only cost more over time. Without an effective routine maintenance program and dedicated
maintenance reserve funds, the likelihood that serious deferred maintenance will lead to even higher
maintenance and facility restoration costs is much more likely. Typical parking facility maintenance
reserves range from $50 to $75 per space per year.
119
Estes Park Downtown Parking Management Plan
February 2018 82
NEXT STEPS
The best practices, technology overview, and implementation recommendations presented within this
document are intended to serve as a first step in creating a Parking and Mobility Management Program.
As a first step, it is recommended the Town begin implementation of the Phase 1 elements of this plan,
which will include:
x Technology procurement and installation (lot occupancy detection, DMS integration) Spring 2018
x Time-limit signage modifications Spring 2018
x Enforcement program investments Spring 2018
x LPR-based parking occupancy and turnover study Summer 2018
x Refine Phase 2-4 recommendations and timeline Fall 2018
This Implementation Plan presented within this document should be modified following each Phase in
order to continue to guide implementation based on the most recent data while continuing to reference
the Goals identified within the Introduction.
For ease of reference, the following pages summarize the key parking management strategies and costs
associated with each phase of Implementation.
120
83 Estes Park Downtown Parking Management Plan
February 2018
Phase 1 –Data Collection and Technology Investments
Timing 2018
Key Recommendations x Parking Occupancy and Turnover Study
x Time Limit Modifications (1-Hour Zones; Additional 3-Hour Zones)
x Real-Time Parking Availability Detection (5 Lots)
x DMS Parking Availability Integration
x Additional Enforcement
x Parking Administrator
Downtown Parking
Management Strategy
(1,763 Spaces)
Capital Costs (One
Time)
$
Operations &
Maintenance Costs
$
Annual Paid Parking
Revenue
-
$ = Approximately $100,000
Free (3-Hour Limit)
25%
Town Hall (Part)
East Riverside
Virginia
Riverside
Post Office
West Riverside
Free (1-Hour
Limit)
6%
Free (No Time Limit)
69%
Visitor Center
Town Hall (Part)
Davis
Wiest/Moraine
Big Horn
Tregent
Spruce
Performance Park
121
Estes Park Downtown Parking Management Plan
February 2018 84
Phase 2 –Initial Paid Parking Implementation
Timing To Be Determined (After Phase 1)
Key Recommendations x Parking Occupancy and Turnover Study
x Paid Parking Implementation (Up to 562 Spaces)
x Additional Enforcement
Downtown Parking
Management Strategy
(1,763 Spaces)
Capital Costs (One
Time)
$$
Annual Operations &
Maintenance Costs
$$
Annual Paid Parking
Revenue
$$$
$ = Approximately $100,000
Free (3-Hour Limit)
4%
Free (1-Hour Limit)
6%
Free (No Time Limit)
58%
Visitor Center
Davis
Wiest/Moraine (Part)
Big Horn
Tregent
Spruce
Performance Park
Pay-to-Park (No
Time Limit)
22%
Town Hall (Part)
East Riverside
Riverside
Post Office
Wiest/Moraine
(Part)
Pay-to-Park (3-
Hour Limit)
10%
Town Hall (Part)
Viriginia
122
85 Estes Park Downtown Parking Management Plan
February 2018
Phase 3 –Full Paid Parking Implementation
Timing To Be Determined (After Phase 2)
Key Recommendations x Parking Occupancy and Turnover Study
x Paid Parking Expansion (Up to 996 Total Spaces)
x Online Parking Permits
x Enhanced Trolley Service
x Additional Real-Time Parking Availability Detection
x Additional Enforcement
x Additional Parking Administrator
Downtown Parking
Management Strategy
(1,763 Spaces)
Capital Costs (One
Time)
$$$$$
Annual Operations &
Maintenance Costs
$$$$$
Annual Paid Parking
Revenue
$$$$$$
$ = Approximately $100,000
Free (1-Hour
Limit)
7%
Free (No Time
Limit)
37%
Visitor Center
Performance
Park
Pay-to-Park (No
Time Limit)
44%
Town Hall (Part)
East Riverside
Riverside
Post Office
Wiest/Moraine
Big Horn
Davis
Tregent
Spruce
Pay-to-Park (3-Hour
Limit)
12%
Town Hall (Part)
Virginia
123
Estes Park Downtown Parking Management Plan
February 2018 86
Phase 4 –Future Parking Infrastructure Investment
Timing After Phase 3 (If Needed)
Path to Future
Investment
x Ensure usage of existing parking infrastructure
x Offer a menu of choices (other transportation modes)
x Monitor effectiveness of recommended parking management
strategies
x Site identification and analysis
x Identify funding sources
x Land acquisition, site prep, construction, traffic analysis, etc.
Potential Locations x Town Hall
x Post Office
x Piccadilly Square
x Performance Park
x Wiest/Moraine
x Big Horn
Capital Costs (One
Time)
≈$2,000,000 - $21,000,000 ($23k - $32k per parking space)
Annual Operations &
Maintenance Costs
≈$50 - $75 / space / year
124
87 Estes Park Downtown Parking Management Plan
February 2018
APPENDIX
A. DOWNTOWN PARKING COMMUNITY OUTREACH SUMMARY REPORT
B. SUMMARY OF AUGUST OPEN HOUSE
C. SUMMARY OF SEPTEMBER OPEN HOUSE
D. SUMMARY OF OCTOBER OPEN HOUSE
E. PARKING STRUCTURE EVALUATION MATRIX
F. DRAFT PARKING ORDINANCE REVISIONS
G. SUMMARY OF DECEMBER OPEN HOUSE
125
Estes Park Downtown Parking Management Plan
February 2018 88
PARKING MANAGEMENT TOOLBOX
ACCREDITED PARKING ORGANIZATION PROGRAM MANUAL
ACCREDITED PARKING ORGANIZATION SCORING MATRIX
PARKING AS AN ECONOMIC DEVELOPMENT STRATEGY
PARKING REQUIREMENTS REFORM
PARKING FACILITY MAINTENANCE MANUAL
PARKING FACILITY MAINTENANCE SCHEDULE
ANNUAL PARKING REPORT TEMPLATE
NEW PARKING MANAGER INTEGRATION ACTION PLAN
PARKING GARAGE SECURITY
SAMPLE PARKING STRUCTURE DESIGN GUIDELINES
SAMPLE PARKING ENFORCEMENT OPERATIONS MANUAL
RECOMMENDED PARKING PROGRAM BENCHMARKS
SHARED MOBILITY OPTIONS
126
PARKING DOWNTOWNTHIS SUMMER?
WHAT YOU NEED TO KNOW...
• TOWN HALL
• E RIVERSIDE
• RIVERSIDE
•WIEST
• POST OFFICE
•TREGENT
• BOND PARK (LOT &
ON-STREET SPACES)
•VIRGINIA
OFF-STREET
• BIG HORN
• PARKING STRUCTURE
• EVENTS COMPLEX *
•DAVIS
• PERFORMANCE PARK
• SPRUCE
• BROWNFIELD’S
ON-STREET
• ELKHORN
• BIG HORN
•MACGREGOR
• MORAINE
• W RIVERSIDE
PARKING FEES & TIMES
• $2.00 per hour from 10:00 am to 5:00 pm daily
• Free parking before 10:00 am and after 5:00 pm
• No overnight parking except with valid permit or
at Events Complex. Fees apply.
PAID PARKING
FREE PARKING
PARKING FOR PERSONS
WITH DISABILITIES
Vehicles displaying a valid ADA, Purple Heart or
Disabled Veteran placard or plate are exempt from
parking fees in any space.
FLIP OVER
FOR MAP
No overnight parking
allowed except at Events
Complex. Fees apply.
*
HOW CAN I PAY TO PARK?
Payment kiosks are located in or near most
paid parking areas. Kiosks accept cash,
credit/debit, and contactless payment.
Or pay by mobile:
Step 1: Connect to our local Free Wapiti WiFi
Town Provided - Elk Approved
Step 2: Either scan this QR code, open the
ParkMobile app on your phone, or
text the word “Park” to 77223.
Standard text message rates may apply.
Step 3: Pay for parking by entering the lot zone number and
your license plate number.
WHAT IF I GET A PARKING TICKET?
Pay or dispute a parking ticket online at estes.org/parking.
WHAT IF I HAVE AN ELECTRIC VEHICLE?
Chargepoint Level III chargers are available in the Visitor Center
Lot. Level II chargers are available at the Parking Structure and
Town Hall Lot.
ARE THERE DISCOUNTS FOR LOCALS? YES!
Anyone residing in the Estes Park School District is eligible
for a free 2 hour Local Permit. Register online at
estes.org/parking or by phone at (970) 591-2577.
WHERE DO I PARK IF I WORK DOWNTOWN?
Those who work and/or own a business or property downtown
have several options:
• Register for an Employee Convenience Permit at
estes.org/parking.
•3DUNLQIUHHSDUNLQJDUHDVRQDͤUVWFRPHͤUVWVHUYHGEDVLV
• The Town’s free trolley service runs from 9:00 am to 9:00 pm
daily (May 24-Oct 20) to better accommodate employees and
visitors who park in the free Parking Structure.
MAY 24 - OCT 20, 2024
Questions? Visit estes.org/parking for more info.
(970) 591-2577 | epinfo@thecarpark.com
((ONKRUQ$YHQG̩RRU
127
TOWN HALL
VISITOR CENTER
Manford Ave
4thSt
S
S
a
i
n
t
V
r
a
i
n
A
v
e
EVENTS COMPLEX
PARK-N-RIDE 0.5 mi
N SaintVrain Ave
LIBRARY
P
a
r
k
L
n
E
Riverside
Dr
E E l k h o rn A v e
W E l k h o r n Av e
W R iverside Dr
Morai n e A v e
Cleave St
S p r u c e Dr
Big HornDr
Virginia Dr
Virginia
Dr
B i g T hom
p s on Av e
Wiest D r
Rockwell St
NSaintVrain
A
v
e
W Wonderview Ave
E Wondervie
w
A
v
e
M
a
c
G
r
e
g
o
r
A
v
e
L OVE LA N D
R M N P B E A V E R M E A D O W S ENTRANCE
B
O
U
L
D
E
R
RMNP FALL RIVER ENTRA NCE
SHUTTLE STOP
EV CHARGING
PUBLIC RESTROOMS
VISITOR INFORMATION
THE CAR PARK OFFICE (2ND FLOOR US BANK)
www.downtownestesloop.com
Construction will impact
some parking areas. Please
visit our website for up to
date information.
-OR-PAY AT PARKING KIOSKS
PAY USING THE PARKMOBILE APP
RIVERSIDE LOT
ROCKWELL ST
TOWN HALL /
LIBRARY LOT
363 E ELKHORN AVE
TREGENT LOT
293 W ELKHORN AVE
E RIVERSIDE LOT
110 E RIVERSIDE DR
WIEST LOT
215 MORAINE AVE
POST OFFICE LOT
151 W RIVERSIDE DR
BOND PARK LOT
170 MACGREGOR AVE
VIRGINIA LOT
167 E ELKHORN AVE
OVERNIGHT |$10
(EVENTS COMPLEX)
10AM-5PM |$2/HR
(MAY 24 - OCT 20)
ESTES.ORG/PARKING
VISITOR CENTER LOT
500 BIG THOMPSON AVE
DAVIS LOT
283 MORAINE AVE
BIG HORN LOT
161 BIGHORN DR
SPRUCE LOT
CLEAVE ST
PARKING STRUCTURE
691 N SAINT VRAIN AVE
BROWNFIELD’S LOT
350 E ELKHORN AVE
W ELKHORN AVE
E RIVERSIDE DR
VISITOR CENTER LOT
151 W RIVERSIDE DR
PERFORMANCE PARK LOT
323 W ELKHORN AVE
MACGREGOR AVE
355 MACGREGOR AVE
EVENTS COMPLEX
1125 ROOFTOP WAY
ALL DAY | FREE 3 HOUR |FREE
(MAY 24 - OCT 20)
1 HOUR |FREE
(MAY 24 - OCT 20)
30 MIN |FREE
(MAY 24 - OCT 20)
TOWN OF ESTES PARK PUBLIC PARKING
128
ORDINANCE NO. 30-19
AN ORDINANCE AMENDING TITLE 10 OF THE MUNICIPAL CODE OF THE TOWN
OF ESTES PARK ON VEHICLES AND TRAFFIC TO PROVIDE FOR PAID PARKING
WHEREAS, the Board of Trustees of the Town of Estes Park, Colorado has
determined that it is in the best interest of the Town to amend certain sections of the
Municipal Code of the Town of Estes Park, Colorado.; and
NOW, THEREFORE, BE IT ORDAINED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO AS FOLLOWS:
Section 1: Title 10 of the Municipal Code is amended by the addition of Chapter
10.06, as more fully set forth on Exhibit A attached hereto and incorporated herein by
reference.
