HomeMy WebLinkAboutPACKET Town Board Study Session 2025-02-11Town of Estes Park
TOWN BOARD STUDY SESSION
February 11, 2025 from 4:15 p.m. – 6:45 p.m.
Town Hall Board Room
170 MacGregor Ave, Estes Park
Accessing Meeting Translations (Accediendo a las Traducciones de la Reunión) can be
found on the Town website at www.estes.org/boardsandmeetings
Public comment is not typically heard at Study Sessions, but may be allowed by the Mayor
with agreement of a majority of the Board. This study session will be streamed live and
available at www.estes.org/videos
AGENDA
4:15 p.m. Downtown Parking Management Plan Review.
(Manager Klein)
4:45 p.m. Big Horn Parking Structure Construction Funding.
(Manager Klein)
5:30 p.m. Break for Dinner
5:45 p.m. Discuss Review of Town Process for Approving High-
Impact Projects.
(Town Administrator Machalek)
6:35 p.m. Trustee & Administrator Comments & Questions.
6:40 p.m. Future Study Session Agenda Items.
(Board Discussion)
6:45 p.m. Adjourn for Town Board Meeting.
Informal discussion among Trustees and staff concerning agenda items or other Town matters may occur before this
meeting at approximately 4:00 p.m.
PUBLIC WORKS Report
To: Honorable Mayor Hall
Board of Trustees
Through: Town Administrator Machalek
From: Dana Klein, CPP, Parking & Transit Manager
Greg Muhonen, PE, Public Works Director
Date: February 11, 2025
RE: Downtown Parking Management Plan Review
Purpose of Study Session Item:
Provide an overview of the Downtown Parking Management Plan (DPMP)
Town Board Direction Requested:
This item is informational. Comments and input are welcomed.
Present Situation:
Since 2014, the Town Board’s Strategic Plan includes various Goals and Objectives for
PW staff to address parking options through the creation of a parking management
strategy that includes paid parking.
In November 2016, the citizen Transportation Advisory Board (TAB) recommended the
development of a Downtown Parking Strategy to explore three key elements: seasonal
paid parking, an employee parking program, and a downtown parking expansion plan.
In early 2017 Public Works staff hired Kimley-Horn to develop the DPMP. It was
adopted by the Town Board on January 23, 2018 and recommends four implementation
phases to achieve four primary goals:
• Enhance the ease of visitor access to downtown businesses by encouraging turnover in
the most conveniently located parking spaces for short-term parking needs.
• Encourage the use of parking lots outside the downtown core to meet long-term (>3
hours) parking needs.
• Improve the use of multimodal transportation options to relieve demand on the
conveniently located downtown parking lots.
• Identify cost-effective options for expanding parking supply in Downtown Estes Park.
Phase 1
Assumptions in the DPMP by Kimley Horn
• The community and visiting public are unhappy with poor parking availability in 1,800
downtown parking spaces.
• New wayfinding signage and real-time availability communication would reduce traffic
congestion caused by visitors searching for parking.
• Expanded time-limited signage will improve turnover by shortening the length of stay
duration.
• Nominal revenue could be expected from improved enforcement, and expenses were
estimated to be $225,000 for implementation of this Phase.
Recommendations in the DPMP by Kimley Horn
• Perform turnover and occupancy studies to assess demand and availability of the
Town’s 1,800 downtown public parking spaces.
• Study the utilization of the new parking structure at the Visitor Center prior to
implementing paid parking
• Install expanded signage to implement more restrictive time limitations.
• Improve wayfinding signage with real time space availability detection in 5 parking lots
• Hire two Parking Ambassadors to expand enforcement in time-limited parking spaces
Action Taken by PW Staff
• Conducted 19 public outreach meetings and collected 195 comments from the public.
• Hired a staff manager to implement the Phase 1 recommendations in 2018, 2019, 2020.
• Updated time-limited signage, expanded wayfinding signage, mobilized a License Plate
Recognition vehicle.
• See the attached Parking Utilization & Financial Summary.
Phase 2
Assumptions in the DPMP by Kimley Horn
• The efforts undertaken in Phase 1 are insufficient to keep the Peak parking space
occupancy at or below 85% of capacity during the summer guest season.
• A combination of time-limited and a paid parking rate of $1/hour applied to 562 spaces
would be sufficient to generate $330,400 needed to implement paid parking in 10
locations.
Recommendations in the DPMP by Kimley Horn
• Perform turnover and occupancy studies to assess demand and availability of the
Town’s 1,800 downtown public parking spaces.
•Install 12 pay stations and provide a mobile payment application to collect payments
from users of 562 paid parking spaces.
•Equip Parking Ambassador staff with 2 handheld LPR units to perform effective
enforcement.
•Install real time space availability detection in 5 parking lots
Action Taken by PW Staff
•Hired a contractor, The Car Park, to provide a supervisor, 2 full-time and 3 part-time
Parking Ambassadors to implement a paid parking rate of $2/hour in 682 parking spaces
in downtown Estes Park from 2021-2025. The program revenue has covered all
operating expenses each year and contributed to transit operational costs in 2024.
•Installed 15 pay stations, one mobile LPR unit, one stationary LPR unit, and 5 handheld
ticketing units
•Revised Residential Permit from 1 hour to 2 hours free per day.
•See the attached Parking Utilization & Financial Summary.
•Assembled a citizen Parking Steering Committee that recommended surplus parking
revenue be directed to expanded transit service to downtown (45%), expanded parking
supply (45%), and operational contingency (10%).
Action Taken by Others
•Rocky Mountain National Park implemented timed entry on a trial basis in 2020-2023. In
2024 they adopted this as a permanent visitation management tool.
•The Federally managed Downtown Estes Loop project was under design from 2016-
2022 and under construction from 2023-2024.
Phase 3
Assumptions in the DPMP by Kimley Horn
•The efforts undertaken in Phases 1-2 are insufficient to keep the Peak parking space
occupancy at or below 85% of capacity during the summer guest season.
•A combination of time-limited and paid parking expanded to 996 spaces would be
sufficient to generate $983,400 needed to implement paid parking in 19 locations.
•At a rate of $1/hr, the paid parking program would operate at a deficit for the first three
years, and would begin to generate positive cash flow in years 4 and 5 after the paid
parking rates are applied to 996 spaces in the third year of the program.
Recommendations in the DPMP by Kimley Horn
•Perform turnover and occupancy studies to assess demand and availability of the
Town’s 1,800 downtown public parking spaces.
•Install 17 additional pay stations and provide a mobile payment application to collect
payments from users of 996 paid parking spaces.
•Hire an additional Parking Administrator and 2 additional Parking Ambassador staff
equipped with 4 handheld LPR units to perform effective enforcement.
•Install and maintain space by space vehicle detection in 1,127 spaces to feed parking
availability information to customers.
Action Taken by PW Staff
•none
Phase 4
Assumptions in the DPMP by Kimley Horn
•The efforts undertaken in Phases 1-3 are insufficient to keep the Peak parking space
occupancy at or below 85% of capacity during the summer guest season.
•Additional parking supply is needed in downtown Estes Park. Six candidate locations for
a new parking structure were evaluated across 14 evaluation metrics.
Recommendations in the DPMP by Kimley Horn
•Perform additional community outreach to confirm support to endure the construction
disruption and expense associated with expanding the parking supply in additional
parking structure(s) in downtown Estes Park.
Action Taken by PW Staff
•none
Proposal:
Not applicable
Advantages:
Not applicable
Disadvantages:
Not applicable
Finance/Resource Impact:
Not applicable
Level of Public Interest
Public interest in the Downtown Parking Management Plan is high.
Attachments:
1.Parking Utilization & Financial Summary
2.Link - Downtown Parking Management Plan
3.Link - Downtown Parking Management Plan Appendix
Parking Utilization & Financial Summary
Year
PEAK
occupancy % -
PAID
PEAK occupancy
% - FREE
(exclude EC and
Garage)
Avg.
Duration of
Stay
DPMP
Assumed
Revenue*
DPMP
Assumed
Expense*
Actual
Revenue
Actual
Expense Excess Revenue
Actual Revenue
per Stall per year
Total Paid
Transactions (T2
& Parkmobile)Paid Stalls Notes
Revenue / #
Transactions
Avg Length of Stay
based rev/trans
2019 76.0%2.2 0 0
2020 74.0%1.5 0 47,291$ 322,854$ (275,563.00)$ 0
2021 91.0%79.0%2.2 314,700$ 330,400$ 929,474$ 676,695$ 252,779.00$ 1,362.87$ 208800 682 4.45$ 2.23
2022 92.0%78.0%2.1 314,700$ 152,400$ 863,770$ 737,807$ 125,963.00$ 1,266.52$ 217976 682 3.96$ 1.98
2023 93.5%78.0%1.8 314,700$ 152,400$ 884,908$ 705,341$ 179,567.00$ 1,297.52$ 244507 682 3.62$ 1.81
2024 93.3%74.0%2.2 314,700$ 152,400$ 656,302$ 615,506$ 40,796.00$ 1,193.28$ 148725 550
Stalls varied (DEL) to annualize, used 682-
PO(91) &E Riveside (41)4.41$ 2.21
2025 314,700$ 152,400$ 682
Legend: Phase 1 Phase 2 * 2017 dollars
Lot Spaces Paid
Town Hall 281 224
Weist 141 132
Riverside 94 91
Post Office 99 86
Bond Park 76 73
E. Riverside 44 41
Virginia 30 19
Tregent 17 16
Brownfields 6
Macgregor Ave 86
Big Horn 77
Spruce 44
Davis 43
W. Riverside 33
Events Complex 454
Parking Structure 415
Visitor Center 153
Performance Park 81
Totals 2174 682
ATTACHMENT 1
Downtown Parking
Management Plan
ESTES PARK, COLORADO
February 2018
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
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
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:
• Seasonal paid parking
• An employee parking program
• A downtown parking expansion plan
The purpose of this Parking Management Plans is to:
• Provide a summary of past evaluation and findings related to this initiative
• Outline key considerations and high-level costs and revenues associated with available options
• 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:
• Enhance the ease of visitor access to Downtown Estes Park by encouraging turnover of the most
centrally-located and convenient parking spaces.
• 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.
• Improve multimodal transportation options to provide convenient alternatives to parking within the
Downtown Core.
• 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.
5 Estes Park Downtown Parking Management Plan
February 2018
Phase 1 – Data Collection and Technology Investments
Timing 2018
Key Recommendations • Time Limit Modifications (1-Hour Zones; Additional 3-Hour Zones)
• Real-Time Parking Availability Detection (5 Lots)
• DMS Parking Availability Integration
• Additional Enforcement
• Parking Administrator
• 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
Estes Park Downtown Parking Management Plan
February 2018 6
Phase 2 – Initial Paid Parking Implementation
Timing To Be Determined (After Phase 1)
Key Recommendations • Paid Parking Implementation (Up to 562 Spaces)
• Additional Enforcement
• 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
7 Estes Park Downtown Parking Management Plan
February 2018
Phase 3 – Full Paid Parking Implementation
Timing To Be Determined (After Phase 2)
Key Recommendations • Paid Parking Expansion (Up to 996 Total Spaces)
• Online Parking Permits
• Enhanced Trolley Service
• Additional Real-Time Parking Availability Detection
• Additional Enforcement
• Additional Parking Administrator
• 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
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
• Ensure usage of existing parking infrastructure
• Offer a menu of choices (other transportation modes)
• Monitor effectiveness of recommended parking management
strategies
• Site identification and analysis
• Identify funding sources
• Land acquisition, site prep, construction, traffic analysis, etc.
Potential Locations • Town Hall
• Post Office
• Piccadilly Square
• Performance Park
• Wiest/Moraine
• 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
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:
• Seasonal paid parking
• An employee parking program
• A downtown parking expansion plan
The purpose of this Parking Management Plans is to:
• Provide a summary of past evaluation and findings related to this initiative
• Outline key considerations and high-level costs and revenues associated with available options
• 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:
• Enhance the ease of visitor access to Downtown Estes Park by encouraging turnover of the most
centrally-located and convenient parking spaces.
• 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.
• Improve multimodal transportation options to provide convenient alternatives to parking within the
Downtown Core.
• Identify cost-effective options for expanding the parking supply within Downtown as needed to
support economic vitality.
PAST PARKING EVALUAT ION 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.
Estes Park Downtown Parking Management Plan
February 2018 10
2001 RECOMMENDED PLA CEMENT OF MULTI -SPAC E 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 TR ANSPORTATION ALTERNA TIVES 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
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.
Estes Park Downtown Parking Management Plan
February 2018 12
2013 ESTES PARK TRAN SIT & 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:
• 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
• Identify key messaging that will resonate with the community’s diverse user groups;
• 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
• 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/
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
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:
• Consolidated, “Vertically-Integrated” Town Department Model
• Parking Authority Model
• “Contract” or Business District Model
• 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, “VERTI CALLY -INTEGRATED” TO WN 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:
• Off-street parking facilities
• On-street parking resources
• Overall program financial performance
• Parking system planning
• Parking enforcement
There are several other related areas that can be included:
• Transportation demand management or TDM (trip reduction programs, preferential parking for
car/van pools, transit programs, etc.).
• Parking system branding, marketing, and community outreach.
• Implementation of new technologies (special projects).
15 Estes Park Downtown Parking Management Plan
February 2018
• Parking system planning (i.e., zoning, parking requirements, code issues, financial planning)
• Residential permit parking programs.
• 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 MO DEL
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:
• It has a defined mission and vision.
• It is governed by a detailed management agreement.
• It often has bonding capability.
• It most often has responsibility for all aspects of parking operations (off-street, on-street, and
enforcement).
• It is typically headed by a President or Executive Director, an approach that tends to attract well-
qualified parking management personnel.
• The President or Executive Director reports to a board (typically 7 to 15 members).
• The board is comprised of influential and invested downtown stakeholders.
• Board composition typically includes:
• High-level town staff
• Mayor or Town Manager (or appointee)
• Director of Finance
• Director of Public Works
• Property owners/developers
• Downtown association members
• Chamber of Commerce representative
• 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)
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 BUSIN ESS 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:
• A defined area with set boundaries.
• A special assessment that applies to all properties within the district (typically a mill levy on a square
footage of leasable space basis).
• This revenue generally goes toward defined district improvements, but could be restricted to
parking- or transportation-related projects.
• An Executive Director or President (although some are run by municipal department heads).
17 Estes Park Downtown Parking Management Plan
February 2018
• 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:
• Special assessment revenue (if applicable)
• 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
• On-street parking revenue
• 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:
• Funding of the Eco-Pass Program – currently over $780,000
• This program gives all downtown employees a free bus pass and contributes to a 62% modal split
among downtown employees (reducing parking demand).
• Repayment of a $3.4 million Mall Improvement Bond – $500,000 annually
• 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 OPERA TING METHODOLO GIES
Once a management structure has been determined, operating methodologies are another
organizational/management consideration. There are three primary methodologies for operating parking
programs, including:
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
• Complete control over day-to-day parking operations, including customer service
• Internal parking knowledge to assist with future planning
• Uniform look and feel with other town services
• Better control over staff and staff training
• Eliminates paying a management fee to a vendor
Potential Disadvantages
• Typically, higher expenses than contracting with a private parking provider due to:
• Higher pay rates than private operators especially in a unionized environment
• More restrictive benefit requirements
• Higher staff training and development costs
• Private operators have a greater economy of scale relative to supplies
• Higher insurance costs/requirements
• More operational duties for the town
• Smaller staff pool to draw from for covering sick days and vacations
• Without adequate training, customer service could suffer
• The Town would need to find and hire experienced parking staff
• The Town would have higher administrative and back-office costs than an experienced private
operator
19 Estes Park Downtown Parking Management Plan
February 2018
• The Town would deal directly with customer complaints
• The Town would assume all the financial risks related with the parking system
• 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):
• Reasonable control over day-to-day parking operations
• 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:
• Reasonable control over staff and staff training
• High customer service expectations
• A high level of staff appearance
• Strong auditing capabilities
• Operator accountability
• Parking services from an experienced service provider
• Typically, operations are less expensive due to:
• Lower staffing costs
• Lower supply costs
• Lower training costs
• Lower administrative costs
Estes Park Downtown Parking Management Plan
February 2018 20
• Lower insurance costs
• The use of a private parking operator, at least for a short time, would provide valuable parking
experience to the Town
• Potentially, a large pool of private operator staff to draw from for sick day and employee vacations
• The contracted parking operator would deal with most customer complaints
• Relatively predictable parking system expenses
Potential Disadvantages
• The Town would have to compensate a private operator with a management fee or a percentage of
gross revenues
• Somewhat less control over day-to-day operations
• Somewhat less control over staffing and training issues
• The Town would need to find and hire an experienced parking manager
• The Town would have some administrative and back office staffing costs
• The Town would assume most of the financial risks related with the parking system
CONCES SION AGREEMENT OPERA TIONS
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
• No real parking operations or management required by the Town
• No substantial daily auditing required by the town
• Facilities would be leased to an experienced parking services provider
• Requires no internal parking experience on the part of the Town
21 Estes Park Downtown Parking Management Plan
February 2018
• Relatively predictable revenue stream
• Less operations related financial risk
• Parking operator takes all significant parking customer complaints
Potential Disadvantages
• Little to no control over day-to-day parking operations
• No control over staffing and training issues
• Less customer service accountability
• Difficult to measure parking system expenses, if the parking operator is required to share them at all
• The parking operator may be encouraged to reduce facility expenses to a minimum level (negatively
impacting customer service), to increase profits
ACTIVE PARKING MANAG EMENT 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:
• Unregulated Parking
• Time-Limited Free Parking
• 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.
Estes Park Downtown Parking Management Plan
February 2018 22
TIME -LIMITED FREE PA RKING
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.
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February 2018
OVERVIEW OF PAID PAR KING 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:
• Off-street parking revenues (i.e., permit parking for residents or employees, when applicable)
• On-street parking revenues (i.e., metered parking, when applicable)
• Parking enforcement revenues (i.e., ticketing, fines)
• Special event parking revenues
• 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:
• Operations and maintenance
• New technology acquisition
• Parking facility maintenance reserves
• TDM and mobility management support initiatives
• 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,
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
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 RE VENUE 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:
• Revenue sources
• Transient revenue (seasonal paid parking revenue)
• Special events
• Citations
• Miscellaneous revenues
• Operating expenses
• 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:
• Number of paid parking spaces
• Hours of operation
• Days of operation
• Number of vehicles served per day (or turnover ratio)
• 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/
Estes Park Downtown Parking Management Plan
February 2018 26
• 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:
• Number of special event paid parking spaces
• Hours of operation
• Days of special event operations
• Number of daily/event spaces (flat rate) vs. hourly spaces
• Number of vehicles served per day (or turnover ratio) by parking space type
• Average duration of stay by parking space type
• Event Pricing or meter rate per hour
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27 Estes Park Downtown Parking Management Plan
February 2018
Citation Revenue: Citation revenue may be estimated based on several factors including:
• Fine structure
• Average number of violations per day (may be informed by turnover data, such as the 2005 Parking
Study)
• Citation capture rate (expressed as a percentage of estimated overstay violations per day)
• 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
• Management fees: Costs associated with contracted parking management, if applicable.