Section 2: This Ordinance shall take effect and be enforced thirty (30) days after
its adoption and publication.
PASSED AND ADOPTED by the Board of Trustees of the Town of Estes Park,
Colorado this 12th day of November, 2019.
TOWN OF ESTES PARK, COLORADO
/s/Todd Jirsa, Mayor
ATTEST:
/s/Jackie Williamson, Town Clerk
I hereby certify that the above Ordinance was introduced at a regular meeting of the Board
of Trustees on the 12
th day of November, 2019 and published in a newspaper of general
circulation in the Town of Estes Park, Colorado, on the 15
th day of November, 2019, all
as required by the Statutes of the State of Colorado.
/s/Jackie Williamson, Town Clerk
129
EXHIBIT A
Chapter 10.06 - Paid Parking
10.06.010 - Paid Parking Authorization and Rates
(a) Authorization. The Town Board of Trustees may by resolution establish
locations for which parking must be paid, the amounts and schedules required to
be paid, applicable hours, and seasonal enforcement dates. All required fees
shall be paid by any method approved by the parking & transit manager
³0DQDJHU´IRUWKHSXUSRVHVRIWKLVFKDSWHU , and these may include, without
limitation, paper bills, coins, credit cards, cellphone or internet payments, and
validation. The Town Board may identify a number of stalls within a lot for paid
parking, and delegate to the Manager the responsibility of designating the
specific stalls.
(b)Rate Intent. The Manager shall propose parking rates for the following
season to the Town Board by December 15 of each year. The seasonal
parking rates in Town-controlled parking areas shall be intended to produce a
target measured occupancy of 85 percent or less during peak visitation periods
within the designated parking lots in order to:
1. Support the Town¶s business districts by making parking available and
by encouraging economic development;
2. Maintain adequate turnover of Town-controlled parking spaces;
3. Encourage an adequate amount of parking availability for a variety of
parking users, efficient use of Town-controlled perimeter parking
locations (parking structure and Events Complex Park-N-Ride), and
enhanced use of the Town¶s free shuttle system and other transportation
alternatives; and
4. Reduce congestion in travel lanes caused by drivers seeking available
parking.
10.06.020 - Restriction on Parking in Paid Parking Areas
No person may park a vehicle in any parking space designated by the Town as a
paid parking space without first paying the required fees for the amount of time the
vehicle will be parked. Payment of fees must be made in the manner designated by the
Manager.
10.06.030 - Management of Paid Parking Areas
(a) The Public Works 'LUHFWRURUGHVLJQHH ³'LUHFWRU´IRUWKHSXUSRVHVRIWKLV
chapter), may enter into parking management partnerships with owners of
private parking lots for the purpose of uniform management of the community
parking resources.
(b) The Director may prepare specifications and execute contracts for third-party
operation of the Town-controlled parking areas.
130
(c) The Director may prepare specifications and execute contracts for the
provision of services to allow persons to make valid payments by mobile
devices for parking areas regulated by parking payment devices. The Director
may negotiate and set forth in each contract a convenience fee in a
reasonable amount to compensate the contractor for such service, which
shall be added to the payment due.
10.06.040 - Permits In Lieu of Fees for Paid Parking
(a) The Manager shall issue permits, upon request by proposed permittees and
payment of fees, exempting vehicles from paying hourly fees for use of paid
parking.
(b) Eligibility for such permits shall be limited to those who live, work, or conduct
business in the downtown core, as determined and delineated by the
Manager.
(c) The fee for these permits shall be set by the Town Board by resolution.
Permits shall not be available until the fees for that calendar year have been
set.
(d) These permits may be limited in effect to specified parking locations.
(e) The term of a permit shall be limited to the calendar year.
(f) Permits are not transferable and may be assigned to a specific vehicle license
plate number or a specific business owner.
(g) The Manager may promulgate rules and regulations to govern permits issued
under this section, which would become effective upon approval by the Town
Board. The Manager shall distribute adopted rules to permittees upon their
receipt of a permit.
(h) Permits issued under this section are distinct from permits issued for other
purposes under this title. They do not, for example, allow parking in time-
limited parking spaces for longer than the time allowed, or parking overnight
where that would not otherwise be allowed.
±5HVLGHQW0LQXWH([HPSWLRQ
3DUNLQJE\UHVLGHQWVIRUEULHIHUUDQGVGRZQWRZQLVHVVHQWLDOWRWKH7RZQ¶V
livability and economy, such parking has only a de minimis impact on the Town, and
charging fees for such parking would be counterproductive to the purposes of this
chapter. Accordingly, notwithstanding the other provisions of this chapter, residents
within the boundaries of WKH(VWHV3DUN5-3 School District DUHHOLJLEOHto park in paid
parking areas, free of charge, for up to 30 minutes of cumulative use daily.To activate
this exemption, these eligible residents must register their vehicle license plate numbers
with the Manager annually. The exemption will then remain in effect for the duration of
the seasonal enforcement period established by resolution.This exemption is non-
WUDQVIHUUDEOHHowever, the exemption shall be automatically suspended for any
residents with an unpaid parking citation aged 60 days or more until the Manager
confirms that all fines have been paid.
131
10.06.060 - Paid Parking Revenue Fund
Revenue received from parking permits, parking fees, and parking citations
derived from this chapter shall be deposited into a special revenue fund designated by
the Finance Director. This revenue may be expended only on the administration,
operation, and enhancement of parking management and complementary transit and
alternative transportation services.
132
133
134
Power BI Desktop
Month
January
February
March
April
May
June
July
August
September
October
November
December
Year
2022
2023
2024
Average Occupancy - Paid Lots
0%
50%
100%
150%
# of Spaces - Year - Zone
2023 2023 2024 2023 2024 2023 2024 2023 2024 2023 2024 2023 2024 2023 2023 2024 2024 2023 2024
37 40 18 44 41 72 13 94 237 17 10 20 10 20 141
Bond Park E. Riverside Post Office Riverside Town Hall Tregent Virginia Wiest
Lot Feels Full: 85%
69.7%70.4%
92.2%93.5%
67.7%
146.2%
94.8%85.8%78.8%85.4%75.9%
88.7%
60.0%
90.0%
60.0%
83.8%
70.6%70.3%
Year 2023 2024
Week #
21
5/20/2024 -
5/26/2024
Average Occupancy - Free Lots
0%
50%
100%
# of Spaces - Year - Zone
2023 2023 2024 2024 2023 2024 2023 2024 2023 2024 2023 2024 2023 2024 2023 2024 2022 2023 2024 2023 2024
35 42 35 42 6 43 454 86 81 44 415 153
Big Horn Brownfield's Davis Events MacGregor Perf. Park Spruce Structure Visitor Center
Lot Feels Full: 85%
33.5%
85.1%
72.2%
91.7%
100.0%
34.1%
97.7%
2.9%
19.3%
34.5%
92.6%
26.4%31.8%
58.4%59.1%
4.1%5.0%
30.3%25.8%
47.0%
Year 2023 2024 2022
Bond Park Event = 54 stalls from inventory 135
Power BI DesktopPeak Occupancy - Free Lots
0%
50%
100%
# of Spaces - Year - Zone
2023 2023 2024 2024 2023 2024 2023 2024 2023 2024 2023 2024 2023 2024 2023 2024 2022 2023 2024 2023 2024
35 42 35 42 6 43 454 86 81 44 415 153
Big Horn Brownfield's Davis Events MacGregor Perf. Park Spruce Structure Visitor Center
Lot Feels Full: 85%
43.8%
93.7%91.4%
100.0% 100.0% 100.0%
43.3%
100.0%
2.9%
19.3%
41.1%
100.0%
30.2%
45.7%
64.0%62.9%
7.5%9.6%
52.4%
33.3%
48.8%
Year 2023 2024 2022
Month
January
February
March
April
May
June
July
August
September
October
November
December
Year
2022
2023
2024
Week #
21
Peak Occupancy - Paid Lots
0%
50%
100%
150%
# of Spaces - Year - Zone
2023 2023 2024 2023 2024 2023 2024 2023 2024 2023 2024 2023 2024 2023 2023 2024 2024 2023 2024
37 40 18 44 41 72 13 94 237 17 10 20 10 20 141
Bond Park E. Riverside Post Office Riverside Town Hall Tregent Virginia Wiest
Lot Feels Full: 85%83.3%94.7%97.6%
77.3%
161.5%
96.5%95.7%86.7%95.1%
77.6%
96.1%
60.0%
94.2%
60.0%
87.5%77.8%80.1%
Year 2023 2024
5/20/2024 -
5/26/2024
Bond Park Event = 54 stalls from inventory 136
Power BI Desktop
Pay Station - Duration
0
200
400
Duration - 1 Hr Increments
Ve
h
i
c
l
e
C
o
u
n
t
0.0 2.0 4.0 6.0 8.0
109
4
449
38
100
14
335
185
16
Revenue by Day
Mobile vs. Pay Station
$1,000
$1,500
$2,000
$2,500
$3,000
Revenue by Day
24 25 26
May
$1,530.000
$2,866.000
$2,602.000
$2,087.450$2,085.150
Mobile Pay Pay Station
Mobile vs Pay Stations
$7K (55.23%)
$6K (44.77%)
Mobile Pay Pay Station
Total Parking Revenue by Lot - Current Week
$0K
$2K
$4K
$6K
$8K
# of Spaces - Year - Zone
2024 2024 2024 2024 2024
Bond Park Town Hall Tregent Virginia Wiest
$580
$7,262
$794 $426
$3,609
Year 2024
Month
January
February
March
April
May
June
July
August
September
October
November
December
Week #
21
Year
2024
5/20/2024 -
5/26/2024
137
Power BI Desktop
Week #
1
21
Year
2022
2023
2024
1/1/2024 -
5/26/2024
Total Parking Revenue by Year - YTD
$0K
$2K
$4K
$6K
$8K
$10K
$12K
Year
2022 2023 2024
$232 $416
$12,671
$416
$12,671
Year 2022 2023 2024
Total Parking Revenue by Zone - YTD
Type 2022 2023 2024 Total
FREE LOTS$230 $380 $610
Events $230 $380 $610
PAID LOTS$2 $36 $12,671 $12,709
Bond Park $6 $580 $586
E. Riverside $2 $2
Post Office $2 $2
Riverside $0 $4 $4
Town Hall $2 $14 $7,262 $7,278
Tregent $2 $794 $796
Virginia $0 $2 $426 $428
Wiest $4 $3,609 $3,613
Total $232 $416 $12,671 $13,319
138
Power BI Desktop
Month
January
February
March
April
May
June
July
August
September
October
November
December
Year
2022
2023
2024
Average Occupancy - Paid Lots
0%
50%
100%
150%
# of Spaces - Year - Zone
2022 2022 2023 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2022 2023 2023 2024 2024 2022 2023 2024
37 40 20 37 40 36 40 44 41 99 72 13 94 237 17 10 20 10 20 10 20 141
Bond Park E. Riverside Post Office Riverside Town Hall Tregent Virginia Wiest
Lot Feels Full: 85%
36.5%
67.8%58.7%62.1%58.4%
69.7%
84.8%86.9%80.1%
58.4%
71.6%
145.1%
91.4%95.6%94.0%
78.2%77.8%74.6%80.7%76.6%
94.6%94.7%
73.2%69.6%
81.7%80.4%79.4%77.0%69.3%
80.4%
Year 2022 2023 2024
Week #
22
5/27/2024 -
6/2/2024
Average Occupancy - Free Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2023 2024 2022 2023 2024 2023 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022
35 42 35 42 35 42 6 43 454 86 81 44 415 153 33
Big Horn Brownfield's Davis Eve…MacGregor Perf. Park Spruce Structure Visitor Center W. R…
Lot Feels Full: 85%
68.0%
78.8%
37.8%
67.7%
82.5%86.1%91.7%
75.0%
68.7%
51.4%
38.5%
12.5%
75.4%
53.7%
71.4%
46.3%
36.2%
44.5%
73.2%
56.6%
69.4%
11.3%15.6%16.3%
35.7%33.6%
51.1%51.4%
Year 2022 2023 2024
Bond Park Event = 54 stalls from inventory 139
Power BI DesktopPeak Occupancy - Free Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2023 2024 2022 2023 2024 2023 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022
35 42 35 42 35 42 6 43 454 86 81 44 415 153 33
Big Horn Brownfield's Davis Eve…MacGregor Perf. Park Spruce Structure Visitor Center W. R…
Lot Feels Full: 85%
77.1%
57.6%
88.8%
97.1%100.0%
91.7%
75.0%74.4%69.8%
49.2%
23.2%
77.4%
67.4%
83.9%
60.7%
51.1%56.1%
87.5%83.8%90.2%
19.9%
27.5%28.2%
50.7%
42.4%
61.8%
70.5%
Year 2022 2023 2024
Month
January
February
March
April
May
June
July
August
September
October
November
December
Year
2022
2023
2024
Week #
22
Peak Occupancy - Paid Lots
0%
50%
100%
150%
# of Spaces - Year - Zone
2022 2022 2023 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2022 2023 2023 2024 2024 2022 2023 2024
37 40 20 37 40 36 40 44 41 99 72 13 94 237 17 10 20 10 20 10 20 141
Bond Park E. Riverside Post Office Riverside Town Hall Tregent Virginia Wiest
Lot Feels Full: 85%
36.5%
95.3%95.5%
73.3%82.9%88.2%97.4%98.0%
68.3%
91.9%
153.8%
92.8%100.0%97.3%87.2%
99.6%92.5%82.4%
98.0%99.0%98.0%
82.0%
96.7%95.7%93.3%87.5%81.4%88.1%91.4%
Year 2022 2023 2024
5/27/2024 -
6/2/2024
Bond Park Event = 54 stalls from inventory 140
Power BI Desktop
Pay Station - Duration
0
500
1,000
Duration - 1 Hr Increments
Ve
h
i
c
l
e
C
o
u
n
t
0.0 5.0
276
3
1061
65
187
8
876
463
21
Revenue by Day
Mobile vs. Pay Station
$1,000
$1,500
$2,000
Revenue by Day
27 28 29 30 31 1 2
May June
$2,230.000 $2,154.000
$1,052.000
$1,318.000
$1,216.000
$2,240.230
$1,315.100
$1,612.350
$1,430.500
Mobile Pay Pay Station
Mobile vs Pay Stations
$12K (51.86%)
(48.14%)
$12K
Pay Station Mobile Pay
Total Parking Revenue by Lot - Current Week
$0K
$5K
$10K
# of Spaces - Year - Zone
2024 2024 2024 2024 2024
Bond Park Town Hall Tregent Virginia Wiest
$4,842
$10,540
$1,552 $1,106
$5,876
Year 2024
Month
January
February
March
April
May
June
July
August
September
October
November
December
Week #
22
Year
2024
5/27/2024 -
6/2/2024
141
Power BI Desktop
Week #
1
22
Year
2022
2023
2024
1/1/2024 -
6/2/2024
Total Parking Revenue by Year - YTD
$0K
$5K
$10K
$15K
$20K
$25K
$30K
$35K
Year
2022 2023 2024
$19,090
$21,157
$36,586
$19,090
$21,157
$36,586
Year 2022 2023 2024
Total Parking Revenue by Zone - YTD
Type 2022 2023 2024 Total
FREE LOTS$350 $524 $874
Events $350 $520 $870
Visitor Center $4 $4
PAID LOTS$18,740 $20,633 $36,586 $75,959
Bond Park $559 $764 $5,422 $6,745
E. Riverside $963 $1,284 $2,247
Post Office $2,286 $2,471 $4,757
Riverside $2,771 $3,169 $5,940
Town Hall $7,848 $7,882 $17,801 $33,530
Tregent $748 $778 $2,346 $3,872
Virginia $438 $551 $1,532 $2,521
Wiest $3,129 $3,734 $9,485 $16,348
Total $19,090 $21,157 $36,586 $76,833
142
Power BI Desktop
Month
January
February
March
April
May
June
July
August
September
October
November
December
Year
2022
2023
2024
Average Occupancy - Paid Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2022 2023 2023 2024 2024 2022 2023 2024
37 40 20 37 40 36 40 44 41 99 72 18 94 237 17 10 20 10 20 10 20 141
Bond Park E. Riverside Post Office Riverside Town Hall Tregent Virginia Wiest
Lot Feels Full: 85%
44.2%
61.2%
77.0%
44.6%
64.8%63.3%
76.1%73.6%
86.8%
104.3%
40.9%
67.7%
89.4%86.1%
95.0%
73.0%
57.3%62.1%
82.2%82.8%76.1%77.2%
87.5%
66.6%74.1%
82.7%
62.4%
83.0%
65.0%67.9%72.6%
Year 2022 2023 2024
Week #
23
6/3/2024 -
6/9/2024
Average Occupancy - Free Lots
0%
20%
40%
60%
80%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2023 2024 2022 2023 2024 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022
35 42 35 42 35 42 6 43 454 86 81 44 415 153 33
Big Horn Brownfield's Davis Events MacGregor Perf. Park Spruce Structure Visitor Center W. …
Lot Feels Full: 85%
68.2%70.7%
48.9%
85.2%
79.0%
85.6%81.9%
75.9%
62.3%59.3%
47.6%
3.1%
23.7%
64.6%59.4%
72.5%
36.2%38.3%
44.2%
56.1%
65.0%69.2%
11.9%13.3%15.2%
32.9%
41.1%
47.3%
39.2%
Year 2022 2023 2024
143
Power BI DesktopPeak Occupancy - Free Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2023 2024 2022 2023 2024 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022
35 42 35 42 35 42 6 43 454 86 81 44 415 153 33
Big Horn Brownfield's Davis Events MacGregor Perf. Park Spruce Structure Visitor Center W. …
Lot Feels Full: 85%
70.2%
96.9%91.0%94.0%88.9% 88.9%88.0%
80.7%
59.5%
3.3%
28.4%
81.2%
71.3%
86.4%
54.7%49.9%52.0%
80.2%85.4%
78.9%
19.9%22.5%26.5%
43.6%
58.4%59.6%
68.0%
Year 2022 2023 2024
Month
January
February
March
April
May
June
July
August
September
October
November
December
Year
2022
2023
2024
Week #
23
Peak Occupancy - Paid Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2022 2023 2023 2024 2024 2022 2023 2024
37 40 20 37 40 36 40 44 41 99 72 18 94 237 17 10 20 10 20 10 20 141
Bond Park E. Riverside Post Office Riverside Town Hall Tregent Virginia Wiest
Lot Feels Full: 85%
62.2%66.7%
78.8%75.4%
88.2%85.4%
94.2%
104.9%
63.3%
92.1%94.4%99.5%98.6%
80.7%
90.4%
79.3%
96.4%100.0%99.2%
84.9%
100.0%
78.6%
90.0%95.7%
78.6%
95.0%90.9%88.2%81.8%
Year 2022 2023 2024
6/3/2024 -
6/9/2024
144
Power BI Desktop
Pay Station - Duration
0
500
1,000
Duration - 1 Hr Increments
Ve
h
i
c
l
e
C
o
u
n
t
0.0 5.0
274
4
1127
57
221
8
912
501
23
Revenue by Day
Mobile vs. Pay Station
$1,000
$1,500
$2,000
$2,500
$3,000
Revenue by Day
3456789
June
$1,398.000
$2,366.000
$1,174.000
$1,388.000
$1,946.000
$1,749.700
$2,499.000
$1,498.600
$2,092.750
$1,794.920
Mobile Pay Pay Station
Mobile vs Pay Stations
$13K (52.43%)
(47.57%)
$12K
Pay Station Mobile Pay
Total Parking Revenue by Lot - Current Week
$0K
$5K
$10K
# of Spaces - Year - Zone
2024 2024 2024 2024 2024
Bond Park Town Hall Tregent Virginia Wiest
$5,667
$11,201
$1,754
$994
$5,562
Year 2024
Month
January
February
March
April
May
June
July
August
September
October
November
December
Week #
23
Year
2024
6/3/2024 -
6/9/2024
145
Power BI Desktop
Week #
1
23
Year
2022
2023
2024
1/1/2024 -
6/9/2024
Total Parking Revenue by Year - YTD
$0K
$10K
$20K
$30K
$40K
$50K
$60K
Year
2022 2023 2024
$49,613
$53,391
$61,763
$49,613
$53,391
$61,763
Year 2022 2023 2024
Total Parking Revenue by Zone - YTD
Type 2022 2023 2024 Total
FREE LOTS$442 $564 $1,006
Events $440 $560 $1,000
Perf. Park $2 $2
Visitor Center $4 $4
PAID LOTS$49,171 $52,827 $61,763 $163,761
Bond Park $5,120 $5,557 $11,089 $21,766
E. Riverside $2,742 $3,697 $6,438
Post Office $4,524 $5,078 $9,602
Riverside $7,382 $8,625 $16,007
Town Hall $18,050 $17,020 $29,002 $64,073
Tregent $2,102 $2,354 $4,100 $8,556
Virginia $1,261 $1,537 $2,526 $5,324
Wiest $7,989 $8,959 $15,046 $31,995
Total $49,613 $53,391 $61,763 $164,767
146
Power BI Desktop
Month
January
February
March
April
May
June
July
August
September
October
November
December
Year
2022
2023
2024
Week #
24
6/10/2024 -
6/16/2024
Average Occupancy - Free Lots
0%
20%
40%
60%
80%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2023 2024 2022 2023 2024 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022
35 42 35 42 35 42 6 43 454 86 81 44 415 153 33
Big Horn Brownfield's Davis Events MacGregor Perf. Park Spruce Structure Visitor Center W. …
Lot Feels Full: 85%
74.6%70.2%
50.9%
81.9%
70.7%
58.7%
80.0%75.0%
81.2%
71.7%
58.7%
26.4%
0.2%
75.3%
67.7%65.4%
47.4%43.3%
51.5%
69.9%
63.5%60.3%
13.9%14.2%19.3%
42.8%47.3%
58.9%53.3%
Year 2022 2023 2024
Average Occupancy - Paid Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2022 2023 2023 2024 2024 2022 2023 2024
37 40 37 40 36 40 44 41 99 72 18 94 237 17 10 20 10 20 10 20 141
Bond Park E. Riverside Post Office Riverside Town Hall Tregent Virginia Wiest
Lot Feels Full: 85%
53.0%58.8%
77.4%
62.8%
79.8%84.2%82.8%
103.8%
42.0%
69.3%
78.1%
93.9%98.8%93.0%
64.6%69.0%76.2%
91.2%
81.0%
93.6%89.1%
75.4%
66.1%
78.9%73.6%
82.6%80.9%75.5%75.1%
Year 2022 2023 2024
147
Power BI DesktopPeak Occupancy - Free Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2023 2024 2022 2023 2024 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022
35 42 35 42 35 42 6 43 454 86 81 44 415 153 33
Big Horn Brownfield's Davis Events MacGregor Perf. Park Spruce Structure Visitor Center W. …
Lot Feels Full: 85%
95.2%
81.6%
58.7%
80.0%75.0%
94.7%91.7%
68.2%
38.9%
0.2%
86.0% 86.0%
76.9%