• 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.
• 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.
• Enforcement Technology:
• LPR vehicle: $40,000 (Car - $20,000, LPR - $20,000)
• Handheld device and printer: $4,500 per unit
• Back-End Management Software
• Initial capital implementation cost: $50,000 - $75,000
• Ongoing service fees: $30,000 - $50,000 annually, with escalations for program size
• Paid Parking Technology:
• Single-space smart meters: $500 per meter, plus annual service contract and transaction fees
• 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
Estes Park Downtown Parking Management Plan
February 2018 28
• Pay-by-phone application: Usually free implementation with transaction fees ($0.10 - $0.50 fees
per transaction)
• Off-street gate controls: $5,000 - $15,000 per lane, plus annual service contract
• Parking Facilities:
• New parking lot: $3,500 - $5,000 per space (construction only, not including land acquisition) • 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:
• 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
• 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
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:
• Issuing citations for overtime parking, as well as other parking violations observed like “no parking”,
loading zone, and fire lane areas (as appropriate)
• Documenting all citations with pictures and descriptive information
• Checking parked vehicles using a hand-held computer and/or tablet device
• Reporting hazards and emergencies
• Reporting missing traffic signs or traffic signals for repair services
• Testifying in appeals hearing procedures as required
• Assisting in data collection for utilization surveys
• 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:
• Date and time of violation
• Vehicle license (or VIN), make, and model
• Violation code
• Time first observed (if applicable)
• Location of violation
• Picture of vehicle
• 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
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:
• Say welcome and thank you for visiting Downtown Estes Park
• Communicate that the driver stayed longer than the posted time limit or failed to pay for parking
• Share maps to the nearby off-street parking areas where longer stays are welcomed or reduced and
free cost parking facilities are located
• Inform the driver that in the future, a fine would be assessed
• 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:
• 1st Offense: $0 fine with a warning educating the user
• 2nd Offense: $25 fine with an education component on the ticket
• 3rd Offense: $50 fine
31 Estes Park Downtown Parking Management Plan
February 2018
• 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
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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.
• 1st Offense: Not Applicable ($0 fine)
• 2nd Offense: $5 discount
• 3rd Offense: $10 discount
• 4th Offense: $15 discount
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:
• AIMS Mobile Enforcement (EDC Corporation)
• Passport
• Gtechna
• 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 STRATE GIES
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.
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 ME SSAGING
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
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
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.
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:
• Basic parking and mobility information/location/directions
• Mission, vision, and values of the organization, and work underway to achieve those goals
• Contact form for feedback purposes
• Distinct sections correlating to the target audience categories, with information neatly sorted and
organized based upon the type of user
• 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
• This site and the content on it should also feed into other local transportation resources, such as
information related to shuttles
• As the Town’s parking and mobility offerings become more sophisticated, Table 7 outlines what “next
level” investments are recommended, by user group
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.
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:
• 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).
• 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:
• 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).
• 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.
• 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)
• “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.
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:
• Existing Conditions
• Parking Industry Evaluation
• Recommended System
• 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:
• Parking Technology and Pricing
• Parking Inventory
• Parking Occupancy and Duration
PARKING TECHNOLOGY A ND 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.
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
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
• Total Downtown Parking Stalls: 1,763
• 30-Minute Limit: 40
• 3-Hour Limit: 396
• Unlimited: 1,327
Estes Park Downtown Parking Management Plan
February 2018 42
PARKING OCCUPANCY AN D 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:
• On-Street Meters & Payment Kiosks
• Online Parking Permitting
• Space Availability Detection
• Enforcement Technology
• Real-Time Parking Information
• Mobile Parking Applications
43 Estes Park Downtown Parking Management Plan
February 2018
ON-STREET METERS & P AYMENT 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.
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:
• Employment of pay-and-display, pay-by-space, pay-by-license plate or pay-by-phone
• Extending feature to receive expiry reminders and add time to parking sessions
• Cloud-based intelligence platform that provides secure information
• High-detailed analytics: data visualization, automated reporting, interactive metrics
Project Locations:
• City of Milwaukee, WI
• University of Oklahoma, OK
45 Estes Park Downtown Parking Management Plan
February 2018
ONLINE PARKING PERMI TTING
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.
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:
• Regardless of whether permits are purchased online, in the Town office, or through a mobile
application, all transactions are handled in one system.
• Sets permit pre-qualifications for permit purchases such as residency, and location criteria.
• 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:
• City of Bellingham, WA
• 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:
• Issued permits are made available in real time for parking users and enforcement officers
• Customizable for different types of permits, areas and rates
• Paperless permits (environmental friendly, removes printing costs/paper)
Project Locations
• Minneapolis, MN
• Baltimore, MD
47 Estes Park Downtown Parking Management Plan
February 2018
SPACE AVAI LABILITY 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.
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:
• Guides drivers to available spaces
• Parking spot level data analytics: Real-time occupancy, turnover, and enforcement tracking
• Withstands -40 and 180 degrees Fahrenheit, withstand weight of a semi-truck, oil leaks and
antifreeze
• Powered by long-life batteries for low maintenance
• Infrared and magnetic technology
• Track data across real-time, historical and other predictive timeframes
• Walking directions back to your vehicle
Project Locations
• Denver, Colorado
• 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 le ss 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:
• 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.
• Cost-Effectiveness: Often 40 to 60% less than other standalone counting systems
• 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.
• Real-Time Data: Data is updated in under 3 seconds so that the information is accurate and up to
date.
Project Locations
• Portland, Oregon
• Boston, Massachusetts
49 Estes Park Downtown Parking Management Plan
February 2018
ENFORCEMENT TECHNOLO GY
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:
• Organizations use LPR reports and data to define routes based on peak occupancy,
maximizing resources for greater output
• 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
• Fort Lauderdale, FL
• Palm Beach, FL
Estes Park Downtown Parking Management Plan
February 2018 50
REAL -TIME PARKING IN FORMATION
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.
51 Estes Park Downtown Parking Management Plan
February 2018
MOBILE PARKING AP PLICATIONS
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
• Reserved parking spaces at
special events
• Customizable parking
expiration notifications
• Limited provided locations
• Displays only publicly
accessible and non-restricted
lots
• Reserves parking spaces at
special events
• See real-time parking space
information and meters
• “Nearby Places” function does
not show closest parking lot
• Only provides real-time
parking in selected cities of
database
• Directions to nearest lot
• Directions back to vehicle
• See real-time parking space
information and meters
• Displays restricted-access
lots, but does not differentiate
that to the user compared to a
public lot.
• Reserve parking spaces at
special events
• Limited provided locations
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 RECOGN ITION (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 PRO POSED 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 DETEC TION AND REAL -TIME L OT 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.
M ULTI -SPACE METER PAR KING 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
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
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 SY STEM
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.
• Mobile LPR Vehicle
• Capital Costs: $40,000/vehicle
• Maintenance/Replacement Costs: $4,000/vehicle/year
• Handheld LPR Unit
• Capital Costs: $4,500/unit
• Maintenance/Replacement Costs: $450/unit/year
• DMS Integration
• Installation Costs: $10,000/system
• Hardware Maintenance: $1,000/year
• Space Availability Detection
• Installation Costs: $50/space
• Maintenance Costs: $7/space/year
• Parking Lots Access Counters
• Installation Costs: $10,000/lot
• Maintenance Costs: $1,000/lot/year
• Pay Stations
• Installation Costs: $12,000/unit
• Maintenance Costs: $960/unit/year
55 Estes Park Downtown Parking Management Plan
February 2018
• Mobile Application
• Annual Costs: $25,000/year
• Online Permitting System
• Annual Costs: $20,000/year
PARKING REVENUE ESTI MATES
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:
• Parking price per hour: $1.00 / hour
• Turnover ratio (vehicles served per space per day): 1.74 vehicles per day
• Average stay duration: 2.83 hours per vehicle
• Days of active paid parking per year (May 15 to Oct 15): 154 days
• Correction factor (transaction costs, unpaid meters, etc.): 0.9011
• Seasonal correction factor 0.8212
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).
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:
• Parking management and technology recommendations
• Capital and operating costs
• Potential paid parking revenues
• Data collection needs
Additionally, a description of potential parking permit programs is also discussed, along with potential
funding sources.
57 Estes Park Downtown Parking Management Plan
February 2018
PHASE 1 – D ATA COLLECTION AND T ECHNOLOGY I NVESTMENTS
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:
• 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.
• Improve wayfinding to available parking with parking availability detection in five lots combined within
digital message signs.
• Enhance enforcement of time-limited (3-hour) and high-turnover spaces (30-minute/1-hour).
• 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.
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
• All Downtown Public Parking (Approximately 1,800 spaces)
$25,000
Update Time Limit Signage
• Change 30-Minute Limit Signs to 1-Hour Limit Signs:
• Post Office (40 spaces)
• Change 3-Hour Limit Signs to 1-Hour Limit Signs:
• MacGregor Avenue East Side (16 spaces)
• West Elkhorn Avenue (18 spaces)
• Riverside Drive (5 spaces)
• Add new 1-Hour Limit Signs:
• Town Hall Lot – Portions (23 spaces)
• Add New 3-Hour Limit Signs:
• Town Hall Lot – Portion (94 spaces)
$5,000
Mobile LPR Vehicle
• 1 Vehicle $40,000 $4,000
DMS Integration
• System Hardware and Software costs $10,000 $1,000
Real-Time Space Availability Detection
• Installation and Maintenance of off-street ingress/egress
detection in five lots: (636 total spaces):
• Town Hall Lot
• Post Office Lot
• Riverside Lot
• East Riverside Lot
• Wiest/Moraine Lot
$50,000 $5,000
Parking Administrator
• 1 Parking Administrator $45,000
Parking Enforcement
• 2 Parking Enforcement Officers (Parking Ambassadors) $40,000
$130,000 $95,000
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
Estes Park Downtown Parking Management Plan
February 2018 60
• Total Downtown Parking Stalls: 1,763
• 1-Hour Limit: 102 (6%)
• 3-Hour Limit: 451 (25%)
• Unlimited: 1,210 (69%)
Free (3-Hour Limit)
25%
Free (1-Hour Limit)
6%
Free (No Time
Limit)
69%
61 Estes Park Downtown Parking Management Plan
February 2018
Figure 3: Phase 1 Parking Management
Estes Park Downtown Parking Management Plan
February 2018 62
PHASE 2 – I NITIAL PAID PARKING IMPLEMENTATI ON
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:
• Enhance enforcement over Phase 1 levels to patrol paid parking areas.
• 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.
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
• All Downtown Public Parking (Approximately 1,800 spaces)
$25,000
Pay Stations
• Installation and Maintenance of 12 pay stations
• Assuming 562 paid spaces
$144,000 $11,500
Mobile Payment Application
• Annual Software Costs
$25,000
Handheld LPR Unit
• 2 Units $9,000 $900
Mobile LPR Vehicle
• 1 Vehicle $4,000
DMS Integration
• Ongoing System Hardware and Software costs $1,000
Real-Time Space Availability Detection
• Maintenance of system in five lots $5,000
Parking Administrator
• 1 Parking Administrator $45,000
Parking Enforcement
• 3 Parking Enforcement Officers $60,000
$178,000 $152,400
Revenue
$560 annual revenue per paid parking space (562 spaces): +$314,700
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
65 Estes Park Downtown Parking Management Plan
February 2018
• Total Downtown Parking Stalls: 1,763
• Free (1-Hour Limit): 114 (6%)
• Free (3-Hour Limit): 70 (4%)
• Free (No Time Limit): 1,017 (58%)
• Pay-to-Park (3-Hour Limit): 182 (10%)
• 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%
Estes Park Downtown Parking Management Plan
February 2018 66
Figure 4: Phase 2 Parking Management
67 Estes Park Downtown Parking Management Plan
February 2018
PHASE 3 – FULL IMPLE MENTATION OF PAID PA RKING
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:
• 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.
• Implementation of space-by-space detection.
• Enhance enforcement over Phase 2 levels to patrol
additional paid parking areas.
• 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:
• Maintain free, unlimited parking at Performance Park and the Visitor Center (approximately 650
parking spaces).
• 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.
• Allow residents to park for free if staying for an hour or less (must register vehicle in advance).
• 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
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
• All Downtown Public Parking (Approximately 1,800 spaces)
$25,000
Pay Stations
• Installation of 17 additional pay stations
• Assuming 996 paid spaces total
$204,000 $27,800
Enhanced Trolley Service
• Additional Trolley Vehicle
• Expanded Trolley Service Hours (3,595 additional service-
hours per year)
$200,000 $226,500
Mobile Payment Application
• Annual Software Costs
$25,000
Handheld LPR Unit
• 2 Additional Units
• 4 Total Units
$9,000 $1,800
Mobile LPR Vehicle
• 1 Vehicle $4,000
DMS Integration
• Ongoing System Hardware and Software costs $1,000
Real-Time Space Availability Detection
• Maintenance of system in five lots $5,000
Space-by-Space Detection
• Installation and Maintenance at 1,127 spaces $56,400 $7,900
Online Permitting
• Annual Software Costs $20,000
Parking Administrator
• 2 Parking Administrators $90,000
Parking Enforcement
• 4 Parking Enforcement Officers $80,000
$494,400 $489,000
Revenue
$560 annual revenue per paid parking space (996 spaces): +$557,800
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
Estes Park Downtown Parking Management Plan
February 2018 70
• Total Downtown Parking Stalls: 1,763
• Free (1-Hour Limit): 114 (7%)
• Free (No Time Limit): 653 (37%)
• Pay-to-Park (3-Hour Limit): 214 (12%)
• 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%
71 Estes Park Downtown Parking Management Plan
February 2018
Figure 5: Phase 3 Parking Management
Estes Park Downtown Parking Management Plan
February 2018 72
PARKING PERMIT PROGR AMS
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:
• Permits should be linked to a single license plate
• Permit holders will appear as “paid” during enforcement hours; however, time limits still apply if
parking in time-limited areas
• 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
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 INFRA STRUCTURE 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 ft2
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 ft2 (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
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 ft2 (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 LO T
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 ft2 (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
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 ft2 (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 ft2 (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
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 ft2 (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.
77 Estes Park Downtown Parking Management Plan
February 2018
Criteria
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Costs
Estimated Costs 1 ● 2 ◑ 2 ◑ 1 ● 2 ◑ 1 ●
Land Acquisition Considerations 2 ◑ 2 ◑ 3 ○ 1 ● 1 ● 1 ●
Site Acquisition, Development, and Staging
Anticipated Construction and
Environmental Considerations 1 ● 1 ● 3 ○ 2 ◑ 1 ● 1 ●
Operational Considerations 3 ○ 2 ◑ 2 ◑ 2 ◑ 1 ● 1 ●
Location and Transportation Impacts
Site Aesthetic Considerations 2 ◑ 3 ○ 2 ◑ 3 ○ 2 ◑ 1 ●
Location Service Area 1 ● 1 ● 3 ○ 2 ◑ 1 ● 1 ●
Location Visibility 1 ● 1 ● 1 ● 2 ◑ 1 ● 2 ◑
Shuttle Service 1 ● 1 ● 1 ● 1 ● 3 ○ 3 ○
Bicycle Access 2 ◑ 2 ◑ 1 ● 1 ● 2 ◑ 2 ◑
Traffic Impact 2 ◑ 3 ○ 1 ● 2 ◑ 3 ○ 3 ○
Multipurpose Potential
Mixed Use / Multi-purpose 1 ● 1 ● 1 ● 2 ◑ 3 ○ 3 ○
Flood Risk 2 ◑ 2 ◑ 2 ◑ 2 ◑ 1 ● 1 ●
Community Support
Community Response 1 ● 2 ◑ 2 ◑ 3 ○ 3 ○ 3 ○
Average Score 1.5 1.8 1.8 1.9 1.9 1.9
Rank 1 2 2 3 3 3
1 ● Best Performer in Category
2 ◑ Tolerable/Neutral
3 ○ Lowest Performer in Category
Estes Park Downtown Parking Management Plan
February 2018 78
FUNDING RECOMMENDATI ONS
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:
• Number of spaces included within the pay-to-park assumptions (996)
• This number may change based on the results of the initial occupancy and turnover study, as well as
follow-up study.
• Revenue per paid parking space ($560)
• 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.
• Paid parking rate ($1.00 per hour)
• 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.
79 Estes Park Downtown Parking Management Plan
February 2018
Table 15: Five-Year Costs and Revenues
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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:
• Seasonal paid parking revenues
• Parking enforcement revenues
• Permit parking revenues
• Special event parking revenues
• 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:
• Operations and maintenance
• New technology acquisition
• Existing parking facility maintenance reserves
• TDM and mobility management support initiatives
• 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 EXP ANSION FUNDING
The Estes Park Downtown Plan identifies several potential funding tools that could potentially be used to
fund a new parking facility in Downtown:
• Special Assessment Districts
• Tax Increment Financing (TIF)
• Parking Benefit District (PBD)
• Business Improvement District (BID)
• Parking Tax District
• Impact Fees
• Payment/Fee-in-Lieu
• Public-Private Partnerships (P3)
• Design-Build-Operate-Manage
• 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
Model
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.
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:
• Technology procurement and installation (lot occupancy detection, DMS integration) Spring 2018
• Time-limit signage modifications Spring 2018
• Enforcement program investments Spring 2018
• LPR-based parking occupancy and turnover study Summer 2018
• 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.
83 Estes Park Downtown Parking Management Plan
February 2018
Phase 1 – Data Collection and Technology Investments
Timing 2018
Key Recommendations • Parking Occupancy and Turnover Study
• Time Limit Modifications (1-Hour Zones; Additional 3-Hour Zones)
• Real-Time Parking Availability Detection (5 Lots)
• DMS Parking Availability Integration
• Additional Enforcement
• 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
Estes Park Downtown Parking Management Plan
February 2018 84
Phase 2 – Initial Paid Parking Implementation
Timing To Be Determined (After Phase 1)
Key Recommendations • Parking Occupancy and Turnover Study
• Paid Parking Implementation (Up to 562 Spaces)
• Additional Enforcement
Downtown Parking
Management Strategy
(1,763 Spaces)
Capital Costs (One
Time)
$$
Annual Operations &
Maintenance Costs
$$
Annual Paid Parking
Revenue
$$$
$ = Approximately $100,000
Free (3-Hour Limit)
4%
Free (1-Hour Limit)
6%
Free (No Time Limit)
58%
Visitor Center
Davis
Wiest/Moraine (Part)
Big Horn
Tregent
Spruce
Performance Park
Pay-to-Park (No
Time Limit)
22%
Town Hall (Part)
East Riverside
Riverside
Post Office
Wiest/Moraine
(Part)
Pay-to-Park (3-
Hour Limit)
10%
Town Hall (Part)
Viriginia
85 Estes Park Downtown Parking Management Plan
February 2018
Phase 3 – Full Paid Parking Implementation
Timing To Be Determined (After Phase 2)
Key Recommendations • Parking Occupancy and Turnover Study
• Paid Parking Expansion (Up to 996 Total Spaces)
• Online Parking Permits
• Enhanced Trolley Service
• Additional Real-Time Parking Availability Detection
• Additional Enforcement
• Additional Parking Administrator
Downtown Parking
Management Strategy
(1,763 Spaces)
Capital Costs (One
Time)
$$$$$
Annual Operations &
Maintenance Costs
$$$$$
Annual Paid Parking
Revenue
$$$$$$
$ = 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
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
• Ensure usage of existing parking infrastructure
• Offer a menu of choices (other transportation modes)
• Monitor effectiveness of recommended parking management
strategies
• Site identification and analysis
• Identify funding sources
• Land acquisition, site prep, construction, traffic analysis, etc.
Potential Locations • Town Hall
• Post Office
• Piccadilly Square
• Performance Park
• Wiest/Moraine
• 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
87 Estes Park Downtown Parking Management Plan
February 2018
APPENDIX
A. DOWNTOWN PARKING COM MUNITY OUTREACH SUMM ARY REPORT
B. SUMMARY OF AUGUST OP EN HOUSE
C. SUMMARY OF SEPTEMBER OPEN HOUSE
D. SUMMARY OF OCTOBER O PEN HOUSE
E. PARKING STRUCTURE EV ALUATION MATRIX
F. DRAFT PARKING ORDINANCE R EVISIONS
G. SUMMARY OF DECEMBER OPEN HOUSE
Estes Park Downtown Parking Management Plan
February 2018 88
PARKING MANAGEMENT TOOLBOX
ACCREDITED PARKING O RGANIZATION PROGRAM MANUAL
ACCREDITED PARKING O RGANIZATION SCORING MATRIX
PARKING AS AN ECONOM IC DEVELOPMENT STRAT EGY
PARKING REQUIREMENTS REFORM
PARKING FACILITY MAI NTENANCE MANUAL
PARKING FACILITY MAI NTENANC E SCHEDULE
ANNUAL PARKING REPOR T TEMPLATE
NEW PARKING MANAGER INTEGRATION ACTION P LAN
PARKING GARAGE SECUR ITY
SAMPLE PARKING STRUC TURE DESIGN GUIDELIN ES
SAMPLE PARKING ENFOR CEMENT OPERATIONS MA NUAL
RECOMMENDED PARKING PROGRAM BENCHMARKS
SHARED MOBILITY OP TIONS
Downtown Parking
Management Plan
Appendix
ESTES PARK, COLORADO
February 2018
A Estes Park Downtown Parking Management Plan
February 2018
APPENDIX
A. DOWNTOWN PARKING COM MUNITY OUTREACH SUMM ARY REPORT
B. SUMMARY OF AUGUST OP EN HOUSE
C. SUMMARY OF SEPTEMBER OPEN HOUSE
D. SUMMARY OF OCTOBER O PEN HOUSE
E. PARKING STRUCTURE EV ALUATION MATRIX
F. DRAFT PARKING ORDINANCE R EVISIONS
G. SUMMARY OF DECEMBER OPEN HOUSE
Downtown Parking
Community Outreach
Summary
ESTES PARK, COLORADO
July 2017 | Version 1
Estes Park Downtown Plan Downtown Parking Community Outreach Summary
July 2017 │ Version 1 2
Contents
Introduction ................................................................................................................................... 3
Community Engagement Strategy ................................................................................................ 4
In-Person .......................................................................................................................................... 4
Online ............................................................................................................................................ 5
Outreach Findings Summary ........................................................................................................ 6
Online Survey Results ...................................................................................................................... 6
Encounter Survey Results ............................................................................................................. 11
Key Themes ................................................................................................................................ 13
Implementing Seasonal Paid Parking Requires Solutions for Residents and Employees ............ 13
There is a Perceived Parking Shortage in Downtown ................................................................... 14
There is General Interest in Expanded Shuttle Service to Support Downtown ............................. 16
There is a Desire for Improved Signage and Wayfinding .............................................................. 17
Improved Pedestrian and Bicycle Safety and Connectivity Are Areas of Interest ......................... 18
Conclusions and Next Steps ....................................................................................................... 19
Appendix A. Community Conversations ..................................................................................... 20
Oppa Asian Bistro, May 24, 2017 8:00 – 9:30 A.M. ....................................................................... 20
Kind Coffee, June 4, 2017 12:00 – 1:00 P.M. ................................................................................ 23
Kind Coffee, June 7, 2017 12:00 – 1:00 P.M. ................................................................................ 24
Home of Ken Zornes (TAB Member), June 12, 2017 6:00 – 7:15 P.M. ......................................... 26
Estes Park Farmers Market Community Comments, June 15, 2017 ............................................ 27
Estes Park Farmers Market Community Comments, June 22, 2017 ............................................ 28
Appendix B. Online Survey ......................................................................................................... 30
Appendix C. Encounter Survey ................................................................................................... 72
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INTRODUCTION
The Town of Estes Park (Town), with the support of Kimley-Horn, developed and implemented a
community outreach process designed to strategically engage the Estes Park community to identify
parking and transportation recommendations for Downtown Estes Park. This “Community Conversation”
related to downtown parking aligned with the comprehensive Estes Park Downtown Plan process, and
the results of this outreach process will guide the implementation of parking and transportation solutions
in Downtown.
This memo outlines the community engagement activities that were conducted as part of the outreach
effort and is organized as follows:
• Community Engagement Strategy
• Stakeholder Outreach Findings
• Key Themes: Opportunities and Challenges
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COMMUNITY ENGAGEMENT STRATEGY
After a comprehensive review of current conditions in the Downtown Estes Park community, the following
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:
• 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.”
• Identify key messaging that will resonate with the community’s diverse user groups
• 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
• 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 overall 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. Engagement opportunities included small group conversations, in-person encounter surveys, and
online surveys that were advertised online via social media and the Town’s website.
A key feature of the outreach strategy included “Community Conversations” coordinated by task force
members comprising community stakeholders acting as liaisons to the Transportation Advisory Board
(TAB) and the Downtown Plan Steering Committee. Four Community Conversations were held to engage
with a variety of residents, business owners, employees, and visitors.
Key talking points and
facilitation instructions were
provided to TAB members in
April 2017 to help ensure
consistency throughout the
outreach process, but the
“Community Conversations”
were organized and led by
community members.
Appendix A provides the meeting notes collected during each of the Community Conversations, with the
detailed results of the online and encounter surveys provided in Appendices B and C, respectively.
Findings from the various outreach strategies are summarized below.
IN-PERSON
• Workshop at Estes Park Events Center, February 23, 2017
• Task force meeting at Town Hall, April 5, 2017
• Design charrette at Estes Park Events Center, April 25-26, 2017
• Community Conversation at Oppa Asian Bistro, May 24, 2017
• Community Conversation at Kind Coffee, June 4, 2017
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• Community Conversation at Kind Coffee, June 7, 2017
• Community Conversation at Home of Ken Zornes, June 12, 2017
ONLINE
• Online survey developed and made available from April 20, 2017 through July 7, 2017
• Encounter survey developed and made available from April 20, 2017 through July 7, 2017
• Estes Park Downtown Plan take-away cards designed for and provided to Town on April 20, 2017
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OUTREACH FINDINGS SUMMARY
The following section is organized by:
A. Online survey results
B. In-person encounter survey results
A copy of the online survey can found in Appendix B with a copy of the encounter survey included as
Appendix C.
ONLINE SURVEY RESULT S
The online survey was open for approximately two months between late April and early July 2017 and
was promoted by the Town through Community Conversation events, the Town’s Downtown Estes Park
Plan project website, social media, during stakeholder meetings, and via business cards designed for
TAB members to distribute during events and while discussing the project with community stakeholders.
One hundred and seventy-two (172) residents, employees, and visitors participated in an online survey.
The online survey covered a range of topics including:
• Perceptions and current habits
• Preferred methods of accessing downtown and viable alternatives
• Perceived challenges and areas of opportunity
The following sections highlight some of the most frequent responses for several key questions. In
general, only the responses that were reported by 10% or more of survey respondents are shown, with
full results shown in the appendix.
RESIDENTS
Several questions of the online survey were intended to identify those respondents representing local
residents of Estes Valley within the study area and identify the challenges and needs of this particular
stakeholder group. Questions targeted at residents are summarized below.
• What do you feel is a reasonable distance to walk from parking to your residence? (138 responses)
o Less than 1 block (27%)
o Four or more blocks (22%)
o Two blocks (18%)
o Three blocks (17%)
o One block (16%)
• As a resident, what is your top Downtown parking concern? (113 responses, showing those with
more than three responses)
o 41 General Lack of Availability
o 22 Congestion
o 9 Employee Parking
o 6 Enforcement
o 6 Resident Parking
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o 5 Pro Paid Parking
o 4 Turnover
o 4 Pedestrian and Americans with Disabilities Act (ADA) Accessibility of Downtown
DOWNTOWN BUSINESS AND PROPERTY OWNERS
Several questions of the online survey were intended to identify those respondents representing business
owners within the study area and identify this particular stakeholder group’s challenges and needs. A
select number of these questions are summarized below.
• Do you assist your employees with finding parking Downtown? (19 responses)
o No, I do not assist my employees in finding parking (47%)
o Other (32%)
o Yes, I help them find parking (21%)
• What do you feel is a reasonable distance for customers to walk from parking to your place of
business? (20 responses)
o Two or three blocks (40%)
o One block (25%)
o Less than one block (20%)
o Four or more blocks (10%)
• Overall, do you feel there is generally enough parking for your customers Downtown? (19 responses)
o No (89%)
o Yes (11%)
• Who do you think is parking in the on-street spaces closest to your business? (20 responses)
o Visitors to the area (35%)
o Employees (25%)
o Customers (25%)
o Other/Residents (15%)
EMPLOYEES OF DOWNT OWN ESTES PARK
Several questions of the online survey were intended to identify those who are employed within the study
area and identify this particular stakeholder group’s challenges and needs. One question is summarized
below from this section.
• Does your employer provide assistance to help you find parking while at work? For example, provide
you with parking when coming to your job. (36 responses)
o No (53%)
o Yes (31%)
o Other (16%)
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TYPICAL PARKING EXPE RIENCE
The following questions were asked of all survey participants.
• Which of the following most accurately describes your typical Downtown parking experience? (143
responses)
o It is challenging to find parking and when I do, it is usually not close to my destination (47%)
o I can find parking that is close to my destination in a reasonable amount of time (32%)
o I can find parking quickly; however, it is usually not close to my destination (10%)
• When traveling Downtown, where do you typically park? (142 responses)
o In a public (Town-owned) surface lot (53%)
o Wherever I can find parking (41%)
• How long does it generally take you to find a parking space? (141 responses)
o More than 5 minutes (38%)
o 3-5 minutes (34%)
o 1-2 minutes (17%)
• What is your typical length of stay when parking Downtown? (142 responses)
o 1-2 hours (40%)
o More than 3 hours (25%)
o 2-3 hours (24%)
o Less than one hour (11%)
• If some sort of on-street paid parking was introduced in the future, how would you rank these
priorities? (138 responses, weighted score shown)
o Reducing congestion and pollution (Score: 4.96)
o Increasing shuttle ridership (Score: 4.76)
o Making it easier to find parking (Score: 4.67)
o Programs to ensure resident and employee access to free or reduced-priced parking options
(Score: 4.53)
o Modifying driver behaviors by creating a clearly marked hierarchy of parking choices (Score:
4.22)
o Other (Score: 3.90)
o Funding future transportation initiatives (Score: 3.61)
• Similarly, if some form of paid parking was introduced in Downtown Estes Park, how would you rank
the importance of the following (139 responses, weighted score shown)
o Access to a meter at each space (Score: 2.95)
o Availability of technology that helps me find parking (Score: 2.46)
o Customer service (Score: 2.17)
o Ability to pay using a phone or mobile application (Score: 2.14)
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o Permitted length of stay (Score: 2.12)
o Affordable pricing Score: (1.85)
o Safety of parking facilities (Score: 1.85)
o Ease of finding a parking space (Score: 1.71)
o Ability to pay using a debit or credit card (Score: 1.46)
• Many people identify three things that they want to have when it comes to parking: 1) They want there
to be plenty of it. 2) They want it to be convenient. 3) They want it to be inexpensive (and preferably
free). The reality is that parkers can usually have any two, but not all three. Given this scenario, how
would you rank the following by importance to you? (136 responses, weighted score shown)
o Abundant parking supply (more than exists today) (Score: 2.27)
o Conveniently located parking (close to my destination (Score 1.92)
o Low cost parking (Score: 1.82)
• How would you rate your overall experience in Downtown Estes Park? (142 responses)
o Above average (35%)
o Average (31%)
o Excellent (18%)
o Below average (9%)
o Poor (7%)
ACCESSIBLE PARKING S PACES
Several questions of the online survey were intended to identify those who utilize handicap accessible
parking facilities within the study area and identify this particular stakeholder group’s challenges and
needs. Two questions are summarized below.
• Do you feel there are sufficient accessible parking spaces available Downtown? (30 responses)
o No (77%)
o Yes (23%)
• Do you feel the accessible parking spaces are conveniently located near your destination? (30
responses)
o Yes (57%)
o No (40%)
SHUTTLE SERVI CE
Several questions of the online survey were intended to identify characteristics of parking patrons who
are or may be most open to utilizing the shuttle service with greater frequency, and how best to
encourage its utilization to manage parking demands. Several of these questions are summarized below.
• How frequently do you utilize the free shuttle service? (145 responses)
o Never (46%)
o Very Infrequently (41%)
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o A couple times a month (8%)
• What would motivate you to utilize the shuttle more frequently? (109 responses, showing those with
more than three responses)
o 32 Nothing
o 30 Increased frequency
o 16 Expanded routes and/or stops in residential areas
o 9 More information on routing and schedules
o 8 Comment unrelated to question posed
o 7 Expanded hours of service
o 5 Decreased traffic congestion
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ENCOUNTER SURVEY RES ULTS
Seventy-seven (77) respondents participated in the shorter encounter surveys conducted at the Taste of
Estes event, as well as the Farmers Market and Community Conversations. These responses were
collected in the field at the time when parking and transportation events are most likely to be recently
experienced by the respondent.
• How would you describe yourself? (77 responses)
o I live in the Estes Valley, but not in Downtown Estes Park (61%)
o I work Downtown (13%)
o I live Downtown (10%)
o I am visiting and live in a nearby city or town (9%)
o I am visiting and do not live nearby (6%)
o I own a business and/or property Downtown (3%)
• Where did you park the last time you visited downtown? (76 responses)
o Off-street in a surface parking lot (63%)
o On-street (26%)
o I do not park (11%)
• How long did it take you to find a parking space? (68 responses)
o Less than 2 minutes (62%)
o More than 5 minutes (22%)
o 3-5 minutes (16%)
• Which of the following best describes your parking experience today? (68 responses)
o I found parking in the first location I tried (62%)
o I found parking in the second location I tried (19%)
o I had to look in three or more different locations before I found an available parking spot (19%)
• Would you be willing to pay for parking if it meant quicker access to a parking space? (68 responses)
o No (37%)
o Yes (35%)
o No Sure (28%)
• Please rate the overall parking situation in Estes Park. (65 responses)
o Poor (49%)
o Fair (32%)
o Good (12%)
• How frequently do you utilize the free shuttle service? (65 responses)
o Never (46%)
o Very infrequently (26%)
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o Daily or a couple times a week (11%)
o A couple times a month (9%)
o I am not aware of the free shuttle service (8%)
• What would motivate you to utilize the shuttle more frequently? (28 responses, showing those with
more than two responses)
o 7 Nothing
o 5 Improved access to schedules and route information
o 3 Increased frequency
o 3 Expanded routes and/or stops
o 3 Comment does not respond to question posed
o 3 Expanded hours of operation
• Do you feel that there are sufficient handicapped accessible parking spaces available Downtown? (49
responses)
o No (82%)
o Yes (18%)
• If some sort of on-street paid parking was introduced in the future, how would you rank these
priorities? (64 responses, weighted score shown)
o Reducing congestion and pollution (Score: 4.63)
o Making it easier to find parking (Score: 4.40)
o Increasing shuttle ridership (Score: 4.36)
o Modifying driver behaviors by creating a clearly marked hierarchy of parking choices (Score:
3.79)
o Funding future transportation initiatives (Score: 3.61)
o Other (Score: 2.93)
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KEY THEMES
Five Key Themes were identified throughout the community engagement process. While hundreds of
data points were considered as part of the community engagement analysis, this section is meant to
highlight the comments that were mentioned most frequently. As often as possible, the actual words,
phrases, and descriptions provided by stakeholders are provided as evidence for each key theme.
IMPLEMENTING SEASONA L PAID PARKING REQUIRES SOLUTIONS FOR
RESIDENT S AND EMPLOYEE S
Compared to 2005, community stakeholders participating in the planning process who
would not be willing to pay for parking has declined from 52% to 37%. Although the
percentage of respondents who are supportive of paid parking has dropped, the
percentage who are either supportive or at least not sure has risen from 48% to 63%.
This suggests that a majority may be willing to support seasonal paid parking if a
compelling case is presented with clear benefits for stakeholders. As one participant
commented, “other mountain areas have had paid parking for years and it has not
deterred visitation. People expect to pay.”
While there is clearly at least some support for seasonal paid parking, observed in both
surveys and during Community Conversations, a significant portion of respondents feel
parking fees should be waived for residents of the Town and employees of Downtown
Estes Park. In comments noted by those indicating they would not support paid parking,
many noted they are in support of paid parking for visitors. Such an arrangement is found
in Santa Monica, where the City uses a “preferred parking permit” system for neighborhood
residents in high-demand areas. These permits exempt their holders from posted parking
requirements that are otherwise enforced for visitors and others without permits.