63.3%65.1%61.6%
87.3%83.4%
70.5%
24.9%24.7%
34.6%
54.1%
65.5%69.7%
76.6%
Year 2022 2023 2024
Month
January
February
March
April
May
June
July
August
September
October
November
December
Year
2022
2023
2024
Week #
24
Peak Occupancy - Paid Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2022 2023 2023 2024 2024 2022 2023 2024
37 40 37 40 36 40 44 41 99 72 18 94 237 17 10 20 10 20 10 20 141
Bond Park E. Riverside Post Office Riverside Town Hall Tregent Virginia Wiest
Lot Feels Full: 85%
70.3%
92.9%98.2%
72.6%
87.5%94.2%97.4%104.9%
63.2%
91.9%85.2%
100.0%100.0%93.8%89.7%92.0%85.2%
100.0%100.0%100.0%95.7%87.9%88.6%95.0%
80.0%
87.9%93.6%98.4%
81.5%
Year 2022 2023 2024
6/10/2024 -
6/16/2024
148
Power BI Desktop
Pay Station - Duration
0
500
1,000
Duration - 1 Hr Increments
Ve
h
i
c
l
e
C
o
u
n
t
0.0 5.0
334
7
1257
579
238
990
34
581
Revenue by Day
Mobile vs. Pay Station
$1,000
$1,500
$2,000
$2,500
$3,000
Revenue by Day
10 11 12 13 14 15 16
June
$1,446.000
$1,893.020
$2,528.670
$2,811.680
$1,718.100
$1,929.050$2,052.600
Mobile Pay Pay Station
Mobile vs Pay Stations
$15K (91.18%)
$1K (8.82%)
Pay Station Mobile Pay
Total Parking Revenue by Lot - Current Week
$0K
$2K
$4K
$6K
# of Spaces - Year - Zone
2024 2024 2024 2024 2024
Bond Park Town Hall Tregent Virginia Wiest
$3,339
$6,990
$1,064
$632
$4,375
Year 2024
Month
January
February
March
April
May
June
July
August
September
October
November
December
Week #
24
Year
2024
6/10/2024 -
6/16/2024
149
Power BI Desktop
Week #
1
23
Year
2022
2023
2024
1/1/2024 -
6/9/2024
Total Parking Revenue by Year - YTD
$0K
$10K
$20K
$30K
$40K
$50K
$60K
Year
2022 2023 2024
$49,613
$53,391
$61,763
$49,613
$53,391
$61,763
Year 2022 2023 2024
Total Parking Revenue by Zone - YTD
Type 2022 2023 2024 Total
FREE LOTS$442 $564 $1,006
Events $440 $560 $1,000
Perf. Park $2 $2
Visitor Center $4 $4
PAID LOTS$49,171 $52,827 $61,763 $163,761
Bond Park $5,120 $5,557 $11,089 $21,766
E. Riverside $2,742 $3,697 $6,438
Post Office $4,524 $5,078 $9,602
Riverside $7,382 $8,625 $16,007
Town Hall $18,050 $17,020 $29,002 $64,073
Tregent $2,102 $2,354 $4,100 $8,556
Virginia $1,261 $1,537 $2,526 $5,324
Wiest $7,989 $8,959 $15,046 $31,995
Total $49,613 $53,391 $61,763 $164,767
150
Power BI Desktop
Month
January
February
March
April
May
June
July
August
September
October
November
December
Year
2022
2023
2024
Average Occupancy - Paid Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2022 2023 2023 2024 2024 2022 2023 2024
37 40 37 40 36 40 44 41 99 72 18 94 237 17 10 20 10 20 10 20 141
Bond Park E. Riverside Post Office Riverside Town Hall Tregent Virginia Wiest
Lot Feels Full: 85%
57.6%54.5%
82.1%
67.9%
82.8%89.4%90.0%93.5%
50.6%
82.8%81.0%
96.8%96.8%92.4%
82.0%
72.7%
91.3%95.6%
80.3%
93.0%86.8%
70.4%76.0%82.0%81.4%84.2%87.6%84.0%79.5%
Year 2022 2023 2024
Week #
25
6/17/2024 -
6/23/2024
Average Occupancy - Free Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022
35 42 35 42 35 42 6 43 454 86 81 44 415 153 33
Big Horn Brownfield's Davis Events MacGregor Perf. Park Spruce Structure Visitor Center W. …
Lot Feels Full: 85%
71.2%69.2%
57.3%
86.1%
53.9%
69.9%
94.4%
85.0%83.3%86.6%83.6%
66.9%
0.9%1.9%
82.0%
70.7%71.0%
56.0%52.8%54.5%
67.6%68.8%68.2%
16.8%16.5%22.3%
49.2%51.3%
64.2%
52.1%
Year 2022 2023 2024
151
Power BI DesktopPeak Occupancy - Free Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022
35 42 35 42 35 42 6 43 454 86 81 44 415 153 33
Big Horn Brownfield's Davis Events MacGregor Perf. Park Spruce Structure Visitor Center W. …
Lot Feels Full: 85%78.9%78.4%
95.9%
70.6%
78.0%
94.4%
86.7%83.3%
99.7%97.3%
69.4%
0.9%2.5%
92.7%86.5%80.4%
73.4%71.6%66.3%
78.2%
87.7%
75.4%
28.2%28.7%
38.3%
62.9%67.0%
80.0%
69.7%
Year 2022 2023 2024
Month
January
February
March
April
May
June
July
August
September
October
November
December
Year
2022
2023
2024
Week #
25
Peak Occupancy - Paid Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2022 2023 2023 2024 2024 2022 2023 2024
37 40 37 40 36 40 44 41 99 72 18 94 237 17 10 20 10 20 10 20 141
Bond Park E. Riverside Post Office Riverside Town Hall Tregent Virginia Wiest
Lot Feels Full: 85%
76.8%
98.2%
74.1%
99.6%
80.2%
91.4%97.4%97.7%93.5%
63.6%
103.6%
83.3%
100.0%100.0%93.4%97.5%91.8%
100.0%100.0%99.2%100.0%97.1%
85.0%
95.7%96.4%
88.6%90.0%
100.0%98.4%98.0%
Year 2022 2023 2024
6/17/2024 -
6/23/2024
152
Power BI Desktop
Pay Station - Duration
0
500
1,000
Duration - 1 Hr Increments
Ve
h
i
c
l
e
C
o
u
n
t
0.0 5.0
327
7
1330
463
241
936
25
604
Revenue by Day
Mobile vs. Pay Station
$1,000
$1,500
$2,000
$2,500
$3,000
Revenue by Day
17 18 19 20 21 22 23
June
$1,842.000
$2,510.000
$2,906.000
$1,490.000
$1,742.000
$1,948.000
$2,222.000$2,158.930 $2,212.450$2,151.750
Mobile Pay Pay Station
Mobile vs Pay Stations
(50.79%)
(49.21%)
$15K
$15K
Pay Station Mobile Pay
Total Parking Revenue by Lot - Current Week
$0K
$5K
$10K
# of Spaces - Year - Zone
2024 2024 2024 2024 2024
Bond Park Town Hall Tregent Virginia Wiest
$5,917
$13,381
$1,796 $1,199
$7,498
Year 2024
Month
January
February
March
April
May
June
July
August
September
October
November
December
Week #
25
Year
2024
6/17/2024 -
6/23/2024
153
Power BI Desktop
Week #
1
25
Year
2022
2023
2024
1/1/2024 -
6/23/2024
Total Parking Revenue by Year - YTD
$0K
$20K
$40K
$60K
$80K
$100K
$120K
Year
2022 2023 2024
$122,836
$131,908
$107,985
$122,836
$131,908
$107,985
Year 2022 2023 2024
Total Parking Revenue by Zone - YTD
Type 2022 2023 2024 Total
FREE LOTS$1,114 $632 $30 $1,776
Big Horn $12 $12
Events $1,100 $620 $30 $1,750
Perf. Park $2 $2
Structure $8 $8
Visitor Center $4 $4
PAID LOTS$121,722 $131,276 $107,955 $360,953
Bond Park $16,698 $18,363 $20,345 $55,406
E. Riverside $7,439 $8,737 $16,175
Post Office $10,122 $11,739 $21,861
Riverside $17,752 $20,419 $38,171
Town Hall $42,207 $39,876 $49,374 $131,457
Tregent $5,232 $5,970 $6,960 $18,162
Virginia $2,873 $3,496 $4,358 $10,727
Wiest $19,399 $22,676 $26,919 $68,994
Total $122,836 $131,908 $107,985 $362,729
154
Power BI Desktop
Month
January
February
March
April
May
June
July
August
September
October
November
December
Year
2022
2023
2024
Average Occupancy - Paid Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2022 2023 2023 2024 2024 2022 2023 2024
37 40 20 37 40 36 40 44 41 99 72 18 94 237 17 10 20 10 20 10 20 141
Bond Park E. Riverside Post Office Riverside Town Hall Tregent Virginia Wiest
Lot Feels Full: 85%
63.0%
73.6%
42.6%
70.1%68.2%69.6%
86.6%93.3%96.3%
58.1%
81.9%84.7%
92.4%88.4%
99.9%
84.2%77.2%
88.0%87.5%82.3%86.3%89.5%
72.4%79.3%85.6%78.2%84.6%87.7%
77.2%
86.3%
Year 2022 2023 2024
Week #
26
6/24/2024 -
6/30/2024
Average Occupancy - Free Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2023 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022
35 42 35 42 35 42 6 43 454 86 81 44 415 153 33
Big Horn Brownfield's Davis Eve…MacGregor Perf. Park Spruce Structure Visitor Center W. …
Lot Feels Full: 85%
73.4%70.4%65.3%
82.6%
73.5%
53.0%
89.4%
95.8% 95.8%
84.6%80.5%
68.4%
2.9%
85.9%
74.6%75.7%
62.2%
51.9%56.6%
67.1%69.3%70.9%
21.3%
30.0%
20.6%
56.2%60.4%60.6%64.9%
Year 2022 2023 2024
155
Power BI DesktopPeak Occupancy - Free Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2023 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022
35 42 35 42 35 42 6 43 454 86 81 44 415 153 33
Big Horn Brownfield's Davis Eve…MacGregor Perf. Park Spruce Structure Visitor Center W. …
Lot Feels Full: 85%
96.3%95.1%91.8%94.3%
65.7%
100.0%95.8%100.0%99.0%98.0%
82.2%
5.2%
97.8%
88.2%91.0%88.4%81.7%
72.1%
85.1%84.1%85.7%
35.6%
49.4%
37.3%
77.1%81.8%83.8%86.6%
Year 2022 2023 2024
Month
January
February
March
April
May
June
July
August
September
October
November
December
Year
2022
2023
2024
Week #
26
Peak Occupancy - Paid Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2022 2023 2023 2024 2024 2022 2023 2024
37 40 20 37 40 36 40 44 41 99 72 18 94 237 17 10 20 10 20 10 20 141
Bond Park E. Riverside Post Office Riverside Town Hall Tregent Virginia Wiest
Lot Feels Full: 85%
99.6%95.0%
63.8%
97.5%
80.6%
90.4%97.1%97.7%104.9%
86.3%
116.5%
104.8%100.0% 100.0%94.9%100.0% 100.0%98.6%90.7%
100.0%95.7%98.6%97.1%100.0% 100.0%
Year 2022 2023 2024
6/24/2024 -
6/30/2024
156
Power BI Desktop
Pay Station - Duration
0
500
1,000
Duration - 1 Hr Increments
Ve
h
i
c
l
e
C
o
u
n
t
0.0 5.0
320
6
1187
77
259
9
972
592
26
Revenue by Day
Mobile vs. Pay Station
$2,000
$2,500
$3,000
Revenue by Day
24 25 26 27 28 29 30
June
$1,934.000
$2,806.000
$1,612.000
$2,170.000
$1,864.000
$2,125.900
$2,377.580
$2,030.100
Mobile Pay Pay Station
Mobile vs Pay Stations
(50.05%)
(49.95%)
$15K
$15K
Pay Station Mobile Pay
Total Parking Revenue by Lot - Current Week
$0K
$5K
$10K
# of Spaces - Year - Zone
2024 2024 2024 2024 2024
Bond Park Town Hall Tregent Virginia Wiest
$6,110
$13,027
$1,806 $1,236
$7,495
Year 2024
Month
January
February
March
April
May
June
July
August
September
October
November
December
Week #
26
Year
2024
6/24/2024 -
6/30/2024
157
Power BI Desktop
Week #
1
26
Year
2022
2023
2024
1/1/2024 -
6/30/2024
Total Parking Revenue by Year - YTD
$0K
$50K
$100K
$150K
Year
2022 2023 2024
$162,198
$178,475
$137,709
$162,198
$178,475
$137,709
Year 2022 2023 2024
Total Parking Revenue by Zone - YTD
Type 2022 2023 2024 Total
FREE LOTS$1,264 $832 $80 $2,176
Big Horn $12 $12
Events $1,250 $820 $80 $2,150
Perf. Park $2 $2
Structure $8 $8
Visitor Center $4 $4
PAID LOTS$160,934 $177,643 $137,629 $476,207
Bond Park $20,487 $22,868 $26,455 $69,809
E. Riverside $9,623 $11,636 $21,258
Post Office $14,096 $16,826 $30,922
Riverside $23,385 $27,330 $50,715
Town Hall $56,856 $55,308 $62,401 $174,565
Tregent $6,758 $7,908 $8,766 $23,432
Virginia $3,726 $4,621 $5,594 $13,941
Wiest $26,004 $31,146 $34,414 $91,564
Total $162,198 $178,475 $137,709 $478,383
158
Power BI Desktop
Month
January
February
March
April
May
June
July
August
September
October
November
December
Year
2022
2023
2024
Average Occupancy - Paid Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2022 2023 2023 2024 2024 2022 2023 2024
37 40 37 40 36 40 44 41 99 72 18 94 237 17 10 20 10 20 10 20 141
Bond Park E. Riverside Post Office Riverside Town Hall Tregent Virginia Wiest
Lot Feels Full: 85%
62.9%
77.2%
56.7%
90.5%
67.9%69.2%
82.9%87.8%94.5%
50.0%
85.0%
93.5%89.7%93.1%100.0%
81.0%84.5%
73.6%
93.8%87.2%86.1%80.9%
68.7%72.3%
86.6%86.9%
77.0%
86.5%86.4%
97.9%
Year 2022 2023 2024
Week #
27
7/1/2024 -
7/7/2024
Average Occupancy - Free Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022
35 42 35 42 35 42 6 43 454 86 81 44 415 153 33
Big Horn Brownfield's Davis Events MacGregor Perf. Park Spruce Structure Visitor Center W. …
Lot Feels Full: 85%
72.3%70.9%
52.7%
85.4%
70.6%
63.3%
87.8%
100.0%100.0%
84.3%83.3%88.4%
1.8%2.0%
29.6%
79.8%
71.3%65.5%
54.8%
62.6%63.9%62.4%64.5%
16.5%22.8%
47.3%52.3%54.3%54.4%54.8%
Year 2022 2023 2024
159
Power BI DesktopPeak Occupancy - Free Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022
35 42 35 42 35 42 6 43 454 86 81 44 415 153 33
Big Horn Brownfield's Davis Events MacGregor Perf. Park Spruce Structure Visitor Center W. …
Lot Feels Full: 85%
95.1%
78.2%
97.6%93.3%
81.4%
90.0%
100.0%100.0%100.0%99.1%94.2%
1.9%3.5%
35.5%
98.2%
89.5%84.9%81.1%
90.1%83.4%84.8%
77.7%
27.7%
38.9%
68.7%64.3%70.5%
81.5%76.6%
Year 2022 2023 2024
Month
January
February
March
April
May
June
July
August
September
October
November
December
Year
2022
2023
2024
Week #
27
Peak Occupancy - Paid Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2022 2023 2023 2024 2024 2022 2023 2024
37 40 37 40 36 40 44 41 99 72 18 94 237 17 10 20 10 20 10 20 141
Bond Park E. Riverside Post Office Riverside Town Hall Tregent Virginia Wiest
Lot Feels Full: 85%
100.0%
74.3%
99.2%
84.7%91.7%96.1%96.2%96.3%
78.8%
119.0%
100.8%100.0%100.0%100.0%100.0%98.6%
85.9%
100.0%97.1%100.0%98.6%
83.6%
96.7%99.2%100.0%
89.2%
100.0%100.0%100.0%
Year 2022 2023 2024
7/1/2024 -
7/7/2024
160
Power BI Desktop
Pay Station - Duration
0
500
1,000
Duration - 1 Hr Increments
Ve
h
i
c
l
e
C
o
u
n
t
0.0 5.0
333
7
1174
7
99
261
959
591
48
Revenue by Day
Mobile vs. Pay Station
$2,000
$2,500
Revenue by Day
1234567
July
$2,090.000
$2,416.000
$2,764.000$2,700.000
$2,202.000
$1,987.120
$2,219.300
$2,510.150
$1,972.770
$2,381.390
$2,288.780
Mobile Pay Pay Station
Mobile vs Pay Stations
$17K (52.43%)
(47.57%)
$15K
Mobile Pay Pay Station
Total Parking Revenue by Lot - Current Week
$0K
$5K
$10K
$15K
# of Spaces - Year - Zone
2024 2024 2024 2024 2024
Bond Park Town Hall Tregent Virginia Wiest
$6,467
$14,594
$1,788 $1,096
$8,627
Year 2024
Month
January
February
March
April
May
June
July
August
September
October
November
December
Week #
27
Year
2024
7/1/2024 -
7/7/2024
161
Power BI Desktop
Week #
1
27
Year
2022
2023
2024
1/1/2024 -
7/7/2024
Total Parking Revenue by Year - YTD
$0K
$50K
$100K
$150K
$200K
Year
2022 2023 2024
$203,478
$226,267
$170,302
$203,478
$226,267
$170,302
Year 2022 2023 2024
Total Parking Revenue by Zone - YTD
Type 2022 2023 2024 Total
FREE LOTS$1,532 $1,012 $100 $2,644
Big Horn $12 $12
Events $1,510 $1,000 $100 $2,610
Perf. Park $2 $2
Structure $6 $8 $14
Visitor Center $2 $4 $6
PAID LOTS$201,946 $225,255 $170,202 $597,403
Bond Park $26,354 $30,027 $32,922 $89,302
E. Riverside $11,896 $14,502 $26,398
Post Office $17,773 $21,642 $39,415
Riverside $29,105 $34,173 $63,278
Town Hall $71,320 $69,904 $76,996 $218,220
Tregent $8,352 $9,806 $10,554 $28,712
Virginia $4,543 $5,673 $6,690 $16,906
Wiest $32,604 $39,527 $43,041 $115,171
Total $203,478 $226,267 $170,302 $600,047
162
Power BI Desktop
Month
January
February
March
April
May
June
July
August
September
October
November
December
Year
2022
2023
2024
Average Occupancy - Paid Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2022 2023 2023 2024 2024 2022 2023 2024
37 40 37 40 36 40 44 41 99 72 18 94 237 17 10 20 10 20 10 20 141
Bond Park E. Riverside Post Office Riverside Town Hall Tregent Virginia Wiest
Lot Feels Full: 85%
62.6%
74.2%
62.2%
84.3%
70.2%75.7%82.3%
90.9%
100.2%
51.9%
84.8%
93.3%
77.1%
96.4%100.0%
83.0%86.8%84.5%
94.2%
86.1%93.0%
79.8%
68.7%
79.5%81.6%
71.2%
79.3%
89.9%85.8%89.4%
Year 2022 2023 2024
Week #
28
7/8/2024 -
7/14/2024
Average Occupancy - Free Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022
35 42 35 42 35 42 6 43 454 86 81 44 415 153 33
Big Horn Brownfield's Davis Events MacGregor Perf. Park Spruce Structure Visitor Center W. …
Lot Feels Full: 85%
68.1%
78.1%
63.2%
86.5%
67.4%
82.1%
98.6%
91.7%
72.2%
83.1%84.5%
71.6%
5.3%
16.6%
25.8%
77.2%72.5%70.4%
54.3%
62.4%63.7%67.9%72.3%69.8%
20.5%26.2%
39.8%
56.4%
68.6%74.5%73.1%
Year 2022 2023 2024
163
Power BI DesktopPeak Occupancy - Free Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022
35 42 35 42 35 42 6 43 454 86 81 44 415 153 33
Big Horn Brownfield's Davis Events MacGregor Perf. Park Spruce Structure Visitor Center W. …
Lot Feels Full: 85%91.8%91.5%98.0%
89.0%86.9%
100.0%
91.7%
72.2%
99.0%100.0%
87.2%
5.3%
19.5%
50.9%
96.5%89.9%87.5%
77.6%
88.4%85.4%85.7%88.6%82.5%
35.9%
46.4%
62.3%67.0%
82.0%
91.7%98.3%
Year 2022 2023 2024
Month
January
February
March
April
May
June
July
August
September
October
November
December
Year
2022
2023
2024
Week #
28
Peak Occupancy - Paid Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2022 2023 2023 2024 2024 2022 2023 2024
37 40 37 40 36 40 44 41 99 72 18 94 237 17 10 20 10 20 10 20 141
Bond Park E. Riverside Post Office Riverside Town Hall Tregent Virginia Wiest
Lot Feels Full: 85%
96.4%100.0%
85.3%89.6%97.4%97.7%103.4%
90.3%
116.9%
101.6%100.0%100.0%100.0%100.0%99.2%97.8%100.0%100.0%96.6%94.3%
77.1%
98.6%93.6%92.9%92.1%100.0%100.0%99.3%
Year 2022 2023 2024
7/8/2024 -
7/14/2024
164
Power BI Desktop
Pay Station - Duration
0
500
1,000
Duration - 1 Hr Increments
Ve
h
i
c
l
e
C
o
u
n
t
0.0 5.0
322
3
1233
74
250
10
863
563
20
Revenue by Day
Mobile vs. Pay Station
$1,500
$2,000
$2,500
Revenue by Day
8 9 10 11 12 13 14
July
$1,968.000
$2,592.000
$1,514.000
$1,622.000
$1,796.000
$1,970.000
$2,370.550
$2,483.800
$2,002.100
Mobile Pay Pay Station
Mobile vs Pay Stations
(50.55%)
(49.45%)
$14K
$14K
Pay Station Mobile Pay
Total Parking Revenue by Lot - Current Week
$0K
$5K
$10K
# of Spaces - Year - Zone
2024 2024 2024 2024 2024
Bond Park Town Hall Tregent Virginia Wiest
$6,102
$12,255
$1,840
$1,039
$7,285
Year 2024
Month
January
February
March
April
May
June
July
August
September
October
November
December
Week #
28
Year
2024
7/8/2024 -
7/14/2024
165
Power BI Desktop
Week #
1
28
Year
2022
2023
2024
1/1/2024 -
7/14/2024
Total Parking Revenue by Year - YTD
$0K
$50K
$100K
$150K
$200K
$250K
Year
2022 2023 2024
$247,150
$277,406
$198,913
$247,150
$277,406
$198,913
Year 2022 2023 2024
Total Parking Revenue by Zone - YTD
Type 2022 2023 2024 Total
FREE LOTS$1,566 $1,012 $190 $2,768
Big Horn $12 $12
Events $1,540 $1,000 $190 $2,730
MacGregor $2 $2
Perf. Park $2 $2
Structure $6 $8 $14
Visitor Center $4 $4 $8
PAID LOTS$245,584 $276,394 $198,723 $720,701
Bond Park $32,722 $37,476 $39,024 $109,222
E. Riverside $14,097 $17,397 $31,494
Post Office $22,373 $27,187 $49,560
Riverside $35,085 $41,112 $76,197
Town Hall $86,084 $85,934 $89,250 $261,269
Tregent $9,908 $11,738 $12,394 $34,040
Virginia $5,350 $6,825 $7,729 $19,904
Wiest $39,965 $48,725 $50,326 $139,016
Total $247,150 $277,406 $198,913 $723,469
166
Power BI Desktop
Month
January
February
March
April
May
June
July
August
September
October
November
December
Year
2022
2023
2024
Average Occupancy - Paid Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2022 2023 2023 2024 2024 2022 2023 2024
37 40 37 40 36 40 44 41 99 72 18 94 237 17 10 20 10 20 10 20 141
Bond Park E. Riverside Post Office Riverside Town Hall Tregent Virginia Wiest
Lot Feels Full: 85%
62.6%
50.7%
83.4%
65.2%70.2%
83.5%
92.3%
68.2%
52.2%
84.4%
93.4%88.9%
97.2%95.4%
80.2%77.8%
86.4%84.7%84.7%84.9%87.7%
70.5%
78.7%78.5%80.6%86.8%88.3%81.7%84.6%
Year 2022 2023 2024
Week #
29
7/15/2024 -
7/21/2024
Average Occupancy - Free Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022
35 42 35 42 35 42 6 43 454 86 81 44 415 153 33
Big Horn Brownfield's Davis Events MacGregor Perf. Park Spruce Structure Visitor Center W. …
Lot Feels Full: 85%
64.8%69.8%
58.8%
81.6%
62.9%
74.9%
95.8%90.7%
100.0%
86.6%
73.5%70.6%
2.0%2.1%
26.7%
81.9%
71.7%73.2%
52.8%54.9%54.0%
62.1%65.7%
54.7%
17.7%
25.9%29.5%
52.4%57.5%59.2%64.3%
Year 2022 2023 2024
167
Power BI DesktopPeak Occupancy - Free Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022
35 42 35 42 35 42 6 43 454 86 81 44 415 153 33
Big Horn Brownfield's Davis Events MacGregor Perf. Park Spruce Structure Visitor Center W. …
Lot Feels Full: 85%
77.4%
94.9%96.3%94.6%95.8%94.4%100.0%99.2%
84.9%89.4%
2.0%2.1%
34.3%
100.0%
91.5%94.7%
76.1%79.7%76.0%
83.3%87.3%
69.2%
29.4%
42.1%48.0%
66.1%
80.8%80.4%
89.4%
Year 2022 2023 2024
Month
January
February
March
April
May
June
July
August
September
October
November
December
Year
2022
2023
2024
Week #
29
Peak Occupancy - Paid Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2022 2023 2023 2024 2024 2022 2023 2024
37 40 37 40 36 40 44 41 99 72 18 94 237 17 10 20 10 20 10 20 141