There is additional concern regarding spillover impacts in private parking lots once on-street parking
becomes paid and those customers look for alternative, free parking spaces. Visitors are reportedly
already a concern for some business owners, as tourists are utilizing their business’s parking spaces for
extended periods of time without visiting the business. For instance, several comments noted that the
parking facility at Safeway is often full, with one respondent reporting they parked at the movie theater
while doing their shopping, only to find the grocery store nearly empty of customers.
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THERE IS A PERCEIVED PARKING SHORTAGE IN DOWNTOWN
During Community Conversations and in survey responses, many comments were made about the
difficulty of finding available parking. Online survey respondents and Community Conversation
participants also noted an aversion to the appearance of the newest parking structure at the Visitor
Center, requesting that any new parking facilities should be designed to better visually blend with the
Town’s character.
COMMUNITY SUGGESTED SOLUTION S
Several key locations that experience consistent shortages of public parking were consistently mentioned
and noted as potential sites for investment in additional parking such as a parking garage:
• Town Hall
• Post Office
• Weist Lot
These facilities are identified with a red X on Figure 1.
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Figure 1: Parking Facilities with Reported Consistent Shortages in Availability
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THERE IS GENERAL INT EREST IN EXPANDED SH UTTLE SERVICE TO
SUPPORT DOWNTOWN
Those that report utilizing the
shuttles appreciate the service, and
even those that do not, recognize the
considerable potential shuttles have
in serving the community and its
visitors. There were numerous
requests throughout the responses
to both surveys and in the reported
notes from Community
Conversations for more shuttle
service offerings – more dates, more
times, and more routes.1
Participants noted that peak tourism
season begins prior to the late June
start date for the shuttle services,
and lasts well past the September
end date. Respondents also noted that shuttle services cease operations at the same time of the evening
that many area businesses close.
COMMUNITY SUGGEST ED SOLUTIONS
Respondents felt that if the Town wants to target employees or other long-term parkers for shuttle
utilization and remote parking, then hours should run earlier and later than most area businesses operate,
as many respondents are not comfortable walking to remote parking facilities at night. They further
requested additional dates beginning in May and continuing through October.
1 Estes Park Free Shuttles, Town of Estes Park, https://www.colorado.gov/pacific/townofestespark/shuttles
Estes Park Gold Line Shuttle2
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THERE IS A DESIRE FO R IMPROVED SIGNAGE A ND WAYFINDING
Participants of the Community Conversations reported a lack of signage directing parking patrons to
available spaces. This is echoed in many survey responses with direct requests for signage as well as
comments concerning traffic congestion stemming from those searching for parking.
COMMUNITY SUGGESTED SOLUTIONS
Multiple community members expressed an interest in providing parking and transit information for mobile
apps and smartphones to provide real-time information to visitors. Additionally, community members were
interested in using dynamic signs to share information related to parking options.
BEST PRACTICE CONSIDERATIONS
To promote the efficient use of parking supplies, those parking for a brief, one- or two-destination trip
should generally have priority within the core area of a downtown. Visitors and customers intending to
stay more than two hours should be directed to off-street locations. Employees and those with over-sized
vehicles should be directed to perimeter or remote locations. This requires infrastructure and incentives
be put in place to affect each user group’s behaviors without negatively impact their parking experience.
Implementation of paid parking will likely
encourage use of the circulator shuttles with
connections to lower cost or free parking
facilities on the perimeter of town for employees
and visitors intending to spend a full day or
more in Town. For instance, educational
materials provided to visitors staying at local
lodging facilities with shuttles stops at their hotel
or motel, can alleviate considerable traffic and
parking congestion. Additionally, wayfinding
outside of Downtown may direct recreational
vehicles to parking at the fairgrounds with
additional wayfinding available to share options
for accessing and parking Downtown.
Wayfinding at shuttle stops throughout the
system should incorporate that stop’s route map
along with information about connecting lines with
hard copies of the full shuttle system maps.
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IMPROVED PEDESTRIAN A ND BICYCLE SAFETY AN D CONNECTIVITY ARE
AREAS OF INTEREST
With the focus of the study running approximately one-half mile east and west along West Elkhorn
Avenue and Big Thompson Avenue, and approximately a quarter of a mile south along Moraine Avenue,
the area under consideration is a distance that would support a pedestrian environment. The street
layouts, however, promote a vehicle-centric environment in some areas. Several comments in each
format for participation indicate a desire to promote walking and cycling in the area.
COMMUNITY SUGGESTED SOLUTIONS
Participants at the Community Conversations, Farmers Market, and respondents to the survey requested
bicycle infrastructure improvements that include bike rental or bikeshare stations and the installation of
more bike lanes.
BEST PRACTICE CONSIDERATIONS
Many shopping centers design using the assumption that pedestrians are comfortable walking up to a
quarter mile, or 1,320 feet. However, strategies such as safe pedestrian crossings, buffers, tree cover for
shade, engaging artwork, and lighting can extend the typical walkshed by allowing pedestrians to enjoy
their surroundings when walking from an off-street parking facility to and around Downtown Estes Park.
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CONCLUSIONS AND NEXT STEPS
This thorough community outreach process has laid the groundwork for the Town of Estes Park to begin
exploring additional parking management and transportation demand management solutions that
incorporate these key themes expressed by residents, business representatives, and visitors. While not
all solutions will be able to address all concerns uncovered as part of this outreach effort, the Town of
Estes Park will use the results of this outreach effort to develop and refine management strategies that
address these community priorities.
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APPENDIX A. COMMUNITY CONVERSATIONS
The notes below are presented as collected and prepared by Downtown Plan task force volunteers. No
edits, beyond format for presentation, have been made.
OPPA ASIAN BISTRO, M AY 24, 2017 8:00 – 9:30 A.M .
Attendees: 6
Facilitator: Sue Doylen
Note Taker: Tom Street
Observer: Kimberley Campbell
Participants: Kim Carlson
Ann Taylor
Barb Marshall
Peter Reinert
*All of the participants were downtown business representatives.
• Ms. Doylen began the meeting by giving an overview of the meeting’s purpose and setting forth the
goals of the Community Conversations. This followed the Stakeholder Meeting outline.
• There was a consensus amongst the participants that there is not enough parking downtown from
May through October and even on certain days outside the peak season.
o There are times when business people and visitors cannot find parking anywhere. It is believed
that some people simply leave town rather than stay to shop, eat, or drink. However, participants
agreed that one can always find parking at the event center. With respect to the event center, one
participant said that the wait was as long as 45 minutes to get a bus from the event center. Plus,
there was no way to shuttle in the morning, evening, or night.
o There was also agreement that is was not realistic for owners or employees to walk back to the
events center or visitor center after closing time for businesses as one could get robbed or
assaulted. A bus is needed every ten minutes in a continuous loop from 8 in the morning until 11
at night. The current plans for the event center are from 12 a.m. until 4:59 P.M.
• Incentives: One person mentioned that the Town offered employees a bonus to leave their cars
outside of downtown but this was not terribly successful.
• New Parking Structure at Visitor’s Center:
o It was agreed that this structure, which will add 300 new spaces, will help the parking situation
during peak days and times. It will take some time for residents and visitors to get used to the
new structure. It was mentioned that egress will be a challenge.
• Other parking alternatives and strategies:
o Add kiosks with distinct graphics that clearly show how to get to parking areas and bathrooms.
o Web pages and other social media showing parking availability
• Paid Parking
o Two people were for and one was against with one not expressing an opinion. Person who
favored pointed out that other mountain areas have had paid parking for years and it has not
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deterred visitation. People expect to pay. Paid parking would encourage people to come directly
from lodging or from external parking like visitor’s center or event center.
o People against paid parking expressed thought it would negatively affect their customer base.
One of the persons against owns a bar and stated that her clientele want to park as close as
possible to the bar.
o It was generally agreed that circling while looking for parking causes people to leave town thus
reducing potential customers.
• One person expressed fear that parking limited by number of hours and payment would result in not
having enough time to attend an event or do other business. Kimberley pointed out that there are
systems which use a smart phone to top up the number of minutes available.
• Additional parking and other observations on parking:
o One person said we need to think long term from 10 to 20 years out. Carrying capacity of the
town is a problem and will get worse. Therefore, where do we house employees and where will
be able to park? If we charge premium prices for parking, this would generate revenue for
increased external parking and transportation (shuttle) systems. Existing lots downtown could be
converted to employee housing and other increased capacity.
o Two people supported additional parking at the Town Hall lot. One person supported a structure
in the Post Office lot integrated with retail.
o The Riverside lot should be converted into one way traffic flow (counter clockwise) with angled
spaces. Two directional traffic is difficult when long vehicles are parked.
o Davis Hill lot: new tower is impeding traffic
• Parking time limits: It appears that existing limits are being enforced but is not popular.
• Land banking:
o Buy land now for housing and parking. Real Estate prices continue to go up.
• Downtown pedestrianization:
o Younger people want to walk and not drive.
o Allows for greater capacity downtown.
o Frees up parking lots for conversion to employee housing and other uses.
o Implies that there would be more external parking like at the visitor center.
• Employee Parking:
o Consensus was that about 30 to 40 percent of parking is taken up by employees.
o Many younger employees would love to live in town and not have to use their car.
o Estes Park has experienced a decrease in number of younger people over the years because
Estes Park housing has become so expensive.
• Parking Structure cost between 40 and 50 thousand per space.
• Was parking structure good long term investment?
• Consensus was it appears so.
• Other needs and observations:
o Need more frequent shuttles within town and to RMNP.
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o This summer we will have variable messaging that can be used to inform people about parking
and status of RMNP roads.
o At least one person thought parking should take precedence over shuttle.
o Paid parking should not be year-round.
o Others thought we need a more robust shuttle system.
o Need a shuttle system at Event Center that goes from early in the day until late at night.
o Should consider some hourly restrictions on delivery vehicles.
• Congestion:
o Everyone thought congestion was a problem.
o Shuttles and delivery vehicles share the same loading zones. At times, this creates conflict and
congestion.
o Guests don’t seem to pre-plan their downtown visits. They just come to town and figure it out as
they explore.
o The Wheel Bar typically get 50+ requests per day for public restrooms. More are needed
downtown, plus better visibility/signage.
• Meeting was wrapped up by Sue Doylen thanking everyone for their attendance. People were told
that they could provide additional input at the Downtown Plan website and could fill out an online
survey.
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KIND COFFEE, JUNE 4, 2017 12:00 – 1:00 P .M.
Attendees: 3
Facilitators: Bellow Morris
Amy Hamrick
Participants: Jane, resident
• Would describe parking in Estes park today as: not enough of it, depends on the time of the year,
when summer comes she doesn’t go downtown because of lack of parking and congestion of cards
on road.
• The most challenging area to find parking is for the Farmer’s Market, the Weist Lot, and the Library
Area. Any place that doesn’t have time limited spaces.
• Her habits are to usually try to find whatever space is closest to where she’s going, then tries the
Library Lot (centrally located) sometimes uses the Visitor Center lot (generally confident she’ll get a
spot there) and also uses the Otherside Parking Lot when going hiking and carpooling into the Park.
• The parking garage won’t fix the problem but it’s a start. It is surprising how many people think it’s
ugly.
• Actively managing parking, she is not in favor of paid parking, said it’s one of the “nice” things about
our town. Could accept some paid parking, but not really for it. More signage would be helpful,
especially to direct people to the Fair Grounds. Thinks it would be good if we could get people there
before they get all the way into town. Might be good idea to have more time limited spots downtown.
Helps when police are in town helping traffic flow.
• Alternatives- will not bike to town, too dangerous. Scares her. And it’s just about impossible to bike
downtown anyway.
• Other towns- She doesn’t like that you have to pay to park so much in Boulder; Carbondale she
couldn’t remember having to pay to park; Aspen was very difficult to find parking, not sure if they paid.
In California there is lots of paid parking, in Minnesota she remembered paying in garages.
• General- it would be nice if we had the level of transportation of Europe. Public transportation needs
to be EASY, accessible, timely, and convenient. Like the Cable Cars in San Francisco. People need
to be trained to use the shuttles.
• Unfortunately the Park is our “ski resort” and we don’t get funds from them, it doesn’t generate tax
dollars, etc.
• She’s hopeful something will actually come out of this planning process as opposed to it being
another binder on the shelf in an office.
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KIND COFFEE, JUNE 7, 2017 12:00 – 1:00 P .M.
Attendees: 5
Facilitators: Kimberly Campbell
Amy Hamrick
Town Staff: Greg Muhonen, Director of Public Works
Participants: Kathy, resident
Glenn, resident & business owner
Question 1: Would you describe parking in Estes park today as: Congested, non-existent, depends on the
day, summer for sure it’s a problem
• Employees are taking up parking spaces
• More parking is needed: "yes, absolutely"
• A donation box could be added to shuttles.
• Post Office parking lot is the most challenging area to find parking, followed by the Library Lot and
Weist parking lots
• More structures are needed downtown
Question 2/3:
• Both participants support a resident rate or discount if paid parking is implemented.
o Glenn: We need to use all parking strategies available. Charge for parking, make it time limited,
and use revenue to build additional structures
o Kathy: Paid parking is not tourist friendly, both agreed you have to pay for parking in most towns
• Signage is really needed to direct vehicles to parking and to differentiate free from paid parking. Need
to address what happens in the private lots if downtown public parking is paid parking. Those lots will
now probably get more overflow from people trying to find a free space.
o Kathy: supports more shuttles and less parking
o Glenn: "this is the US. you can't separate us from our cars!"
• Shuttle frequency:
o Kathy: 30 minutes is sufficient
o Glenn: 15 minutes is best
• Time Limited Parking:
o Glenn: as a resident I move around a lot. 3 hour limits ok.
o Tourists should have all day free parking available. 3-hour time limited spaces downtown are
good as long as free all day at Visitor Center
• Shuttles:
o Post shuttle schedules on signs at each shuttle stop and also have an app for smart phones,
would also be good to have real time information on when next shuttle will arrive
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o Weekend shuttles should start at Mother's Day. Seven-day/week service should start Memorial
Day and end no sooner than the end of September (or in conjunction with start/stop of Rocky
Mountain National Park Shuttles).
o Glenn: "Smartphone apps are useful for younger generations"
Question 4:
• Bikes:
o We need more signage, using the names of the parking lots with better signage
o Kathy: "Bicycles are tough. The streets are dangerous."
o Suggestion: paint stripe on Riverwalk to create a bike lane
• Shuttles
o hotels should be encouraging their use
o coordinate timing with RMNP shuttles (start/end times and length of season)
• Employee parking
o need incentives to get employees to park elsewhere, tangible prizes
Question 5:
• Potential Solutions
o Glenn: Paid parking with time limits plus improved signage and advertising the shuttles better.
Long term, more parking structures.
o Kathy: New parking structure at Post Office lot or Piccadilly Square, but preferable not highly
visible. Does not one structure at Library/Town Hall
General Comments:
• The post office lot needs better enforcement to help residents be able to pick up mail. 30-minutes is
not always sufficient if the line is long inside. "Resident" parking would be nice here (honor system).
More short term parking here.
• A post office parking lot with retail would be nice
• Downtown parking structures should be self-supporting with paid parking revenue covering
maintenance and construction costs. Must charge for new parking inventory downtown. Should use
the rocks and build them where they fit in better, and aren’t so visible.
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HOME OF KEN ZORNES (TAB MEMBER), JUNE 12 , 2017 6:00 – 7:15 P .M.
Attendees: 9
Facilitators: Ken Zornes
Participants: Five (5) unnamed local neighborhood residents
Two (2) unnamed downtown area residents
Two (2) unnamed Carriage Hills neighborhood residents
• Ken opened the meeting by passing out information about TAB explaining that the organization is
charged with advising the town trustees on transportation issues impacting the town.
• Ken opened the discussion by asking attendees what concerns and suggestions they had about
improving parking in Estes Park.
• Concerns:
o How people will exit the new parking garage.
o They want all shuttles to begin before June 24th and to run longer hours.
o There are not enough signs stating when lots are full and directing visitors to other parking areas
such as the fairgrounds.
o There is no enforcement to prevent visitors from parking in “Employee Only” parking spaces.
o Visitors leave their cars in the Safeway parking lot for hours while visiting Estes Park. This is a
major concern of businesses such as banks that need parking not only for employees but their
customers.
o Regarding the issue of paid parking, all participants agreed that there should be some sort of paid
parking.
o Paid parking should be seasonal.
o Most thought that residents and downtown employees should not have to pay for parking.
o Employers should provide incentives for employees to use the parking garage (have a
dedicated floor for employees at garage).
o Most did not want to see meters at every parking spot downtown. A kiosk that issues parking
stickers or tickets would serve large areas (using phones for parking was not well regarded).
All meters and kiosks need to be user-friendly.
o Although there were no specific suggestions as to how much to charge, participants felt that it
needed to be enough to motivate people to use the parking garage and other free parking
areas.
o There were concerns about who would enforce parking violations, i.e., the auxiliary force, the
paid police force or some alternative group.
• Suggestions:
o There should be more efforts to educate both visitors and residents alike (the public) regarding
shuttle hours and availability, the parking garage, and parking at the fairgrounds.
o It was suggested that there could be a shuttle service specifically for employees during business
hours that would run from downtown to the parking garage and fairgrounds.
o RV’s take up too much space and cause congestion in town and should be required to park at the
fairgrounds parking area.
o There needs to be more explicit and easy to understand signage for visitors regarding where to
park.
o Provide PSA information on local radio stations regarding parking availability.
27 Estes Park Downtown Plan Downtown Parking Community Outreach Summary
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ESTES PARK FARMERS M ARKET COMMUNITY COMM ENTS, JUNE 15, 2 017
(Each bullet represents one person’s comment(s).)
• "I use the shuttle a lot, but the new parking garage is a step in the right direction!"
• Drake resident, visits Estes Park daily: "no paid parking.... maybe if its only seasonal"
• Parking structure downtown – people will drive downtown to look around before parking
• "Shuttles should start sooner – needs a longer season"
• "We need a parking garage in the Town Hall parking lot"
• "Town is small enough for me to walk anywhere from anywhere I park. The new structure is a good
addition to promote the shuttle."
• "I wish they charged for parking, so we could all pay for how long we want"
• "Paid parking on streets and parking lots. Need longer shuttle season."
• "Parking fees to expand parking shuttles"
• want a parking structure in municipal/town hall lot
• Robert Churchill: wants to volunteer artist labor to decorate the new parking structure. Town provides
materials and he will provide a "world class mosaic". He would like to see a gondola or monorail from
remote parking to downtown. Suggests a joint venture with Google or Apple (or similar tech company)
to create an "autonomous region" downtown.
• Parking structure at Post Office. Move post office out of downtown.
• Electric/digital signs to direct cars to the events center and visitor center parking structure
• Convince the Bureau of Reclamation to use the Hydro plant parking lot for employee parking,
understanding that a background/security check will be required and the lot will be accessible by card
access. Include bike racks and a bike sharing program.
• Longer season for shuttles.
• More parking. Should be 5 parking spaces for every 1,000 s.f. of retail within 300 feet of that retail.
• 4-story parking structure at Library/town hall lot. Paid parking is acceptable. Shuttle works better if
parking is paid.
• Wait and see how visitor center structure helps the parking situation. Paid parking is supportable and
will help shuttles. Will need signage directing cars to paid vs. free spaces.
• Ted Williams: "There should be another public forum before the downtown plan is finalized"
• Parking structures are ok. Need place for employees to park. Park at fairgrounds, shuttle to work.
Free shuttle in Breckenridge is excellent. Not against paid parking (no coins, cc only)
• RMNP needs to install an automatic gate at the Fall River entrance for pass holders
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ESTES PARK FARMERS M ARKET COMMUNITY COMM ENTS, JUNE 22, 2017
(Each bullet represents one person’s comment(s).)
• Complaint that Town does not listen to the community’s wishes
• “Close main street” – make cars go around on Wonderview Avenue or Mary’s Lake Road to get to
Rocky Mountain National Park
• More shuttles from the fairgrounds – comment from local resident
• Resident: Shuttles are good, would ride. Let’s install rail cars
• Gondola - from Visitor Center to hill above Riverside Drive (above the (to be built) bike lane along the
south side of Riverwalk between US 36 and Riverside drive.
• Perimeter parking structures
• Start trolley sooner in season. Farmer’s market fills up a lot of parking spaces
• Public transportation is efficient. Park vehicles on outskirts and shuttle the people into town. Love the
new Green Route. Would support and RTA.
• Build parking in front of Stanley Hotel. 4-way crosswalks are great! Need automated entrance (for
passholders) at Fall River entrance to RMNP
• Parking structure is great! Level (tear down) the Cleave Street apartments and build a huge parking
structure. Start shuttles earlier in season on weekends. More signage especially for fairgrounds
parking
• “Pikas in the Park” are awesome! But the clues aren’t very good.
• Send more traffic out Mary’s Lake Road. Enforce decibel levels in town – loud cars, motorcycles
• Put a multi-level structure at the Davis Street Lot. Additional parking structures outside downtown,
maybe at Stanley Park? Restrict vehicle access to RMNP between 8 am and 5 pm.
• RTD will bring homeless population up to Estes
• Parking structure is ugly. Congestion nothing new. Four way crossing welcome - less jaywalking,
better flow. Need electronic gate at town entrance
• Asked about downtown plan. Asked about more parking structures. Asked if we were considering
moving town buildings. Wants employee discounts if paid parking.
• Suggested Cleve Street parking. Loved shuttles Want shuttles earlier in season Need better signage
• Suggested rental bikes
• Locals should have parking priority. Doesn’t like that tourism has priority over residents. Town has
changed for the worse with too many people and cars.
• Maybe we need less people visiting. At first didn’t like new parking structure but now thinks it was a
good idea. What do we do with all the new infrastructure in the event of another recession. Thinks we
are getting too many bars.
• Completed intercept survey: I was able to get parking in less than 2 minutes because I parked before
10 am. Just learned about the green route from the fairgrounds. I will use that! Please focus on
shuttle services. It’s much more environmentally friendly and we don’t need lots of empty parking
spaces in winter. SHUTTLES! SHUTTLES! More frequent shuttles, express routes, especially from
the YMCA.
• “Build several downtown parking ramps. Build up on present parking lots. Attendent parking or
meters. People visit downtown Estes Park are shopping for souvenir, hiking items, etc. The shuttles
are for going to the RMNP and other Estes Park routes. They need more Downtown parking, not
shuttles to a parking area!!! The new parking garage is not for downtown shoppers. People are not
going to walk or wait for shuttles to shop downtown.”
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• Visitors from TX like the new parking structure
• Questions about paid parking – will it be like Denver? Boulder?
• Better employee parking needed downtown. Reserved employee spaces or lot. Willing to pay a fee.
Parallel parking on Elkhorn Avenue is a safety hazard. Too many people are getting out of their cars
and jaywalking. Remove parallel spaces, but allow loading zones. I don't support paid parking.
• Shuttles need a longer season. Encourage people to park at fairgrounds with shuttle. Employees
should park at fairgrounds with a longer shuttle season and shuttle hours of 7 am to 9 pm or later.
• Accessibility issues – difficult to find accessible spaces, hard to get on/off shuttle for people who have
a hard time stepping up.
• Better enforcement of time limits is needed, particularly in the Library lot. Paid parking is ok since
shuttles and visitor center lot are free. Shuttles are wonderful.
• Create a downtown plan for the highway 7 corridor
• More bike lanes
• "Decorate" the new parking structure. Would not like paid parking downtown. We usually park at the
Library
• "I would have no problem with paid parking structures with the first hour free"
• "Put multi-level structure on Moraine at Davis St. A multi-level structure at the Visitor Center or Town
Hall lots would also be acceptable. 3-hour parking is not enforced effectively. There is not enough
employee parking. Paid parking is ok in some locations but not everywhere. Credit card meters are
ok, but we need to accommodate workers somehow" - 27 year resident
• Condemn land near Mall Road and build a structure. Charge a toll for driving through Town. Pub a
roundabout at Elkhorn Avenue
• Paid parking – maybe for RMNP traffic. This resident mostly walks downtown from Davis Hill to visit
town. Must have more shuttles for RMNP
• Parking for fee on private drives. Shuttle system is under utilized. Paid parking would be positive.
Economic incentives for changes. Shuttle system should start at Memorial Day or earlier for both
town and RMNP.
• Large vehicle exclusive parking needed. Laramie may have good examples.
• Paid parking – YES! More shuttle usage needed. Start shuttle season in May.
• Let RMNP busses pick up at Visitor Center structure then use Moccasin to get to park instead of
using Elkhorn.
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APPENDIX B. ONLINE SURVEY
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APPENDIX C. ENCOUNTER SURVEY
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August Outreach
Summary: Open House
+ Employer Survey
ESTES PARK, COLORADO
September 2017 | Version 1
Estes Park Downtown Plan August Public Outreach Summary
September 2017 │ Version 1 2
Contents
August 24 Community Open House ............................................................................................. 3
Details ............................................................................................................................................ 3
Summary of Key Feedback .............................................................................................................. 3
Activity Results ................................................................................................................................. 4
General Comments from Comment Cards .................................................................................... 15
Downtown Employer Online Survey ........................................................................................... 16
Online Survey Details ..................................................................................................................... 16
Appendix ........................................................................................................................................ 21
3 Estes Park Downtown Plan Public Outreach Summary
September 2017 │ Version 1
AUGUST 24 COMMUNITY OPEN HOUSE
DETAILS
• August 24, 2017
• 5:30 p.m. – 7:30 p.m.
• Town Hall
• Numerous activity hand-outs and direct comments received (See Appendix 1 for all hand-written
feedback received)
• Format:
• Welcome and Introduction
• Presentation by Vanessa Solesbee on Parking Management Plan, engagement and comments
received to date, a brief overview of seasonal paid parking, technology options, and parking rate
and revenue allocation options, and a discussion of next steps.
• Activities:
• Activity 1 – Exploring On- and Off-Street Parking (31 participants)
• Use the markers provided to indicate where you think parking should be:
• Paid
• Free with time limits
• Free and unlimited
• Activity 2 – Downtown Resident and Employee Parking Program Options (27 participants)
• Activity 3 – Parking Rate and Revenue Allocation (29 participants)
SUMMARY OF KEY FEEDB ACK
• Support for a simple and understandable approach to parking management so that visitors can find
parking easily and understand the restrictions/pricing
• Enforcement is a critical element, both of the current time limits and any future strategies
• There is widespread support to maintain free parking at the Visitor Center, the Events Complex, and
Performance Park
• There is widespread support for programs for residents and employees
• Of employers surveyed, approximately half would be interested in participating in an employee
parking permit program that provides permits for use in Downtown lots (either with permits in shared
lots or employee-only lots)
Estes Park Downtown Plan August Public Outreach Summary
September 2017 │ Version 1 4
ACTIVITY RESULTS
ACTIVITY 1: ON-STREET AND OFF -STREET PARKING
31 Participants
Participants were asked to mark maps using colored markers to designate suggested on-street and off-
street parking controls across different parts of the Town. The four parking control options that
respondents were asked to choose from are as follows:
• Free time-limited parking
• Free unlimited parking
• Paid parking premium rate
• Paid parking economy rate
The following bar chart depicts the total number of votes that each control option received for each
location. Some respondents used two colors for one location, in which case 0.5 points was awarded to
each location.
0
5
10
15
20
25
30
Free, time-limited parking Free, unlimited parking
Paid Parking Premium Rate Paid Parking Economy Rate
5 Estes Park Downtown Plan Public Outreach Summary
September 2017 │ Version 1
Free Unlimited Parking
The following locations received more votes for free unlimited parking than any other parking control
option:
• Performance Park
• Visitors Center
• South Visitors Center
• Events Complex Park-N-Ride
Paid Parking Economy Rate
The following locations received more votes for paid parking economy rate than any other parking control
option:
• Spruce
• Tregent
• Big Horn Dr. (North)
Paid Parking Premium Rate
The following locations received more votes for paid parking premium rate than any other parking control
option:
• Big Horn
• Moraine/Wiest
• Moraine Ave.
• Elkhorn Ave.
• West Riverside
• Post Office
• Riverside
• Virginia
• Bond Park
• Virginia Ave.
• East Riverside
• Town Hall
• Brownfields
• Macgregor Ave
Free Time-Limited Parking
The following location received more votes for free time-limited parking than any other parking control
option:
• Davis
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September 2017 │ Version 1 6
Suggested Paid Parking Economy Rate
Respondents were asked to suggest a specific paid parking economy rate. The following graphic depicts
the responses:
Suggested Paid Parking Premium Rate
Respondents were asked to suggest a specific paid parking premium rate. The following graphic depicts
the responses:
0
2
4
6
8
10
12
Free $1.00 per hour $1.00 per hour (1st hour
free)
$4.00 - $5.00 per day
Number of Respondents
0
1
2
3
4
5
6
7
$1.00 per hour $1.75 per hour $2.00 per hour
(1st hour free)
$2.00 per hour $3.00 per hour $3.00 - $5.00
per hour
$8.00 per day
Number of Respondents
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September 2017 │ Version 1
General Comments – Comments are presented unedited
• Picadilly - Free unlimited; "Park-N-Ride": Employees revolving shuttle operating non-stop all day
• No Paid Parking; We need more Free parking
• No paid parking! We need a minimum standard of 5 parking spaces for every 1,000 sq ft of retail
within 400 ft of that Retail!
• Economy 1.00/hour x 2-3 hours, Premium after 3 hours 3.00-5.00/hour
• Macgregor ave, Brownfields, S. Visitor Center, Big Horn Dr – Employee
• Note: Very little on-street parking. Tregent and Virginia lots 30 min
• Events complex free except for events
• mix of free, time limited & unlimited
• Permit parking by Park-N-Ride
• Except for residents & rental of bldg; no parking on E. Riverside Dr - we already have to deal w/ one
way loop
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Seasonal Paid Parking
When Respondents Think Paid Parking Should be Implemented Throughout the Year
When Respondents Think Paid Parking Should be Implemented Throughout the Day
0
5
10
15
20
25
30
Number of Respondents
0
5
10
15
20
25
30
7
-
8
A
M
8
-
9
A
M
9
-
1
0
A
M
10
-
1
1
A
M
11
-
1
2
P
M
12
-
1
P
M
1
-
2
P
M
2
-
3
P
M
3
-
4
P
M
4
-
5
P
M
5
-
6
P
M
6
-
7
P
M
7
-
8
P
M
8
-
9
P
M
9
-
1
0
P
M
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General Comments – Comments are presented unedited
Su
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NOT for residents of 111 Weist Bldg in Weist Lot ✓
Need more CSOs to enforce ✓
One Price ✓
Enforcement is essential ✓
Don’t we want visitors to spend more time downtown shopping, eating and generating
sales tax? Don't want paid parking but time limited is good
✓
Need to consider volunteers as well as employees ✓
30 min, free parking library (10 spots), 30 min free parking post office (5 spots), town
hall (purple) free after 7 pm on Tuesday
✓
Keep it simple - flat rate - same hours ✓
Residents and employees free parking pass or permits all times all day ✓
"Encourage turnover" - bad for estes / "paid parking" doesn't really make money. / No
paid parking. Enhance time limited lots. / Really biased!
✓
I feel it's smart - having people move their car every 2 hours is insane & adds to visitor
frustration & congestion
✓
Other side - choose some lots paid or limited, some not, see what happens and adjust ✓
Would prefer NO PAY PARKING! But if it has to be - we need a way for businesses and
restaurants to reimburse parking expenses.
✓
In order to change parking use behavior, has to be incentived monetarily. Should be
able to regulate due to demand
✓
Paid parking enforcement: June, July, August 8 AM - 8 PM (until we increase winter
vistation) / May, Sept, Oct 8 AM - 6 PM / Nov, Dec, weekends only 8 AM - 6 PM
✓
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ACTIVITY 2: RESIDENT AND EMPLOYE E PARKING
27 Participants
Participants were asked to mark maps using colored markers to identify where (if anywhere) specific
approaches to employee and residential parking should be implemented. The six approaches participants
could select from are as follows:
• Free all-day parking
• Free, time-limited lots for visitors
• Metered and time-limited lots for visitors; unlimited with a permit
• Dedicated, employee parking only areas with a permit
• Paid parking lots with no time limits, with both hourly and daily rates
• Residential streets that may need a residential parking program
The following bar chart depicts the total number of votes that each control option received for each
location.
0
5
10
15
20
25
30
Residential streets that may need a residential parking program
Paid parking lots with no time limits, with both hourly and daily rates
Dedicated, employee parking only areas with a permit
Metered and time-limited lots for visitors; unlimited with a permit
Free, time-limited lots for visitors; unlimited with a permit
Free all-day parking
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Paid parking lots with no time limits, with both hourly and daily rates
The following resident and employee parking locations received more votes for paid parking lots with no
time limits, with both hourly and daily rates, than any other parking control option:
• Spruce
• Tregent
• Moraine/Wiest
• Davis
• West Riverside
• Riverside
• Bond Park
• East Riverside
• Brownfields
Metered and time-limited lots for visitors; unlimited with a permit
The following resident and employee parking locations received more votes for metered and time-limited
lots for visitors that are unlimited with a permit than any other parking control option:
• Moraine Ave.
• Elkhorn Ave.
• Post Office
• Virginia
• Virginia Ave.
• Town Hall
• Macgregor Ave.
Free all-day parking
The following resident and employee parking locations received more votes for free all-day parking than
any other parking control option:
• Performance Park
• Visitors Center
• South Visitors Center
• Events Complex Park-N-Ride
Dedicated, Employee Parking Only Areas with A Permit
The following employee parking location received more votes for dedicated, employee parking only areas
with a permit than any other parking control option:
• Big Horn
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Residential Streets that May Need a Residential Parking Program
The following residential parking location received more votes for residential streets that may need a
residential parking program than any other parking control option:
• Big Horn Dr. (North)
General Comments – Comments are presented unedited
• Big Horn - Residential Permit / Park-N-Ride - loop shuttle all hours of business / *No preference for
locals / *have spots at library & post office for locals to do quick business / *continual loop shuttle at
fairgrounds for employees - runs all hours of business
• Employees need free shuttle service? Every 15 minutes? 7-9 AM and 9/11 PM but ONLY to the free
parking
• 1st 2 hours free! Need voucher/token/validation that will allow visitors to be reimbursed by big
restaurants
• With permits at reduced cost for resident
• Free parking pass or permits for residents and employees
• Blue and green are best
• Discourage employees from taking up paid parking by not allowing for unlimited in paid areas /
Metered parking time limited, no unlimited option
• I work downtown & have had to park up at the knolls & over by the Holiday Inn. I would rather pay to
park then drive around in frustration looking for a spot
• Employees can park at event center area 1st and use shuttle. Employees can park in parking
structure and walk. No need for special program. Residents can't park anyway so make mone off
parking to reinvest in our community
• Employee (and volunteer) parking needs to be integrated with free shuttle system. This could solve
many of the problems
• Reduced rate parking for ALL town / valley residents for permits.
• Employees and residents should receive free parking in any paid areas by permit. Permit should be at
a minimum cost. No more than $5.00 per year.
• Employees could/should use event center & shuttles. Would require adequate hours of shuttle
service.
• Why employee with resident
• As a resident I would like a permit for free parking for limited use of library, coffee shop, town, hall
facilities. I would not mind paying for a yearly residential permit.
13 Estes Park Downtown Plan Public Outreach Summary
September 2017 │ Version 1
ACTIVITY 3: PARKING RATE AND REVENUE ALL OCATION
29 Participants
Average Revenue Allocation Summary
The following table depicts the average percentage of parking meter revenues that were suggested to go
towards the general fund, shuttle services, streetscape improvements, pedestrian and bicycle
improvements, and parking facilities.
General Fund
Shuttle
Services
Improvements
Streetscape
Improvements
Pedestrian
and Bicycle
Improvements Parking Facilities
7% 23% 16% 19% 31%
Progressive Pricing Approach
Respondents were asked if they recommend a progressive pricing structure for Estes Park. If so, they
were also asked to suggest hourly rates for parking from the 1st hour to the 6th hour+. The graphic below
depicts the results from 27 responses:
0
5
10
15
20
25
30
1ST HOUR 2ND HOUR 3RD HOUR 4TH HOUR 5TH HOUR 6TH HOUR+
Free <$1.00 $1.00-$2.00 >$2.00
Estes Park Downtown Plan August Public Outreach Summary
September 2017 │ Version 1 14
General Comments – Comments are presented unedited
• Sidewalks to other side restaurant
• More days of shuttle service per year - earlier/later
• Free but time limited by area
• Would prefer to pay for these via a DDA
• Charge for parking! Residents can't park anyway. Invest back into our community. Give to residents
we get nothing
• All day $8 for 8-10 hours. People are used to paying for parking - it is advantageous for people to
park & spend the day instead of moving their car every 2 hours & adding to the congestion
• Prefer NO paid. Must have 'voucher or tokens' that biz & restaurants can give to reimburse
customers!