Bond Park E. Riverside Post Office Riverside Town Hall Tregent Virginia Wiest
Lot Feels Full: 85%
95.0%
76.4%
99.3%
82.5%
96.1%95.5%97.4%
80.1%84.0%
117.5%
105.6%100.0%100.0%100.0%100.0%100.0%100.0%100.0%100.0%
88.2%96.7%
80.8%
98.6%95.7%97.1%95.7%100.0%98.8%94.4%
Year 2022 2023 2024
7/15/2024 -
7/21/2024
168
Power BI Desktop
Pay Station - Duration
0
500
1,000
Duration - 1 Hr Increments
Ve
h
i
c
l
e
C
o
u
n
t
0.0 5.0
337
5
1290
78
217
7
943
528
37
Revenue by Day
Mobile vs. Pay Station
$1K
$2K
$3K
Revenue by Day
15 16 17 18 19 20 21
July
$1.820K
$2.566K
$3.016K
$1.546K
$1.944K
$1.632K
$2.302K
$2.108K $2.171K
$2.393K
$1.857K
$2.069K$2.016K
Mobile Pay Pay Station
Mobile vs Pay Stations
(50.52%)
(49.48%)
$15K
$15K
Mobile Pay Pay Station
Total Parking Revenue by Lot - Current Week
$0K
$5K
$10K
# of Spaces - Year - Zone
2024 2024 2024 2024 2024
Bond Park Town Hall Tregent Virginia Wiest
$6,427
$12,620
$1,824
$1,019
$7,455
Year 2024
Month
January
February
March
April
May
June
July
August
September
October
November
December
Week #
29
Year
2024
7/15/2024 -
7/21/2024
169
Power BI Desktop
Week #
1
29
Year
2022
2023
2024
1/1/2024 -
7/21/2024
Total Parking Revenue by Year - YTD
$0K
$50K
$100K
$150K
$200K
$250K
$300K
Year
2022 2023 2024
$288,838
$325,728
$228,498
$288,838
$325,728
$228,498
Year 2022 2023 2024
Total Parking Revenue by Zone - YTD
Type 2022 2023 2024 Total
FREE LOTS$1,794 $1,022 $430 $3,246
Big Horn $12 $12
Events $1,760 $1,010 $430 $3,200
MacGregor $6 $6
Perf. Park $2 $2
Spruce $4 $4
Structure $6 $8 $14
Visitor Center $4 $4 $8
PAID LOTS$287,044 $324,706 $228,068 $839,817
Bond Park $38,874 $45,056 $45,451 $129,380
E. Riverside $16,354 $20,265 $36,619
Post Office $26,634 $32,201 $58,835
Riverside $40,877 $48,097 $88,974
Town Hall $99,783 $100,537 $101,870 $302,190
Tregent $11,620 $13,624 $14,218 $39,462
Virginia $6,162 $8,021 $8,748 $22,932
Wiest $46,739 $56,904 $57,781 $161,424
Total $288,838 $325,728 $228,498 $843,063
170
Power BI Desktop
Month
January
February
March
April
May
June
July
August
September
October
November
December
Year
2022
2023
2024
Average Occupancy - Paid Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2022 2023 2023 2024 2024 2022 2023 2024
37 40 37 40 36 40 44 41 99 72 18 94 237 17 10 20 10 20 10 20 141
Bond Park E. Riverside Post Office Riverside Town Hall Tregent Virginia Wiest
Lot Feels Full: 85%
62.7%
72.7%
63.5%
80.1%
68.9%
78.5%81.8%
95.1%97.3%
49.9%
86.0%89.0%
79.7%
100.0%98.9%
77.8%83.8%79.9%
91.5%
76.4%
98.1%
85.1%
73.9%
82.0%81.8%74.6%79.2%
87.1%90.4%89.7%
Year 2022 2023 2024
Week #
30
7/22/2024 -
7/28/2024
Average Occupancy - Free Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022
35 42 35 42 35 42 6 43 454 86 81 44 415 153 33
Big Horn Brownfield's Davis Events MacGregor Perf. Park Spruce Structure Visitor Center W. …
Lot Feels Full: 85%
72.3%70.9%
55.3%
85.2%84.1%
75.5%
90.3%96.7%
72.9%
89.9%84.1%90.0%
24.1%
34.8%
17.8%
78.6%
70.0%
77.1%
58.5%60.8%66.3%61.3%67.2%
77.6%
19.4%
26.7%27.2%
52.2%
63.8%65.3%66.2%
Year 2022 2023 2024
171
Power BI DesktopPeak Occupancy - Free Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022
35 42 35 42 35 42 6 43 454 86 81 44 415 153 33
Big Horn Brownfield's Davis Events MacGregor Perf. Park Spruce Structure Visitor Center W. …
Lot Feels Full: 85%
97.1%
78.0%
91.5%
100.5%
86.5%
100.0%
83.3%
100.0%95.7%98.3%
24.2%
38.5%
21.4%
96.2%
84.6%
94.0%
80.6%79.7%85.0%86.7%85.7%
93.2%
31.7%
46.3%46.4%
66.3%
79.6%82.4%88.7%
Year 2022 2023 2024
Month
January
February
March
April
May
June
July
August
September
October
November
December
Year
2022
2023
2024
Week #
30
Peak Occupancy - Paid Lots
0%
50%
100%
# of Spaces - Year - Zone
2022 2022 2023 2023 2024 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2023 2024 2022 2022 2023 2023 2024 2024 2022 2023 2024
37 40 37 40 36 40 44 41 99 72 18 94 237 17 10 20 10 20 10 20 141
Bond Park E. Riverside Post Office Riverside Town Hall Tregent Virginia Wiest
Lot Feels Full: 85%
95.7%96.8%
85.3%
93.9%94.8%97.7%102.8%
86.4%
110.3%104.0%100.0%100.0%100.0%98.6%99.9%99.0%100.0%
89.9%
100.0%97.1%94.3%97.1%93.6%85.7%
95.0%100.0%100.0%99.9%
Year 2022 2023 2024
7/22/2024 -
7/28/2024
172
Power BI Desktop
Pay Station - Duration
0
500
1,000
Duration - 1 Hr Increments
Ve
h
i
c
l
e
C
o
u
n
t
0.0 5.0
282
4
1117
71
273
15
860
556
20
Revenue by Day
Mobile vs. Pay Station
$2,000
$2,500
Revenue by Day
22 23 24 25 26 27 28
July
$2,140.000
$2,788.000
$1,926.000
$2,382.000
$2,114.000$2,060.700
$2,175.750
$2,289.750
$1,797.350
$2,009.900
Mobile Pay Pay Station
Mobile vs Pay Stations
$16K (53.31%)
$14K (46.69%)
Mobile Pay Pay Station
Total Parking Revenue by Lot - Current Week
$0K
$5K
$10K
# of Spaces - Year - Zone
2024 2024 2024 2024 2024
Bond Park Town Hall Tregent Virginia Wiest
$6,330
$13,401
$1,710 $1,052
$7,603
Year 2024
Month
January
February
March
April
May
June
July
August
September
October
November
December
Week #
30
Year
2024
7/22/2024 -
7/28/2024
173
Power BI Desktop
Week #
1
30
Year
2022
2023
2024
1/1/2024 -
7/28/2024
Total Parking Revenue by Year - YTD
$0K
$50K
$100K
$150K
$200K
$250K
$300K
$350K
Year
2022 2023 2024
$332,421
$383,844
$258,654
$332,421
$383,844
$258,654
Year 2022 2023 2024
Total Parking Revenue by Zone - YTD
Type 2022 2023 2024 Total
FREE LOTS$2,050 $1,452 $490 $3,992
Big Horn $12 $12
Events $2,010 $1,440 $490 $3,940
MacGregor $6 $6
Perf. Park $2 $2
Spruce $4 $4
Structure $6 $8 $14
Visitor Center $10 $4 $14
PAID LOTS$330,371 $382,392 $258,164 $970,927
Bond Park $44,933 $56,219 $51,781 $152,933
E. Riverside $18,784 $23,055 $41,840
Post Office $31,262 $37,002 $68,264
Riverside $46,518 $54,758 $101,275
Town Hall $114,689 $121,154 $115,271 $351,115
Tregent $13,324 $15,460 $15,928 $44,712
Virginia $6,906 $8,944 $9,801 $25,651
Wiest $53,954 $65,799 $65,383 $185,136
Total $332,421 $383,844 $258,654 $974,919
174
September 2024
Parking Lot Counts
Parking Lot Address Kiosks ADA Paid Free Reserved EV Spaces RV Spaces Total Spaces
Big Horn 161 Big Horn Dr 1 71 72
Bond Park 170 MacGregor Ave 3 3 69 72
Brownfield's 350 E. Elkhorn Ave 1 5 6
Davis 283 Moraine Ave 2 40 42
East Riverside 110 E. Riverside Dr 3 39 42
Events Complex 1125 Rooftop Way 16 362 20 398
Ivy St Ivy St 15 15
MacGregor Ave 355 MacGregor Ave 84 84
Morraine Ave Morraine Ave 48 48
Parking Structure 691 N. St. Vrain Ave 11 400 1 4 416
Performance Park 323 W. Elkhorn Ave 4 53 57
Post Office 151 W. Riverside Dr 1 5 79 84
Spruce 170 Cleave St 1 43 44
Town Hall 363 E. Elkhorn Ave 3 10 227 36 2 4 279
Tregent 293 W. Elkhorn Ave 1 1 16 17
Virginia Lot 167 E. Elkhorn Ave 1 1 19 20
Virginia Street Virginia Street 10 10
Visitor Center 500 Big Thompson Ave 9 123 9 4 4 149
Weist 215 Moraine Ave 3 4 133 137
West Elkhorn Rd West Elkhorn Rd 11 11
West Riverside Dr Rockwell St 2 2 92 94
TOTALS:14 74 635 1304 46 10 28 2097
Parking Lots will not be included in Phase 3 activation of Paid Parking, and will remain Free (963 parking spaces)
175
COMMUNITY DEVELOPMENT Report
To: Honorable Mayor Hall
Board of Trustees
Through: Town Administrator Machalek
From: Paul Hornbeck, Senior Planner
Date: January 14, 2025
RE: Annexation Referral – Olympus Lodge/Springhill Suites
Objective:
Staff seeks Town Board direction on a request for annexation, especially with regards to
whether annexation should be pursued, whether the requested zoning is acceptable to
be referenced in the annexation agreement, and the manner of required roadway
improvements.
Present Situation:
On November 12, 2024, staff provided the Town Board with an overview of the
annexation process and sought direction on a potential annexation policy with Larimer
County (see attached report). With a process overview provided, this report focuses on
a specific annexation request, as presented herein.
Town Board discussion on this request is appropriate, as annexations are a State-
established legislative process not subject to the special rules governing the finding of
fact and ex-parte communication inherent with quasi-judicial proceedings. Further,
Town Board review and evaluation of an annexation is discretionary. This means the
Board may approve or deny an annexation request as they see fit, based on the
circumstances and conditions presented to them, and they are not acting as ‘judges’ as
they would in a quasi-judicial proceeding. The Board also has the authority to approve
an annexation with additional conditions and requirements that exceed standard Town-
established requirements, typically through approval of an annexation agreement with
the property owner.
Annexation is a multi-step process, with a series of resolutions, an agreement, and an
ordinance to come before the Board if the annexation proceeds. That series of
hearings, findings, and actions has not yet begun. In the present referral of this
annexation petition to the Board, staff are requesting direction on a few matters
affecting the process to come.
As discussed below, the property included in this petition for annexation is also the
subject of a development plan application. That application is quasi-judicial and is not
before the Board at this time. Staff’s request for direction relates strictly to the
annexation itself.
Proposal:
An application requesting the annexation of a 3.2-acre property has been submitted to
the Town. As previously noted, annexations are legislative in nature, and as such,
discussion of the request and its associated impacts and circumstances may be
presented to and addressed by the Town Board.