• Need to have a parametric chart showing all (most) options
• Need "POSTAL ONLY" spaces in front of Post Office (5 spaces). Need merchants w/ private lots to
participate with town.
• Max 3 hours
• [Economic/Premium]
• *(1.00 Premium) [Free economy parking first hour]
• [On Street/Off Street (no time limit)] – [free off-street parking]
• Free for E.P. Residents
• [On Street(flat)/Parking Lot/Premium Lots] (max $10/5 hrs per spot)
• [Regular/Premium] Some lots could be free for accommodating "quick stops"
• "General Fund: Fire & Police" - More CSO's & "meter maids" to better enforce; "Additional shuttles for
improved frequency of service" - Employees need service TO FREE space every 15 minutes 7-9 AM,
9-11 AM; "Parking Facilities" - use grants first
• Possible reduced permit rate for any town/valley resident
15 Estes Park Downtown Plan Public Outreach Summary
September 2017 │ Version 1
GENERAL COMMENTS FRO M COMMENT CARDS
• As a resident I cannot park downtown and I don't like watching our visitors circle frustrated looking for
parking. Paid parking with free parking in our new parking structure ensures the use of the parking
structure and allows money to be invest back into the community. As a resident it feels like everything
is for business. We can't work, we don't benefit so please charge for parking and invest into our
community & the residents. Bike lanes, trails, etc.
• To accommodate the needs of residents, create spaces as the post office and Safeway that are
$5/hour but except residents
• Critical parking for residents exists in 2 areas: post office and Safeway. These both need special
provisions to limit extended parking and to allow residents to take care of business. Suggest [greater
than/equal to] 5 spaces at post office for "POSTAL CUSTOMERS ONLY" - Safeway could have some
paid spaces with residents exempt.
• Parking for volunteers & employees
• Need enforcement! Right now, the p.o. 30 min is NOT enforced. W/o enforcement none of this will
work!
• Consideration needs to be given to the role volunteers play in much of what happens in Estes Park.
They should not be discouraged from volunteering by parking expense. This is different from
employees
• Provide way more consideration for bicycle traffic through town.
• Pledge net parking revenue to fund bonds for additional parking structures. Expand shuttle service:
year-round, more routes, times, etc. Provide consistent enforcement for parking regulations and
violations.
• KISS: Keep It Simple Stupid. Whatever system we implement, it must be easy for first-time visitors to
understand! NO pay by license plate (lots of rental cars)! NO 'variable' charges they can't figure out!
At least 2 hours free! Thanks, Jennifer Lusch 480-5199
• Eliminate all on-street parking - dangerous for pedestrians and bicyclists. Serious concerns about
enforcement. Keep it simple and consistent
• Paid parking will kill the Historic Park Theatre. Sharon Seely 586-8904
• Without enforcement system won't work. More farmers back to fairgrounds.
Estes Park Downtown Plan August Public Outreach Summary
September 2017 │ Version 1 16
DOWNTOWN EMPLOYER ONLINE SURVEY
ONLINE SURVEY DETAILS
The online survey included a total of 14 questions. Employers throughout the study area were asked to
participate in the survey. A total of 48 employers responded to the survey between August 21st and
August 27th. Some key information is provided below and the full survey results can be found in Appendix
2.
KEY SURVEY QUESTIONS
Number of Employees per Employer
Respondents were asked to identify the number of employees that work for them. In total, the 38
business owners that responded to this question employ 534 people.
• There is an average of 14 employees per employer.
• The maximum number of employees is 100.
Number of Employees that Work Throughout the Day
The bar chart below shows the number of employees that are typically working at various times
throughout the day. The peak number of employees working at one time was 480, and occurred between
8:00am and 4:00pm.
0
100
200
300
400
500
600
Before 8:00am 8:00am - 4:00pm 4:00pm - 9:00pm After 9:00pm
Number of Employees Typically Working
17 Estes Park Downtown Plan Public Outreach Summary
September 2017 │ Version 1
Percentage of Employees that Park in Immediate Vicinity vs. Percentage that Does Not
Respondents were asked to identify the number of their employees that drive and park in the immediate
vicinity of their workplace as well as those who utilize alternatives mode of transportation or drive but park
remotely.
• On average, 78% of employees drive and park in the immediate vicinity of their employer’s business.
Parking Provided for Customers and Employees
Respondents were asked to identify the number of parking spaces provided for customers and
employees.
• 76% of respondents provide no parking for customers (23 of 34 responses)
o Only 6 of 34 respondents provide more than 5 spaces for customers (18%)
• 68% of respondents provide no parking for employees (23 of 34 responses)
Bicycle Parking Provided for Customers and Employees
Respondents were asked to identify the number of bicycle parking spaces provided for customers and
employees.
• 43% of businesses provide on-site bicycle parking for employees or customers
Reasonable Walking Distance for Employees and Customers
Respondents were asked to identify a reasonable walking distance to their place of business by
employees and customers.
• 73% of respondents felt that more than 2-minute walk is acceptable
o 33% of respondents felt that more than a 5-minute walk is acceptable
Parking Validation
Respondents were asked to identify their support for a validation program for customers.
• 80% of respondents would not support a validation program (24 of 30)
Employee Parking Program
Respondents were asked to identify their preferred type of Employee Parking Program.
• 48% of respondents would be supportive of the following programs:
Estes Park Downtown Plan August Public Outreach Summary
September 2017 │ Version 1 18
o Provide permits for employees that can be used in several shared lots in Downtown (parking
space not guaranteed)
o Provide permits for employees to provide access to one or more permit-only lots in Downtown
(dedicated parking with no visitor access)
• 36% of respondents would be supportive of providing incentives for employees to bike, walk, or take
the free shuttle to Downtown.
• 32% of respondents indicated that they would continue to provide on-site parking for employees
• Only one respondent indicated support for providing discounts to employees who pay a daily rate to
park Downtown.
Deliveries
Respondents were asked to identify when they typically receive deliveries.
• On weekdays, most businesses often receive deliveries during midday (11 a.m. to 2 p.m.), generally
with 57% of respondents or more marking this as a key time for deliveries each day.
• Generally around 57% of respondents (16 of 28) indicated that they utilize on-street loading zones for
deliveries.
• Only one of 28 respondents indicated that they receive early morning deliveries (before 7 a.m.), and
no respondents indicated that they receive deliveries after 9 p.m.
• 46% of respondents (13 of 28) indicated that they receive Saturday deliveries, and 39% (11 of 28)
indicated that they receive Sunday deliveries.
19 Estes Park Downtown Plan Public Outreach Summary
September 2017 │ Version 1
GENERAL COMMENTS
• too many employees (and Realtors on Thursdays) are using the downtown lots
• This survey is really from the business owner standpoint. I am wondering if there will be one from the
employee standpoint?
• More parking garages!
• It is essential to build a parking structure in downtown Estes Park, in the post office parking lot and/or
Weist Drive parking lots.
• The downtown parking lots near library, visitor center, new parking garage, and post office need to
have pay-per-space parking for spring, summer and fall months. Every place I visit throughout the
• U.S. has paid parking. Estes is one of the very few places without paid parking. Think about
Downtown Denver parking rates are at least $7 an hour or $20 per day. I would say the parking lot
near the library should have the most expensive rates. Paint stall numbers in the asphalt of each
parking stall and have a few stations installed where people enter their stall number and pay via cash
or credit card. I'd expect even a $5 per hour rate to be okay. Tourists will pay whatever. It would be
okay for residents to get a complimentary parking pass each season. Also think of the Stanley having
paid parking for $10 for visitors. Tons of tourists pay that. The money should then be used to update
areas downtown, maintenance, and especially the rough road surface on Elkhorn. I've heard from
neighbors that they are concerned for paid parking, but just realize almost every tourist or event
center type place requires paid parking. (Sedona AZ, Stanley Hotel, Denver, Rockies Games,
Broncos games, most downtown areas, etc. Check this out: https://parkingboxx.com/smart-parking-
systems/?
ads_cmpid=782316899&ads_adid=39105501017&ads_matchtype=b&ads_network=g&ads_creati
ve=187093833531&utm_term=parking%20management%20system&ads_targetid=kwd-
99503385&utm_campaign=&utm_source=adwords&utm_medium=ppc&ttv=2&gclid=EAIaIQobCh
MIp_-bqoTv1QIVAQxpCh0Q_AXQEAAYAiAAEgLDzvD_BwE
• Why, why why? This is not right for Estes Park
• Saw the article in the paper. Was not happy to see that paid parking is to be implemented in Estes
Park. This is so stupid. Why do this?
• Paid parking is not needed in downtown. It will be bad for the Town and bad for business. My
business does not support paid parking. Listen to us. No paid parking.
• Please don't institute paid parking. It will hurt business!
• We need to acknowledge that there is an upper limit to how many tourists we can accommodate
because space is limited. Eventually we will need to stop growing and maintain a sustainable number
of visitors.
• Parking seems like an insignificant concern compared to traffic congestion on the roadways. Perhaps
our community should prioritize traffic flow first, then worry about parking after that has been
addressed.
• Your trolley & shuttle buses have never successfully got the employee market because you don't
service the areas where they reside instead you focus on tourist accommodations & wonder why your
vehicles are empty. You have never targeted residents to use your system. Example: Carriage Hills
has 2000+ residents & an easy access turn around on Hwy 7 @ the neighborhood entrance but the
Brown route just goes merrily by (empty) to Mary's Lake lodge.
• Paid parking appears to be just a revenue source for the town. Visitors to the area will feel taken
advantage of, similar to their feelings on the total sales tax they already pay. How much more are we
going to nickel and dime our most important source of revenue? I think paid parking will be a
Estes Park Downtown Plan August Public Outreach Summary
September 2017 │ Version 1 20
detriment to our downtown and keep locals away. Our employees will not want to come to work for a
couple of hours knowing they have to pay to find a place to park.
• Yes
• It is way to early to implement paid parking in Estes Park. It will hurt business and is not friendly. We
do not have good data. We should wait until after the Loop is built before considering this as an
option!
• Need app for paid and available parking
• Incentive for visitors to use parking garage and a type of free shuttle from parking garage to
downtown for those who can't do the walk. Better signage for all types of parking. To monitor & post if
parking lots are full. If paid parking implemented, it should only be during the summer season.
• Need to maintain parking for owners and employees of businesses close to business. Cleave St
apartments has a parking lot for residents, subsidized by our tax money. Residents should use their
assigned parking in the lot to free up street parking for employees of businesses in the area.
• Everyone I have talked to, business owners, residents and visitors do not support paid parking. It is
unfriendly and does not fit our world away small town image. It will alienate some visitors who may
decide to go elsewhere in the future. Ft. Collins LOVELAND LONGMONT Lafayette Louisville,
Broomfield don't have paid parking. Also don't agree that business owners should have to pay for
their customers and employee s parking. It's hard enough to make a living. Please don't burden
businesses paying for this plan that many don't want.
• We DO NOT want paid parking in Estes Park. This survey is biased and does not ask the right
questions. We do not want a new Town department focusing on Transportation Management. Our
employees all park in the new FREE parking structure when they drive to work. Paid parking is not in
the Estes Park character and should never be implemented. There is no longer a parking crisis in
Estes Park with the new downtown parking structure that has 200 to 300 open spaces at all times of
the day, even on the busiest days of the year. Paid parking is unfriendly to both locals and visitors
and is not needed. Please stop this nonsense!
• no
• Maybe employees should use the parking garage, with shuttle service
• I work in US Bank building, and employees can't park in lot if they leave for lunch, etc. All tourists take
up every space, even 15 minute parking sign spaces!
21 Estes Park Downtown Plan Public Outreach Summary
September 2017 │ Version 1
APPENDIX
APPENDIX 1 – COMPILA TION OF ACTIVITY RES PONSES
APPENDIX 2 - SCAN OF ALL ACTIVITY RESPONSES
APPENDIX 3 - ONLINE SURVEY RESULT S SUMMARY
Lot Name
Free, time-
limited
parking
Free,
unlimited
parking
Paid
Parking
Premium
Rate
Paid
Parking
Economy
Rate No Vote
1 Performance Park 8 9 2.5 7.5 2
2 Spruce 5 5 6 10 3
3 Tregent 6 3 7 10 3
4 Big Horn 3.5 2 13 5.5 5
5 Moraine/Wiest 6 2.5 13.5 6 1
6 Davis 8 7 5 8 1
7 Moraine Ave 4 3 10 3 9
8 Elkhorn Ave 1 3 15.5 0.5 9
9 West Riverside 8.5 4 9 3.5 4
10 Post Office 10.5 2.5 12 4
11 Riverside 4 2 17.5 4.5 1
12 Virginia 2 2 16.5 2.5 6
13 Bond Park 4.5 2 17 1.5 4
14 Virginia Ave 3.5 2 14.5 3 6
15 East Riverside 1 2 19.5 4.5 2
16 Town Hall 4 3.5 15.5 5 1
17 Brownfields 6 2 13 2 6
18 Visitors Center 4 21.5 3.5
19 South Visitors Center 1 26.5 1.5
20 Events Complex Park-N-Ride 1.5 24 0.5 3
21 Big Horn Dr (North) 6 3 4 7 9
22 Macgregor Ave 3.5 4 10.5 5 6
*0.5 vote applied where mixed use of parking location was indicated
Premium
Rate $
Economy
Rate $
2.00 1.00
3.00 1.00
1.75 1.00
3.00-5.00 1.00
1.00
1st hr free,
1.00 per hour
after
1.00 1.00
8.00/day 4 or 5.00/day
0.00 0.00
2.00 1.00
2.00 0.00
2.00 1.00
2.00 1.00
2.00 1.00
1st hr free/2.00 1.00
1.00
2.00 1.00
mix of free, time limited & unlimited
Permit parking by Park-N-Ride
Note: Very little on-street parking. Tregent and Virginia lots 30 min
Comments
Picadilly - Free unlimited; "Park-N-Ride": Employees revolving shuttle operating non-stop all day
No Paid Parking; We need more Free parking
Events complex free except for events
No paid parking! We need a minimum standard of 5 parking spaces for every 1,000 sq ft of retail withing 400 ft
of that. Retail!
Economy 1.00/hour x 2-3 hours, Premium after 3 hours 3.00-5.00/hour
Macgregor ave, Brownfields, S. Visitor Center, Big Horn Dr - Employee
Except for residents & rental of bldg; no parking on E. Riverside Dr - we already have to deal w/ one way loop
Part of the Year Paid Parking
Should be Implemented Tally Tally
January 1
February 1
March 4
April 2 1
May 17 3
June 25 1
July 25 1
August 25 1
September 23 3
October 15 2
November 3 2
December 3 2
4
1
9 AM - 4 PM
Would prefer NO PAY PARKING! But if it has to be - we need a way for businesses and restaurants to
reimburse parking expenses.
In order to change parking use behavior, has to be incentived monetarily. Should be able to regulate due to
demand
Paid parking enforcement: June, July, August 8 AM - 8 PM (until we increase winter vistation) / May, Sept, Oct
8 AM - 6 PM / Nov, Dec, weekends only 8 AM - 6 PM
9 AM - 7 PM
7 AM - 10 PM
8 AM - 8 PM
7 AM - 8 PM
8 AM - 6 PM
Don’t we want visitors to spend more time downtown shopping, eating and generating sales tax? Don't want
paid parking but time limited is good
Need to consider volunteers as well as employees
30 min, free parking library (10 spots), 30 min free parking post office (5 spots), town hall (purple) free after 7
pm on Tuesday
Keep it simple - flat rate - same hours
8 AM - 7 PM
Comments for Seasonal Paid Parking Exercise
NOT for residents of 111 Weist Bldg in Weist Lot
Need more CSOs to enforce
One Price
Enforcement is essential
9 AM - 5 PM
10 AM - 4 PM
10 AM - 7 PM
12 PM - 4 PM
10 AM - 5 PM
Hours Paid Parking
Should Be Enforced
10 AM - 6 PM
Residents and employees free parking pass or permits all times all day
"Encourage turnover" - bad for estes / "paid parking" doesn't really make money. / No paid parking. Enhance
time limited lots. / Really biased!
I feel it's smart - having people move their car every 2 hours is insane & adds to visitor frustration & congestion
Other side - choose some lots paid or limited, some not, see what happens and adjust
8 AM - 9 PM
Seasonal Paid Parking Exercise
7 ‐ 8 AM 2
8 ‐ 9 AM 11
9 ‐ 10 AM 16
10 ‐ 11 AM 26
11 ‐ 12 PM 26
12 ‐ 1 PM 27
1 ‐ 2 PM 27
2 ‐ 3 PM 27
3 ‐ 4 PM 27
4 ‐ 5 PM 23
5 ‐ 6 PM 20
6 ‐ 7 PM 14
7 ‐ 8 PM 6
8 ‐ 9 PM 2
9 ‐ 10 PM 1
0
5
10
15
20
25
30
7 ‐
8 AM
8 ‐
9 AM
9 ‐
10
AM
10
‐
11
AM
11
‐
12
PM
12
‐
1 PM
1 ‐
2 PM
2 ‐
3 PM
3 ‐
4 PM
4 ‐
5 PM
5 ‐
6 PM
6 ‐
7 PM
7 ‐
8 PM
8 ‐
9 PM
9 ‐
10
PM
45.83%22
6.25%3
8.33%4
8.33%4
8.33%4
4.17%2
2.08%1
22.92%11
Q1 What type of business do you own or manage?
Answered: 48 Skipped: 0
Total Respondents: 48
#OTHER (PLEASE EXPLAIN)DATE
1 I do not own a business. I own a residence next to down town Estes Park 8/25/2017 6:37 PM
2 None. I am a resident and I work full time in Estes Park 8/24/2017 8:45 AM
3 EP Resident 8/23/2017 11:16 PM
4 Estes Valley Resident and employee 8/23/2017 10:54 PM
5 Art Gallery 8/23/2017 7:25 PM
6 Volunteer work for Police Dept 8/23/2017 3:50 PM
7 Public land 8/23/2017 12:13 PM
8 Health Club 8/22/2017 9:42 AM
9 Art 8/21/2017 10:17 PM
10 Where is the survey for residents?8/21/2017 4:53 PM
11 Lodging 1/2 mile from downtown 8/21/2017 2:10 PM
Retail
(i.e.,
clothing
store...
Service
(i.e.,
salon)
Professi
onal
(i.e.,
law...
Dining
or
nightlif
e (i....
Governme
nt
(i.e.,
Town...
Technolo
gy or
start-
up
Entertai
nment
(i.e.,
theater)
Other
(please
explain)
0%
20%
40%
60%
80%
100%
ANSWER CHOICES RESPONSES
Retail (i.e., clothing store, gift shop)
Service (i.e., salon)
Professional (i.e., law office)
Dining or nightlife (i.e., restaurant, pub or bar)
Government (i.e., Town Hall)
Technology or start-up
Entertainment (i.e., theater)
Other (please explain)
1 / 22
Estes Park Downtown Plan - Downtown Employer Parking Survey SurveyMonkey
71.43%30
100.00%42
100.00%42
100.00%42
100.00%42
100.00%42
78.57%33
Q2 What days are you open during a typical week? (Please select all that
apply.)
Answered: 42 Skipped: 6
Total Respondents: 42
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
0%
20%
40%
60%
80%
100%
ANSWER CHOICES RESPONSES
Sunday
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
2 / 22
Estes Park Downtown Plan - Downtown Employer Parking Survey SurveyMonkey
Q3 What are your hours of operation for a typical week?
Answered: 40 Skipped: 8
13.79%
4
6.90%
2
17.24%
5
37.93%
11
6.90%
2
3.45%
1
10.34%
3
0.00%
0
0.00%
0
0.00%
0
0.00%
0
0.00%
0
3.45%
0.00%
0
0.00%
0
0.00%
0
3.45%
1
0.00%
0
0.00%
0
0.00%
0
0.00%
0
0.00%
0
6.90%
2
3.45%
1
10.34%
3
75.86%
17.95%
7
20.51%
8
10.26%
4
38.46%
15
5.13%
2
2.56%
1
2.56%
1
0.00%
0
0.00%
0
0.00%
0
0.00%
0
0.00%
0
2.56%
0.00%
0
0.00%
0
0.00%
0
2.56%
1
0.00%
0
0.00%
0
0.00%
0
0.00%
0
0.00%
0
5.13%
2
23.08%
9
5.13%
2
64.10%
12.12%
4
15.15%
5
15.15%
5
42.42%
14
6.06%
2
3.03%
1
3.03%
1
0.00%
0
0.00%
0
0.00%
0
0.00%
0
0.00%
0
3.03%
0.00%
0
0.00%
0
0.00%
0
3.13%
1
0.00%
0
3.13%
1
0.00%
0
0.00%
0
0.00%
0
3.13%
1
9.38%
3
3.13%
1
78.13%
Before 8:00AM 8:00AM 9:00AM 10:00AM 11:00AM
12:00PM 1:00PM 2:00PM 3:00PM 4:00PM 5:00PM
6:00PM After 6:00PM
Sunday
Open:
Sunday
Close:
Weekday
Open:
Weekday
Close:
Saturday
Open:
Saturday
Close:
0%
20%
40%
60%
80%
100%
BEFORE
8:00AM
8:00AM 9:00AM 10:00AM 11:00AM 12:00PM 1:00PM 2:00PM 3:00PM 4:00PM 5:00PM 6:00PM AFTER
6:00PM
Sunday
Open:
Sunday
Close:
Weekday
Open:
Weekday
Close:
Saturday
Open:
Saturday
Close:
3 / 22
Estes Park Downtown Plan - Downtown Employer Parking Survey SurveyMonkey
14 524 38
Q4 How many employees do you have? (Please utilize the slide or you
may type directly into the text box to its right.)
Answered: 38 Skipped: 10
Total Respondents: 38
#DATE
1 7 8/26/2017 12:26 AM
2 5 8/25/2017 8:54 PM
3 1 8/25/2017 7:30 AM
4 15 8/24/2017 8:49 PM
5 1 8/24/2017 5:58 PM
6 8 8/24/2017 5:24 PM
7 6 8/24/2017 4:58 PM
8 3 8/24/2017 4:22 PM
9 14 8/23/2017 10:15 PM
10 7 8/23/2017 10:08 PM
11 14 8/23/2017 5:22 PM
12 11 8/23/2017 5:04 PM
13 2 8/23/2017 4:31 PM
14 20 8/23/2017 3:51 PM
15 16 8/23/2017 3:47 PM
16 100 8/23/2017 12:17 PM
17 45 8/23/2017 11:18 AM
18 4 8/23/2017 11:15 AM
19 30 8/23/2017 10:00 AM
20 15 8/22/2017 2:06 PM
21 20 8/22/2017 1:53 PM
22 7 8/22/2017 12:01 PM
23 8 8/22/2017 10:14 AM
24 25 8/22/2017 9:43 AM
25 3 8/22/2017 9:26 AM
26 49 8/22/2017 9:23 AM
27 5 8/21/2017 11:15 PM
28 2 8/21/2017 10:18 PM
29 12 8/21/2017 5:40 PM
30 15 8/21/2017 5:22 PM
0
4
8
12
16
20
ANSWER CHOICES AVERAGE NUMBER TOTAL NUMBER RESPONSES
4 / 22
Estes Park Downtown Plan - Downtown Employer Parking Survey SurveyMonkey
31 0 8/21/2017 4:53 PM
32 3 8/21/2017 3:56 PM
33 15 8/21/2017 3:42 PM
34 13 8/21/2017 2:21 PM
35 4 8/21/2017 2:11 PM
36 7 8/21/2017 2:10 PM
37 4 8/21/2017 1:53 PM
38 8 8/21/2017 12:39 PM
5 / 22
Estes Park Downtown Plan - Downtown Employer Parking Survey SurveyMonkey
2 48 27
13 480 37
8 245 31
3 68 27
Q5 How many employees are typically working during the following
times? Please include both full-time and part-time employees combined
on a typical day.
Answered: 37 Skipped: 11
Total Respondents: 37
#BEFORE 8:00AM DATE
1 7 8/26/2017 12:26 AM
2 1 8/25/2017 8:54 PM
3 2 8/24/2017 8:49 PM
4 1 8/24/2017 5:24 PM
5 0 8/24/2017 4:58 PM
6 0 8/23/2017 10:15 PM
7 0 8/23/2017 10:08 PM
8 0 8/23/2017 5:22 PM
9 0 8/23/2017 5:04 PM
10 5 8/23/2017 3:47 PM
11 10 8/23/2017 12:17 PM
12 2 8/23/2017 11:18 AM
13 2 8/23/2017 10:00 AM
14 5 8/22/2017 2:06 PM
15 0 8/22/2017 1:53 PM
16 0 8/22/2017 12:01 PM
17 3 8/22/2017 10:14 AM
18 2 8/22/2017 9:43 AM
19 0 8/22/2017 9:26 AM
20 5 8/22/2017 9:23 AM
21 0 8/21/2017 5:40 PM
22 0 8/21/2017 5:22 PM
23 1 8/21/2017 3:56 PM
24 0 8/21/2017 2:11 PM
25 0 8/21/2017 2:10 PM
Before 8:00AM 8:00AM to 4:00PM 4:00PM to 9:00PM After 9:00PM
0
4
8
12
16
20
ANSWER CHOICES AVERAGE NUMBER TOTAL NUMBER RESPONSES
Before 8:00AM
8:00AM to 4:00PM
4:00PM to 9:00PM
After 9:00PM
6 / 22
Estes Park Downtown Plan - Downtown Employer Parking Survey SurveyMonkey
26 0 8/21/2017 1:53 PM
27 2 8/21/2017 12:39 PM
#8:00AM TO 4:00PM DATE
1 7 8/26/2017 12:26 AM
2 5 8/25/2017 8:54 PM
3 1 8/25/2017 7:30 AM
4 6 8/24/2017 8:49 PM
5 1 8/24/2017 5:58 PM
6 4 8/24/2017 5:24 PM
7 6 8/24/2017 4:58 PM
8 3 8/24/2017 4:22 PM
9 10 8/23/2017 10:15 PM
10 6 8/23/2017 10:08 PM
11 7 8/23/2017 5:22 PM
12 8 8/23/2017 5:04 PM
13 2 8/23/2017 4:31 PM
14 6 8/23/2017 3:47 PM
15 250 8/23/2017 12:17 PM
16 15 8/23/2017 11:18 AM
17 1 8/23/2017 11:15 AM
18 10 8/23/2017 10:00 AM
19 12 8/22/2017 2:06 PM
20 12 8/22/2017 1:53 PM
21 2 8/22/2017 12:01 PM
22 7 8/22/2017 10:14 AM
23 4 8/22/2017 9:43 AM
24 3 8/22/2017 9:26 AM
25 35 8/22/2017 9:23 AM
26 2 8/21/2017 11:15 PM
27 1 8/21/2017 10:18 PM
28 7 8/21/2017 5:40 PM
29 7 8/21/2017 5:22 PM
30 3 8/21/2017 3:56 PM
31 8 8/21/2017 3:42 PM
32 13 8/21/2017 2:21 PM
33 3 8/21/2017 2:11 PM
34 7 8/21/2017 2:10 PM
35 2 8/21/2017 1:53 PM
36 1 8/21/2017 1:15 PM
37 3 8/21/2017 12:39 PM
#4:00PM TO 9:00PM DATE
1 3 8/25/2017 8:54 PM
2 4 8/24/2017 8:49 PM
3 3 8/24/2017 5:24 PM
4 4 8/24/2017 4:58 PM
5 3 8/24/2017 4:22 PM
6 4 8/23/2017 10:15 PM
7 1 8/23/2017 10:08 PM
8 7 8/23/2017 5:22 PM
9 3 8/23/2017 5:04 PM
7 / 22
Estes Park Downtown Plan - Downtown Employer Parking Survey SurveyMonkey
10 2 8/23/2017 4:31 PM
11 4 8/23/2017 3:47 PM
12 100 8/23/2017 12:17 PM
13 10 8/23/2017 11:18 AM
14 10 8/23/2017 10:00 AM
15 8 8/22/2017 2:06 PM
16 5 8/22/2017 1:53 PM
17 2 8/22/2017 12:01 PM
18 3 8/22/2017 10:14 AM
19 4 8/22/2017 9:43 AM
20 2 8/22/2017 9:26 AM
21 30 8/22/2017 9:23 AM
22 3 8/21/2017 11:15 PM
23 4 8/21/2017 5:40 PM
24 5 8/21/2017 5:22 PM
25 3 8/21/2017 3:56 PM
26 8 8/21/2017 3:42 PM
27 2 8/21/2017 2:11 PM
28 3 8/21/2017 2:10 PM
29 1 8/21/2017 1:53 PM
30 1 8/21/2017 1:15 PM
31 3 8/21/2017 12:39 PM
#AFTER 9:00PM DATE
1 0 8/25/2017 8:54 PM
2 2 8/24/2017 5:24 PM
3 0 8/24/2017 4:58 PM
4 3 8/24/2017 4:22 PM
5 0 8/23/2017 10:15 PM
6 0 8/23/2017 10:08 PM
7 0 8/23/2017 5:22 PM
8 0 8/23/2017 5:04 PM
9 3 8/23/2017 3:47 PM
10 10 8/23/2017 12:17 PM
11 4 8/23/2017 11:18 AM
12 3 8/23/2017 10:00 AM
13 8 8/22/2017 2:06 PM
14 3 8/22/2017 1:53 PM
15 0 8/22/2017 12:01 PM
16 2 8/22/2017 10:14 AM
17 0 8/22/2017 9:43 AM
18 0 8/22/2017 9:26 AM
19 18 8/22/2017 9:23 AM
20 2 8/21/2017 5:40 PM
21 3 8/21/2017 5:22 PM
22 1 8/21/2017 3:56 PM
23 4 8/21/2017 3:42 PM
24 0 8/21/2017 2:11 PM
25 0 8/21/2017 2:10 PM
26 0 8/21/2017 1:53 PM
27 2 8/21/2017 12:39 PM
8 / 22
Estes Park Downtown Plan - Downtown Employer Parking Survey SurveyMonkey
78 2,715 35
34 885 26
Q6 What percentage of your employees...
Answered: 36 Skipped: 12
Total Respondents: 36
#...DRIVE AND PARK IN THE IMMEDIATE VICINITY OF YOUR BUSINESS AS THEIR PRIMARY
MODE OF TRANSPORTATION TO WORK?
DATE
1 100 8/26/2017 12:28 AM
2 100 8/25/2017 8:54 PM
3 100 8/25/2017 7:30 AM
4 80 8/24/2017 5:25 PM
5 50 8/24/2017 4:59 PM
6 100 8/24/2017 4:23 PM
7 50 8/23/2017 11:16 PM
8 0 8/23/2017 10:15 PM
9 0 8/23/2017 10:08 PM
10 0 8/23/2017 5:22 PM
11 0 8/23/2017 5:04 PM
12 100 8/23/2017 4:32 PM
13 95 8/23/2017 3:47 PM
14 95 8/23/2017 12:17 PM
15 100 8/23/2017 11:15 AM
16 100 8/23/2017 10:01 AM
17 100 8/22/2017 2:08 PM
18 0 8/22/2017 1:53 PM
19 100 8/22/2017 12:01 PM
20 75 8/22/2017 10:14 AM
21 95 8/22/2017 9:43 AM
22 100 8/22/2017 9:26 AM
23 15 8/22/2017 9:23 AM
24 100 8/21/2017 11:15 PM
25 100 8/21/2017 10:19 PM
26 80 8/21/2017 5:41 PM
...drive and park in the
immediate vicinity of your
business as their primary mode
of transportation to work?
...utilize alternative modes of
transportation or drive, park at
a remote location and/or utilize
the shuttle as their primary...
0
20
40
60
80
100
ANSWER CHOICES AVERAGE
NUMBER
TOTAL
NUMBER
RESPONSES
...drive and park in the immediate vicinity of your business as their primary mode of
transportation to work?
...utilize alternative modes of transportation or drive, park at a remote location and/or utilize the
shuttle as their primary mode of transportation to and from work?
9 / 22
Estes Park Downtown Plan - Downtown Employer Parking Survey SurveyMonkey
27 100 8/21/2017 5:24 PM
28 100 8/21/2017 3:57 PM
29 80 8/21/2017 3:43 PM
30 100 8/21/2017 2:22 PM
31 100 8/21/2017 2:12 PM
32 100 8/21/2017 2:11 PM
33 100 8/21/2017 1:53 PM
34 100 8/21/2017 1:16 PM
35 100 8/21/2017 12:39 PM
#...UTILIZE ALTERNATIVE MODES OF TRANSPORTATION OR DRIVE, PARK AT A REMOTE
LOCATION AND/OR UTILIZE THE SHUTTLE AS THEIR PRIMARY MODE OF
TRANSPORTATION TO AND FROM WORK?
DATE
1 100 8/24/2017 5:58 PM
2 20 8/24/2017 5:25 PM
3 50 8/24/2017 4:59 PM
4 50 8/23/2017 11:16 PM
5 100 8/23/2017 10:15 PM
6 100 8/23/2017 10:08 PM
7 100 8/23/2017 5:22 PM
8 100 8/23/2017 5:04 PM
9 5 8/23/2017 3:47 PM
10 5 8/23/2017 12:17 PM
11 0 8/23/2017 10:01 AM
12 0 8/22/2017 2:08 PM
13 100 8/22/2017 1:53 PM
14 25 8/22/2017 10:14 AM
15 5 8/22/2017 9:43 AM
16 0 8/22/2017 9:26 AM
17 85 8/22/2017 9:23 AM
18 0 8/21/2017 11:15 PM
19 0 8/21/2017 10:19 PM
20 20 8/21/2017 5:41 PM
21 0 8/21/2017 5:24 PM
22 20 8/21/2017 3:43 PM
23 0 8/21/2017 2:22 PM
24 0 8/21/2017 2:12 PM
25 0 8/21/2017 2:11 PM
26 0 8/21/2017 1:53 PM
10 / 22
Estes Park Downtown Plan - Downtown Employer Parking Survey SurveyMonkey
14 464 34
14 460 34
Q7 How many parking stalls do you provide for...
Answered: 35 Skipped: 13
Total Respondents: 35
#...CUSTOMERS?DATE
1 0 8/26/2017 12:28 AM
2 0 8/25/2017 8:55 PM
3 0 8/25/2017 7:31 AM
4 0 8/24/2017 5:58 PM
5 0 8/24/2017 5:25 PM
6 75 8/24/2017 5:00 PM
7 0 8/24/2017 4:23 PM
8 0 8/23/2017 11:17 PM
9 0 8/23/2017 10:15 PM
10 0 8/23/2017 10:09 PM
11 0 8/23/2017 5:22 PM
12 0 8/23/2017 5:04 PM
13 0 8/23/2017 4:32 PM
14 0 8/23/2017 3:48 PM
15 200 8/23/2017 12:17 PM
16 2 8/23/2017 11:16 AM
17 0 8/23/2017 10:01 AM
18 0 8/22/2017 2:08 PM
19 0 8/22/2017 1:53 PM
20 0 8/22/2017 12:02 PM
21 0 8/22/2017 10:15 AM
22 30 8/22/2017 9:43 AM
23 0 8/22/2017 9:26 AM
24 0 8/22/2017 9:24 AM
25 50 8/21/2017 11:16 PM
26 0 8/21/2017 10:19 PM
27 0 8/21/2017 5:41 PM
28 0 8/21/2017 5:24 PM
29 0 8/21/2017 3:57 PM
30 6 8/21/2017 3:43 PM
...Customers?...Employees?
0
4
8
12
16
20
ANSWER CHOICES AVERAGE NUMBER TOTAL NUMBER RESPONSES
...Customers?
...Employees?
11 / 22
Estes Park Downtown Plan - Downtown Employer Parking Survey SurveyMonkey
31 0 8/21/2017 2:22 PM
32 0 8/21/2017 2:11 PM
33 1 8/21/2017 1:53 PM
34 100 8/21/2017 1:19 PM
#...EMPLOYEES?DATE
1 7 8/26/2017 12:28 AM
2 0 8/25/2017 8:55 PM
3 0 8/25/2017 7:31 AM
4 0 8/24/2017 5:58 PM
5 0 8/24/2017 5:25 PM
6 75 8/24/2017 5:00 PM
7 3 8/24/2017 4:23 PM
8 0 8/23/2017 11:17 PM
9 0 8/23/2017 10:15 PM
10 0 8/23/2017 10:09 PM
11 0 8/23/2017 5:22 PM
12 0 8/23/2017 5:04 PM
13 0 8/23/2017 4:32 PM
14 0 8/23/2017 3:48 PM
15 350 8/23/2017 12:17 PM
16 2 8/23/2017 11:16 AM
17 0 8/23/2017 10:01 AM
18 1 8/22/2017 2:08 PM
19 0 8/22/2017 1:53 PM
20 2 8/22/2017 12:02 PM
21 4 8/22/2017 10:15 AM
22 10 8/22/2017 9:43 AM
23 0 8/22/2017 9:26 AM
24 0 8/22/2017 9:24 AM
25 4 8/21/2017 11:16 PM
26 0 8/21/2017 10:19 PM
27 0 8/21/2017 5:41 PM
28 0 8/21/2017 5:24 PM
29 0 8/21/2017 3:57 PM
30 0 8/21/2017 3:43 PM
31 0 8/21/2017 2:22 PM
32 0 8/21/2017 2:11 PM
33 2 8/21/2017 1:53 PM
34 0 8/21/2017 12:40 PM
12 / 22
Estes Park Downtown Plan - Downtown Employer Parking Survey SurveyMonkey
42.86%15
57.14%20
Q8 Do you provide on-site bicycle parking for employees or customers?