The property proposed for annexation is the existing Olympus Lodge (2365 Big
Thompson Avenue/Highway 34). The property’s zoning within Larimer County is
Accommodations/Highway Corridor. The Estes Forward Comprehensive Plan
designates the property with a Future Land Use of Mixed-Use Centers and Corridors.
The zoning requested with the proposed annexation is Accommodations (A).
Prospective variances to allow taller retaining walls and greater grading depths were
approved by the Board of Adjustment on August 6, 2024. The Board of Adjustment
approved retaining wall heights up to 12 feet, rather than the maximum of 6’ and
approved changes in the existing grade of up to 25 feet rather than the maximum of 10
feet.
An application for a Development Plan has been submitted for the property. Plans
propose the demolition of the existing Olympus Lodge and the construction of a new
hotel (Springhill Suites). The applicant has also indicated that an employee dormitory
component would be provided onsite for use by hotel staff. The review of the application
is ongoing, and no formal action is scheduled at this time. Given that the Development
Plan application is quasi-judicial in nature, discussion of this application is not intended
with this report nor at the Town Board meeting for this item.
With the annexation request, the applicant initially requested Accommodations (A)
zoning. However, they have indicated they will also be pursuing a Planned Unit
Development (PUD) overlay, as they believe this zoning district would best facilitate
development of the site. In accordance with the Town’s PUD standards, a
demonstration of public benefit would be required. It should also be noted that a specific
zoning district cannot be guaranteed through the annexation process, as such requests
must follow the Town’s established procedures for rezoning, including public notice and
hearing. However, the annexation agreement can recognize the petitioner’s intended
zoning and can condition the annexation on that zoning being accomplished. Staff
requests direction on whether the requested zoning is appropriate to include in the
annexation agreement in these ways.
The development of the subject property will trigger improvements to the intersection of
Big Thompson Avenue and Mall Road. Discussion between the applicant and staff on
the extent of these improvements has occurred, with staff indicating the intersection
should be improved with a roundabout to address traffic safety concerns at a lower life-
cycle cost to the taxpayers and motoring public while the applicant prefers signalizing
the intersection due to the lower initial construction cost to the developer.
Public Works has indicated that it considers a roundabout to be required by the
development code. The Board may consider the code requirements, but the question of
whether the code affirmatively requires a roundabout is not squarely before the Board at
this time, and no formal determination is needed or appropriate yet. As noted
previously, the Town may require property owners to meet higher development
standards or take additional steps to mitigate development impacts in return for
annexation. The question of the moment is whether a roundabout should be a condition
of the annexation, in the Board’s discretion; if so, staff would draft the forthcoming
annexation agreement to require it. It is typical to include required public improvements
in an annexation agreement even when the code also requires them, to clarify
expectations, bring certainty to the developer’s obligations, and avoid any attempt to
circumvent the requirements.
Alternatively, if the Board does not deem it appropriate to require a roundabout as a
condition of annexation, that can be left out of the annexation agreement, and the issue
would be resolved through the development plan process. Or the Board may direct the
staff to pursue some other arrangement regarding the intersection.
Should a roundabout be a condition of annexation, a related question is whether the
Town should make a financial contribution towards construction costs of the
roundabout. The Town does not typically reimburse developers for improvements
triggered by development but the applicant has requested consideration on the matter
given their cost projection for a roundabout. The applicant estimates the cost of a
roundabout to be $4.5 million, a higher upfront cost than a traffic signal. As Public
Works states in Attachment #2, this estimate might be high given roundabouts at
Community Drive and Wonderview Avenue cost under $3 million and $2 million,
respectively.
Regardless of the cost, Public Works recognizes the larger contribution of background
traffic to the forecasted noncompliant intersection operation, and that cost
reimbursement might be appropriate, if of interest to Town Board. Annexation and
development of a new hotel would increase Town sales tax revenue. That increased
revenue, or a portion of it, could potentially be reimbursed to the developer on an
annual basis for a defined timeframe to help offset a portion of the roundabout
construction costs. Sales tax collected by the State, County, and local marketing district
would not be impacted by any rebate of Town sales tax. If a sales tax rebate is of
interest to the Board, staff can explore this option in more detail.
Advantages:
• Annexation would allow the Town to control the development of this property,
and related intersection improvements, as it would be subject to Town
requirements.
• In return for annexation, the Town can require property owners to meet higher
development standards or provide additional measures to mitigate development
impacts.
• The Town would receive tax revenue from the operation of the proposed hotel.
Disadvantages:
• The Town will be required to provide municipal services to the property.
• Town staff will spend significant time on the continued review of development
applications and permits for the project.
Action Recommended:
Provide staff with direction on the subject request for annexation, especially with
regards to whether annexation should be pursued, whether the requested zoning is
acceptable to be referenced in an annexation agreement, and manner of required
roadway improvements.
Finance/Resource Impact:
Annexation of the subject property would result in financial and resource impacts on the
Town. However, an analysis of such impacts has not been conducted at this time and
would occur later in the annexation process.
Level of Public Interest
Public interest in this annexation is anticipated to be high.
Attachments:
1. Town Board Report – Annexation Process and Policy Overview, November 12,
2024
2. Public Works Summary – Intersection Improvements
Report
COMMUNITY DEVELOPMENT
To: Honorable Mayor Hall
Board of Trustees
Through: Town Administrator Machalek
From: Steve Careccia, Community Development Director
Date: November 12, 2024
RE: Annexation Process and Policy Overview
Purpose of Study Session Item:
The purpose of this study session is two-fold:
•Provide the Town Board with a high-level overview of the annexation process
•Seek preliminary direction from the Town Board on provisions to consider within
a proposed annexation policy with Larimer County
Town Board Direction Requested:
Provide staff with preliminary direction on provisions to include within a proposed
annexation policy with Larimer County, with further direction to be sought at future study
sessions.
Present Situation:
As a statutory town, the town of Estes Park derives its annexation authority from State
Statute, specifically Title 31, Article 12, Part 1 – Municipal Annexation Act of 1965.
At a high level, the Estes Forward Comprehensive Plan, Chapter 3 Future Land Uses
addresses the annexation and provision of municipal services to areas outside Town
limits. The Comprehensive Plan recommends the Town and County establish an
annexation policy that would help guide where the Town’s limits and service areas could
expand. An integral part of this effort would be the creation of a Future Town Service
Area that would identify areas the Town could provide service over the next 20 years.
Properties within this designated service area would be likely candidates for annexation.
Annexation can occur for several reasons. For property owners, they may be seeking
municipal services, such as potable water or enhanced public safety. Or the property
owners may be seeking to develop under the Town’s development standards and codes
instead of the County’s regulations. For municipalities, they may support annexation to
better control growth and development patterns or where the extension of utility services
is most efficient.
ATTACHMENT 1
Typically, with few exceptions, annexations must be requested by the property owners
within the area proposed for annexation. Annexations may be processed by either
petition or election. With a petition annexation, more than 50% of the landowners
owning more than 50% of the area to be annexed may petition for annexation. With an
election annexation, the petition must be signed by at least 75 registered electors or
10% of the registered electors within the annexation area, whichever is less. However,
an affirmative election outcome only means the property is eligible for annexation. As
with both processes, the ultimate decision to annex an area rests with the governing
body (Town Board).
The petition annexation process, which is the process most used in Estes Park, requires
at least three actions by the Town Board – two via resolution and one via ordinance.
The first action is the adoption of a resolution finding that the annexation petition is
compliant with State Statute. The second action is the adoption of a resolution finding
that the proposed annexation is also compliant. The final action is the adoption of an
ordinance to formally annex the property. Within 90 days of annexation, an ordinance to
establish zoning for the property must be approved.
For an unincorporated property to be eligible for annexation, it must be contiguous to
the annexing municipality for at least 1/6 of the perimeter of the area proposed for
annexation. Though, contiguity is not affected by the presence of rights-of-way,
waterways, or public lands, and a municipality may annex across these lands and
features.
The review of an annexation will involve most Town departments, outside special
districts, public review, and final decision by the Town Board. It should be noted that
annexations are legislative actions, and not quasi-judicial in nature.
Proposal:
Prior to consideration of an annexation policy, staff would like to understand the Town
Board’s philosophy, objectives, and direction regarding annexation. Some questions to
consider are presented below. Though, final direction concerning these questions is not
necessarily needed at this study session, as staff plans to have follow-up sessions with
the Town Board, so as to fully explore these questions:
• Is there a desire to annex unincorporated areas and increase the Town’s limits
and service areas?
• What geographic areas should the Town consider for annexation? Conversely,
what areas should the Town not consider for annexation?
• Should the Town seek to initiate annexation of unincorporated enclaves or
peninsulas?
• Should the Town continue to offer extraterritorial municipal services without a
strict requirement to annex? Or should the provision of municipal services be
contingent upon annexation, or an agreement to an annex in the future, if
annexation is not currently available?
• Should there be a designated Growth Boundary or Future Town Service Area,
with annexations encouraged and supported within these areas?
• If there is a desire to annex, under what circumstances or conditions should
annexation be considered? A list of potential circumstances/conditions could
include:
o Desire to provide municipal services to underserved areas
o Potential growth of tax base or other revenues
o Potential costs to serve the annexed area (i.e. street maintenance,
utilities, public safety)
o Support of housing, preservation, economic development, or other Town-
identified objectives
o Increased representation from residents
o Ability to control development through implementation of the Town’s
standards and regulations
o Ability to guide growth and development
• To what extent should property owners be responsible for the costs of
annexation and identified financial impacts to the Town?
• Should the Town consider annexations if there are dissenting property owners?
Or should the Town only consider annexations with 100% property owner
support?
• Should the Town continue to consider a formal annexation policy with Larimer
County? Or should the Town continue its ad hoc approach to annexation? A
formal annexation policy could provide greater clarity and consistency for staff,
property owners, elected officials, and the public when considering and
evaluating potential annexations. However, given that the number of requested
annexations has historically been low, an ad hoc approach is not necessarily a
vastly inferior alternative compared to a formal annexation policy.
• Other questions or topics that staff should consider?
The questions and topics presented above are intended to generate discussion on how
the Town should approach annexation requests and what should be included within a
potential annexation policy. It is anticipated that one or more additional study sessions
will be conducted prior to formulating a draft policy for Town Board consideration.
Advantages:
The creation of an annexation policy with Larimer County is a component of both the
2024 and 2025 Strategic Plans. Such a policy would help provide consistency and
clarity for those involved in the annexation process.
Disadvantages:
The creation of an annexation policy will require significant staff time from both Town
and County personnel.
Finance/Resource Impact:
Creation of an annexation policy is established within the Strategic Plan, with staff time
resourced from the base budget. For future annexation requests, an evaluation of
potential budgetary impacts will need to occur with each request.
Level of Public Interest:
It is anticipated that the consideration of an annexation policy will generate a moderate
level of public interest.
Attachments:
1. Estes Forward Comprehensive Plan, Annexation and Future Town Service Areas
2. Incorporated Areas Map
The basis in Code for requiring intersection upgrades exists and is described in item 3 below. The
additional information below summarizes the thoughts that led me to conclude that a roundabout
should be built at the intersection of US34 & Mall Road by the Springhill Suites applicant.
1.This conversation is triggered by a proposed land development proposal. The adopted
Development Code requires mitigation of impacts caused by the new land use, and concurrence of
adequate community facilities.
2.PW would not tell an applicant at a pre-app meeting what their public infrastructure obligations
are when only a concept has been presented by an applicant. Road work needs are not identified
until the TIS is complete, and this was mentioned at the pre-app meeting. Once PW had this
information, we offered the roundabout position (initially over a year ago, and more firmly when the
applicant finally delivered a more detailed analysis of the traffic impacts in November 2024).
3.The Estes Park Development Code requires Adequate Public Facilities be in place at the time
impacts are added to the public infrastructure. For roadways, adequacy is defined according to
criteria listed in Chapter 4 of the Larimer County Urban Area Street Standards. The applicant's
traffic impact study identified the new traffic generated by the proposed land use (all traveling
through a full-movement site access realigned as the north leg of the intersection), coupled with
growth in the background traffic, will cause the delay for motorists traveling northbound on Mall
Road at the US34 intersection to drop from LOS D in 2024 to LOS F in 2026 if stop sign control
remains in place. This can be mitigated by controlling the traffic movements in the intersection with
either a traffic signal or roundabout. The TIS confirmed that this level of intersection upgrade is
warranted according to criteria given in the Manual on Uniform Traffic Control Devices.
4.The updated traffic study documents a future queue of stopped cars extending 170' to the east
during the red phase if a future traffic signal is installed on US34 at the Mall Road intersection. It
also identified the need for a minimum of 660' feet of unobstructed sight distance in order for
motorists to have sufficient reaction time to avoid colliding with these stopped cars. This sight
distance is not available on US34 for motorists approaching the intersection from the east due to
the presence of rock cliffs on the north side of the road. Consequently, the Public Works Director
informed the applicant that PW cannot support the applicant's proposal to install a traffic signal at
this intersection, and they would need to provide roundabout control instead if they wish to move
forward with this project.
5.It is important to consider that a traffic signal will cost taxpayers/society about 2.5x more than a
roundabout over a 25 year service life when the annual operational costs and cost of accidents is
factored into the analysis. Construction of a traffic signal is less expensive than a roundabout in
the year of construction, but passes increased costs to the taxpayers and motoring public over the
service life of the traffic signal.
6.The roundabout has been discussed with the CDOT Access Manager and Larimer County
Engineering staff and both support the PW requirement for a roundabout.
ATTACHMENT 2
7. SS proforma shows annual revenue of $6M to $7M when operating conservatively at 52% to 60%
full. In this context, the roundabout cost is not considered a hardship. The Community Dr Rbt cost
was under $3M. The Wonderview Ave Rbt cost was under $2M. Their estimated cost of $4.5M
might be high. Still, PW staff recognizes the larger contribution of background traffic to the
forecasted noncompliant intersection operation, and support a cost reimbursement of future new
sales tax to the applicant for this intersection work (if this is of interest to the Town Board).
8. The Traffic Impact Study remains incomplete, as it continues to omit information required by
LCUASS and the agency review consultant. The short term analysis year of 2026 is likely optimistic,
considering the land use is not entitled and no construction plans have been prepared for either the
proposed private or public improvements.
9. The traffic engineer has not provided any conceptual layout or cost for the needed intersection
improvements. The need for auxiliary turn lanes is identified in the TIS if a traffic signal is used. The
right of way needs and construction costs concerns attributed to the roundabout are expected to
apply to a traffic signal too (but at a potentially reduced scale).
10. The statement that the Town will not issue a BP for the SS until the roundabout is completed is
incorrect. The Town can allow concurrent construction as long the Town receives sufficient
financial security to cover the infrastructure in case the developer defaults. The sensitive timing
concern is issuance of the Certificate of Occupancy and allowance of project-caused impacts prior
to completion of the required public infrastructure (ie roundabout). Experience teaches us to be
careful that third parties are not harmed due to an applicant's failure to meet deadlines.
11. The applicant stated a concern of 3-5 years to design and complete a roundabout. The
schedule for building public improvements is largely driven by the applicant's team thoroughness,
experience, and scheduling. It should not be materially different from a traffic signal (assuming
ROW is needed for the signal too).
12. The proposed condition of annexation is suggested at this very early stage of the project to
utilize the Town's discretionary authority pertaining to thoughtful consideration of new expenses to
taxpayers triggered by new land use within the Town. Additionally, conditions of annexation are
useful to ensure all parties share a common understanding regarding what costs are likely
associated with the various land use options available by the annexation and zoning.
PUBLIC COMMENT RECEIVED ON 1/13/2025
Board of Trustees Public Comment
Name: Karen Randinitis
Stance on Item: For
Agenda Item Title: Annexation Referral.
Public Comment:
I would hope that the town trustees would support the continued pursuit of the annexation of the Olympus
Lodge. I have lived in Estes for over 20 years and to see new potential come to this area would be great.
By annexing it into the town, the developers will be able to work with community development to create a
product together, especially with the overlaying of a PUD. The moment we stop encouraging economic
development in our community we are in trouble. Change is inevitable and we need to embrace it and work
with developers not push them away.
File Upload
Please note, all information provided in this form is considered public record and will be included as permanent record for
the item which it references.
Files are limited to PDF or JPG.
25 MB limit. Video files cannot be saved to the final packet and must be transcribed before submitting.
PUBLIC COMMENT RECEIVED ON 1/14/2025
Board of Trustees Public Comment
Name: Wallace Burke
Stance on Item: Neutral
Agenda Item Title: Annexation Referral.
Public Comment:
It is stated in this annexation referral that "annexation and development of a new hotel would increase
Town sales tax revenue". Tax revenue will not increase unless you bring more visitors to town. Lodging
occupancy has been decreasing in the past several years, the town board does not seem to address this
issue. No other development receives funding or reimbursements for construction costs. In the past, new
water distribution mains, new traffic lanes and signals have all been paid by for by the development, with
no funding from the town. Our property's development paid for modifications to the public walking path in
the public right of way, new developments along Fall River are paying for a new walking path, no town
funding received to them.
File Upload
Please note, all information provided in this form is considered public record and will be included as permanent record for
the item which it references.
Files are limited to PDF or JPG.
25 MB limit. Video files cannot be saved to the final packet and must be transcribed before submitting.
RESOLUTION NO.
SUPPORTING IMMIGRANTS IN ESTES PARK
WHEREAS, on May 22, 2018, the Town of Estes Park passed Resolution No.
10-18, Supporting Immigration Reform; and
WHEREAS, Resolution No. 10-18 called upon the Estes Park Board of Trustees
to urge the elected Colorado Delegation in Washington, D.C. to advocate for
immigration reform as a way to address the immigration related issues of our
community at the time; and
WHEREAS, with the rising risk of mass arrest and deportation of immigrants in
the United States, renewal for the Estes Park Board of Trustees to urge our Colorado
Delegation to further support immigration reform under the Resolution is necessary; and
WHEREAS, foreign-born immigrants in Colorado comprise approximately 10% of
the population, have over $19 billion in spending power, and paid $6.6 billion in taxes1;
and
WHEREAS, Estes Park is home to many of these immigrants, documented and
undocumented, who positively contribute and add value to all aspects of our community;
and
WHEREAS, over 160,000 people in Colorado are undocumented immigrants and
close to 70% of these immigrants have resided here for at least 10 years2; and
WHEREAS, in Estes Park, undocumented immigrants have lived here for many
years (as our family members, friends, neighbors, employers, employees, co-workers,
classmates, fellow church members, service providers, and community volunteers) and
are part of the fabric of our community, enriching our lives and broadening our vision;
and
WHEREAS, about 5.1 million U.S. citizen children live with an undocumented
family member3; and
1 "Immigrants in Colorado," American Immigration Council (information as of Oct. 2, 2024 and reflecting
2022 analysis- see Methodology) available at:
https://map.americanimmigrationcouncil.org/locations/colorado/#.
2 "Profile of the Unauthorized Population: Colorado," Migration Policy Institute (2019) available at
https://www.migrationpolicy.org/data/unauthorized-immigrant-population/state/CO.
3 Mass Deportation; Devastating Costs to America, Its Budget and Economy," Special Report, American
Immigration Council (Oct. 2, 2024) available at:
https://www.americanimmigrationcouncil.org/research/mass-deportation.
Page 1
PUBLIC COMMENT RECEIVED AT THE MEETING 2025-01-14
WHEREAS, in Colorado, over 72,000 children live with at least one
undocumented parent4; and
WHEREAS, in Estes Park, there are children, many who are U.S. citizens, who
rely on parents or other relatives who are undocumented; and
WHEREAS, removal of these undocumented immigrants would cause family
separation; and
WHEREAS, separated family members, children and adults alike, experience
extensive trauma and exceptional hardships resulting from losses of consortium,
guardianship, caretaking, home, financial support, business, property, and healthcare;
and
WHEREAS, even without actual separation, undocumented immigrants, their
children, and other family members live under constant fear, stress and other mental
health issues due to the daily threat of family separation from an arrest or deportation of
a loved one; and
WHEREAS, Estes Park is a mountain town whose economy is dependent on
tourism, especially to Rocky Mountain National Park, which has visitation of well over 4
million visitors annually from all over the world; and
WHEREAS, Estes Park is dependent upon its immigrant workforce to help serve
our thriving tourism industry; and
WHEREAS, in a value of tourism study completed in 2021, Visit Estes Park
estimated that travelers bring $500 million dollars to the town annually, which generated
$35 million in local and state tax revenues, and reduced the tax burden of every
resident by thousands of dollars5; and
WHEREAS, a forced reduction of the immigrant workforce as a result of changes
in immigration and enforcement policies will substantially reduce our ability to serve our
visitors and will have negative impacts on our economy; and
4 "Immigrants in Colorado," American Immigration Council (information as of Oct. 2, 2024 and reflecting
2022 analysis- see Methodology) available at:
https://map.americanimmigrationcouncil.org/locations/colorado/#.
5 "New Data Shows Tourism Continues to Positively Impact Economy in Estes Park," Visit Estes Park
(Nov. 1, 2022) available at https://www.visitestespark.com/articles/post/ne.
Page 2
WHEREAS, a forced reduction of immigrants would likely result in a parallel
reduction in the Estes Park school student population, resulting in reductions in overall
school funding, negatively impacting the school district's ability to provide the breadth of
educational opportunity that it currently offers; and
WHEREAS, undocumented immigrants in the U.S. paid almost $97 billion in
federal, state, and local taxes ($37.3 billion of that amount was paid to state and local
governments) in 20226; and
WHEREAS, undocumented immigrants also contributed almost $23 billion to
Social Security and $6 billion to Medicare7; and
WHEREAS, removal of immigrants in Estes Park and anywhere else in the U.S.
would result in significant reduction of tax revenues and have negative impacts on our
Social Security and Medicare programs.
WHEREAS, the Universal Declaration of Human Rights, the Constitution of the
United States, and the Constitution of Colorado provide rights for ALL people, including
undocumented immigrants; and
WHEREAS, the State of Colorado has further passed laws to protect immigrants,
including House Bill 19-1124, House Bill 21-1194, House Bill 23-1100, Senate Bill
20-224, Senate Bill 21-131, Senate Bill 21-199, and many others; and
WHEREAS, the Mission of the Town of Estes Park is to provide high-quality,
reliable services for the benefit of our residents, guests and employees, while being
good stewards of public resources and our natural setting; and
WHEREAS, Estes Park relies on immigrants, documented and undocumented, to
provide these high quality and reliable services and to help maintain our public
resources and natural setting; and
WHEREAS, a forced reduction of immigrants in our community would severely
reduce the Town's ability to accomplish its mission.
6 "Tax Payments by Undocumented Immigrants," Institute on Taxation and Economic Policy (July 30,
2024) available at: https://itep.org/undocumented-immigrants-taxes-2024/
7 Mass Deportation; Devastating Costs to America, Its Budget and Economy," Special Report, American
Immigration Council (Oct. 2, 2024) available at:
https://www.americanimmigrationcouncil.org/research/mass-deportation.
Page3
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, that in order to protect our community, prevent family
separation, and to sustain the economy and the stability of the Town of Estes Park, the
Estes Park Board of Trustees will assure that the government of the Town of Estes Park
resolves to:
1. Renew its call to action for immigration reform to the elected Colorado Delegation
in Washington, D.C. under Resolution No. 10-18;
2. Ensure equal access for support services and resources to those in our
community (documented or not) who are challenged with mental health issues,
general healthcare and childcare needs, experiencing loss or family separation,
and meeting fundamental needs;
3. Support the laws that help preserve and protect the rights of all people in Estes
Park;
4. Apply these laws to defend the immigrants in our community; and
5. Adjust and create local policies, consistent with the laws, to keep immigrant
families together and to safeguard our community's immigrant workforce.
Passed and adopted on this _ day of_, 2025.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
Page 4
Ij
!
*
I
-
1
M^
S^
.
u
(\
a
s
1
'^
S
J
iH
f
^
-^
?
(
1J
?
s
^
^
WINTER INESTES PARK
Whether you're seeking snowy outdoor experiences in Rocky Mountain National Park,
lively events to brighten your winter days or simply want to relax in a charming cabin,
you can have it all and more with a winter getaway to Estes Park.
RSVP V^ to These Events
First Peoples Festival
Estes Park Skijor
Wine & Chocolate Festival
Whiskey Warm Up
Frozen Dead Guy Days
January 17-19
January 24-26
February 8
March 1
March 14-16
|)fflflirNOMbwnMt^
-•^.^r^,^^^i
USJfS.WBHT.tt ESTES PARK
EVENTS C:OMPLE\^