Answered: 35 Skipped: 13
TOTAL 35
Yes No
0%
20%
40%
60%
80%
100%
ANSWER CHOICES RESPONSES
Yes
No
13 / 22
Estes Park Downtown Plan - Downtown Employer Parking Survey SurveyMonkey
20.00%6
40.00%12
33.33%10
0.00%0
6.67%2
Q9 What do you feel is a reasonable distance for your employees and
customers to walk from parking to your place of business?
Answered: 30 Skipped: 18
TOTAL 30
Less than 2
minutes
2 to 5
minutes
5 to 10
minutes
More than 10
minutes
I do not
think about
how far my
employees ...
0%
20%
40%
60%
80%
100%
ANSWER CHOICES RESPONSES
Less than 2 minutes
2 to 5 minutes
5 to 10 minutes
More than 10 minutes
I do not think about how far my employees or customers need to walk.
14 / 22
Estes Park Downtown Plan - Downtown Employer Parking Survey SurveyMonkey
30 760 25
14 380 28
13 371 28
48 1,429 30
6 60 10
Q10 Please indicate the percentage of each group you feel is primarily
utilizing the on-street spaces closest to your business.
Answered: 30 Skipped: 18
Total Respondents: 30
#CUSTOMERS FROM AREA BUSINESSES DATE
1 45 8/24/2017 5:59 PM
2 15 8/24/2017 5:27 PM
3 15 8/24/2017 5:01 PM
4 70 8/24/2017 4:26 PM
5 0 8/23/2017 11:18 PM
6 20 8/23/2017 10:15 PM
7 10 8/23/2017 10:09 PM
8 0 8/23/2017 5:22 PM
9 100 8/23/2017 5:05 PM
10 20 8/23/2017 3:48 PM
11 5 8/23/2017 12:20 PM
12 40 8/23/2017 11:17 AM
13 40 8/23/2017 10:03 AM
14 10 8/22/2017 2:10 PM
15 100 8/22/2017 1:54 PM
16 75 8/22/2017 12:05 PM
17 20 8/22/2017 10:17 AM
18 50 8/21/2017 11:18 PM
19 0 8/21/2017 10:21 PM
20 20 8/21/2017 5:45 PM
21 0 8/21/2017 5:25 PM
22 25 8/21/2017 3:58 PM
23 20 8/21/2017 3:44 PM
24 35 8/21/2017 2:13 PM
25 25 8/21/2017 1:20 PM
Customers
from area
businesses
Residents
who live in
the area
Employees
from area
businesses
Visitors to
the area
Other
0
10
20
30
40
50
ANSWER CHOICES AVERAGE NUMBER TOTAL NUMBER RESPONSES
Customers from area businesses
Residents who live in the area
Employees from area businesses
Visitors to the area
Other
15 / 22
Estes Park Downtown Plan - Downtown Employer Parking Survey SurveyMonkey
#RESIDENTS WHO LIVE IN THE AREA DATE
1 5 8/24/2017 5:59 PM
2 0 8/24/2017 5:27 PM
3 15 8/24/2017 5:01 PM
4 10 8/24/2017 4:26 PM
5 10 8/23/2017 11:18 PM
6 10 8/23/2017 10:15 PM
7 0 8/23/2017 10:09 PM
8 0 8/23/2017 5:22 PM
9 0 8/23/2017 5:05 PM
10 10 8/23/2017 4:33 PM
11 15 8/23/2017 3:48 PM
12 10 8/23/2017 12:20 PM
13 10 8/23/2017 11:17 AM
14 5 8/23/2017 10:03 AM
15 10 8/22/2017 2:10 PM
16 0 8/22/2017 1:54 PM
17 5 8/22/2017 12:05 PM
18 10 8/22/2017 10:17 AM
19 70 8/22/2017 9:27 AM
20 20 8/21/2017 11:18 PM
21 50 8/21/2017 10:21 PM
22 10 8/21/2017 5:45 PM
23 25 8/21/2017 5:25 PM
24 25 8/21/2017 3:58 PM
25 20 8/21/2017 3:44 PM
26 5 8/21/2017 2:13 PM
27 25 8/21/2017 1:20 PM
28 5 8/21/2017 12:41 PM
#EMPLOYEES FROM AREA BUSINESSES DATE
1 10 8/25/2017 8:55 PM
2 20 8/24/2017 5:59 PM
3 0 8/24/2017 5:27 PM
4 20 8/24/2017 5:01 PM
5 10 8/24/2017 4:26 PM
6 10 8/23/2017 11:18 PM
7 0 8/23/2017 10:15 PM
8 0 8/23/2017 10:09 PM
9 0 8/23/2017 5:22 PM
10 0 8/23/2017 5:05 PM
11 85 8/23/2017 4:33 PM
12 5 8/23/2017 3:48 PM
13 0 8/23/2017 12:20 PM
14 5 8/23/2017 11:17 AM
15 40 8/23/2017 10:03 AM
16 15 8/22/2017 2:10 PM
17 0 8/22/2017 1:54 PM
18 15 8/22/2017 12:05 PM
19 25 8/22/2017 9:27 AM
20 6 8/21/2017 11:18 PM
16 / 22
Estes Park Downtown Plan - Downtown Employer Parking Survey SurveyMonkey
21 0 8/21/2017 10:21 PM
22 10 8/21/2017 5:45 PM
23 0 8/21/2017 5:25 PM
24 15 8/21/2017 3:58 PM
25 20 8/21/2017 3:44 PM
26 15 8/21/2017 2:13 PM
27 25 8/21/2017 1:20 PM
28 20 8/21/2017 12:41 PM
#VISITORS TO THE AREA DATE
1 90 8/25/2017 8:55 PM
2 30 8/24/2017 5:59 PM
3 85 8/24/2017 5:27 PM
4 50 8/24/2017 5:01 PM
5 10 8/24/2017 4:26 PM
6 80 8/23/2017 11:18 PM
7 70 8/23/2017 10:15 PM
8 90 8/23/2017 10:09 PM
9 100 8/23/2017 5:22 PM
10 0 8/23/2017 5:05 PM
11 5 8/23/2017 4:33 PM
12 60 8/23/2017 3:48 PM
13 85 8/23/2017 12:20 PM
14 45 8/23/2017 11:17 AM
15 15 8/23/2017 10:03 AM
16 25 8/22/2017 2:10 PM
17 0 8/22/2017 1:54 PM
18 5 8/22/2017 12:05 PM
19 70 8/22/2017 10:17 AM
20 5 8/22/2017 9:27 AM
21 24 8/21/2017 11:18 PM
22 50 8/21/2017 10:21 PM
23 60 8/21/2017 5:45 PM
24 75 8/21/2017 5:25 PM
25 35 8/21/2017 3:58 PM
26 20 8/21/2017 3:44 PM
27 100 8/21/2017 2:22 PM
28 45 8/21/2017 2:13 PM
29 25 8/21/2017 1:20 PM
30 75 8/21/2017 12:41 PM
#OTHER DATE
1 0 8/24/2017 5:27 PM
2 0 8/24/2017 5:01 PM
3 0 8/23/2017 11:18 PM
4 0 8/23/2017 10:15 PM
5 0 8/23/2017 10:09 PM
6 0 8/23/2017 5:22 PM
7 0 8/23/2017 5:05 PM
8 40 8/22/2017 2:10 PM
9 0 8/22/2017 1:54 PM
10 20 8/21/2017 3:44 PM
17 / 22
Estes Park Downtown Plan - Downtown Employer Parking Survey SurveyMonkey
6.67%2
6.67%2
6.67%2
0.00%0
80.00%24
Q11 If paid parking is implemented in Downtown Estes Park, would you
be interested in paying to validate customer parking?
Answered: 30 Skipped: 18
TOTAL 30
Yes, up to
30 minutes
Yes, up to 1
hour
Yes, up to 2
hours
Yes, and
with no
maximum limit
No
0%
20%
40%
60%
80%
100%
ANSWER CHOICES RESPONSES
Yes, up to 30 minutes
Yes, up to 1 hour
Yes, up to 2 hours
Yes, and with no maximum limit
No
18 / 22
Estes Park Downtown Plan - Downtown Employer Parking Survey SurveyMonkey
32.00%8
48.00%12
48.00%12
4.00%1
36.00%9
Q12 If paid parking is implemented in Downtown Estes Park, what type of
employee parking program would you be most interested in participating?
(Please select all that apply.)
Answered: 25 Skipped: 23
Total Respondents: 25
Continue to
provide
on-site
parking fo...
Provide
permits for
employees
that can b...
Provide
permits for
employees to
provide...
Provide
discounts to
employees who
pay a dail...
Provide
incentives
for employees
to bike,...
0%
20%
40%
60%
80%
100%
ANSWER CHOICES RESPONSES
Continue to provide on-site parking for your employees on your property
Provide permits for employees that can be used in several shared lots in Downtown (parking space not guaranteed)
Provide permits for employees to provide access to one or more permit-only lots in Downtown (dedicated parking with no
visitor access)
Provide discounts to employees who pay a daily rate to park Downtown
Provide incentives for employees to bike, walk, or take the free shuttle to Downtown
19 / 22
Estes Park Downtown Plan - Downtown Employer Parking Survey SurveyMonkey
Q13 When do you typically receive deliveries?
Answered: 28 Skipped: 20
0.00%
0
45.45%
5
36.36%
4
18.18%
2
18.18%
2
0.00%
0
81.82%
9
11
4.00%
1
28.00%
7
64.00%
16
40.00%
10
4.00%
1
0.00%
0
64.00%
16
25
3.70%
1
33.33%
9
55.56%
15
37.04%
10
7.41%
2
0.00%
0
59.26%
16
27
3.70%
1
37.04%
10
55.56%
15
37.04%
10
3.70%
1
0.00%
0
59.26%
16
27
3.57%
1
32.14%
9
57.14%
16
35.71%
10
7.14%
2
0.00%
0
57.14%
16
28
4.00%
1
32.00%
8
60.00%
15
36.00%
9
8.00%
2
0.00%
0
60.00%
15
25
7.69%
1
46.15%
6
38.46%
5
30.77%
4
7.69%
1
0.00%
0
76.92%
10
13
Before 7:00AM Between 7:00AM and 11:00AM
Between 11:00AM and 2:00PM Between 2:00PM and 5:00PM
Between 5:00PM and 9:00PM After 9:00PM
My deliveries are typically made using on-street loading zones (check all days when this i...
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
0%
20%
40%
60%
80%
100%
BEFORE
7:00AM
BETWEEN
7:00AM
AND
11:00AM
BETWEEN
11:00AM
AND
2:00PM
BETWEEN
2:00PM
AND
5:00PM
BETWEEN
5:00PM
AND
9:00PM
AFTER
9:00PM
MY DELIVERIES
ARE TYPICALLY
MADE USING ON-
STREET LOADING
ZONES (CHECK ALL
DAYS WHEN THIS IS
TRUE)
TOTAL
RESPONDENTS
Sunday
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
20 / 22
Estes Park Downtown Plan - Downtown Employer Parking Survey SurveyMonkey
Q14 Are there any other parking related concerns you would like to share
with the Transportation Advisory Board and Estes Park Downtown Plan
consultant team?
Answered: 23 Skipped: 25
#RESPONSES DATE
1 too many employees (and Realtors on Thursdays) are using the downtown lots 8/24/2017 6:00 PM
2 This survey is really from the business owner standpoint. I am wondering if there will be one from
the employee standpoint?
8/24/2017 5:28 PM
3 More parking garages!8/24/2017 5:04 PM
4 It is essential to build a parking structure in downtown Estes Park, in the post office parking lot
and/or Weist Drive parking lots.
8/24/2017 4:30 PM
5 The downtown parking lots near library, visitor center, new parking garage, and post office need to
have pay-per-space parking for spring, summer and fall months. Every place I visit throughout the
U.S. has paid parking. Estes is one of the very few places without paid parking. Think about
Downtown Denver parking rates are at least $7 an hour or $20 per day. I would say the parking lot
near the library should have the most expensive rates. Paint stall numbers in the asphalt of each
parking stall and have a few stations installed where people enter their stall number and pay via
cash or credit card. I'd expect even a $5 per hour rate to be okay. Tourists will pay whatever. It
would be okay for residents to get a complimentary parking pass each season. Also think of the
Stanley having paid parking for $10 for visitors. Tons of tourists pay that. The money should then
be used to update areas downtown, maintenance, and especially the rough road surface on
Elkhorn. I've heard from neighbors that they are concerned for paid parking, but just realize almost
every tourist or event center type place requires paid parking. (Sedona AZ, Stanley Hotel, Denver,
Rockies Games, Broncos games, most downtown areas, etc. Check this out:
https://parkingboxx.com/smart-parking-systems/?
ads_cmpid=782316899&ads_adid=39105501017&ads_matchtype=b&ads_network=g&ads_creati
ve=187093833531&utm_term=parking%20management%20system&ads_targetid=kwd-
99503385&utm_campaign=&utm_source=adwords&utm_medium=ppc&ttv=2&gclid=EAIaIQobCh
MIp_-bqoTv1QIVAQxpCh0Q_AXQEAAYAiAAEgLDzvD_BwE
8/23/2017 11:30 PM
6 Why, why why? This is not right for Estes Park 8/23/2017 10:17 PM
7 Saw the article in the paper. Was not happy to see that paid parking is to be implemented in Estes
Park. This is so stupid. Why do this?
8/23/2017 10:12 PM
8 Paid parking is not needed in downtown. It will be bad for the Town and bad for business. My
business does not support paid parking. Listen to us. No paid parking.
8/23/2017 5:25 PM
9 Please don't institute paid parking. It will hurt business!8/23/2017 5:06 PM
10 We need to acknowledge that there is an upper limit to how many tourists we can accommodate
because space is limited. Eventually we will need to stop growing and maintain a sustainable
number of visitors.
8/23/2017 3:50 PM
11 Parking seems like an insignificant concern compared to traffic congestion on the roadways.
Perhaps our community should prioritize traffic flow first, then worry about parking after that has
been addressed.
8/23/2017 12:22 PM
12 Your trolley & shuttle buses have never successfully got the employee market because you don't
service the areas where they reside instead you focus on tourist accommodations & wonder why
your vehicles are empty. You have never targeted residents to use your system. Example:
Carriage Hills has 2000+ residents & an easy access turn around on Hwy 7 @ the neighborhood
entrance but the Brown route just goes merrily by (empty) to Mary's Lake lodge.
8/23/2017 11:23 AM
13 Paid parking appears to be just a revenue source for the town. Visitors to the area will feel taken
advantage of, similar to their feelings on the total sales tax they already pay. How much more are
we going to nickel and dime our most important source of revenue? I think paid parking will be a
detriment to our downtown and keep locals away. Our employees will not want to come to work for
a couple of hours knowing they have to pay to find a place to park.
8/23/2017 10:08 AM
14 Yes 8/22/2017 2:12 PM
15 It is way to early to implement paid parking in Estes Park. It will hurt business and is not friendly.
We do not have good data. We should wait until after the Loop is built before considering this as
an option!
8/22/2017 1:57 PM
16 Need app for paid and available parking 8/22/2017 12:09 PM
17 Incentive for visitors to use parking garage and a type of free shuttle from parking garage to
downtown for those who can't do the walk. Better signage for all types of parking. To monitor &
post if parking lots are full. If paid parking implemented, it should only be during the summer
season.
8/22/2017 10:20 AM
21 / 22
Estes Park Downtown Plan - Downtown Employer Parking Survey SurveyMonkey
18 Need to maintain parking for owners and employees of businesses close to business. Cleave St
apartments has a parking lot for residents, subsidized by our tax money. Residents should use
their assigned parking in the lot to free up street parking for employees of businesses in the area.
8/22/2017 9:33 AM
19 Everyone I have talked to, business owners, residents and visitors do not support paid parking. It
is unfriendly and does not fit our world away small town image. It will alienate some visitors who
may decide to go elsewhere in the future. Ft. Collins LOVELAND LONGMONT Lafayette
Louisville, Broomfield don't have paid parking. Also don't agree that business owners should have
to pay for their customers and employee s parking. It's hard enough to make a living. Please don't
burden businesses paying for this plan that many don't want.
8/21/2017 5:54 PM
20 We DO NOT want paid parking in Estes Park. This survey is biased and does not ask the right
questions. We do not want a new Town department focusing on Transportation Management. Our
employees all park in the new FREE parking structure when they drive to work. Paid parking is not
in the Estes Park character and should never be implemented. There is no longer a parking crisis
in Estes Park with the new downtown parking structure that has 200 to 300 open spaces at all
times of the day, even on the busiest days of the year. Paid parking is unfriendly to both locals and
visitors and is not needed. Please stop this nonsense!
8/21/2017 5:31 PM
21 no 8/21/2017 4:00 PM
22 Maybe employees should use the parking garage, with shuttle service 8/21/2017 3:47 PM
23 I work in US Bank building, and employees can't park in lot if they leave for lunch, etc. All tourists
take up every space, even 15 minute parking sign spaces!
8/21/2017 2:24 PM
22 / 22
Estes Park Downtown Plan - Downtown Employer Parking Survey SurveyMonkey
Summary of September
Community Open House
ESTES PARK, COLORADO
October 2017 | Version 1
Estes Park Downtown Plan Public Outreach Summary
September 2017 │ Version 1 2
Contents
September 28 Community Open House ....................................................................................... 3
Details ............................................................................................................................................ 3
Comments Received ........................................................................................................................ 4
Session 1 – Map Activity Results ..................................................................................................... 5
3 Estes Park Parking Management Plan September Open House Summary
October 2017 │ Version 1
SEPTEMBER 28 COMMUNITY OPEN HOUSE
DETAILS
• September 28, 2017
• 7:00 p.m. – 9:00 p.m.
• Town Hall
• Approximately 40 attendees
• Format:
• Welcome and Introduction
• Presentation by Vanessa Solesbee and Chuck Reedstrom on what was learned at the last
meeting, and update on the parking management plan, and technology options for consideration.
• Break-out sessions:
• Session 1 – Managing What We Have Today
• Discussion topics: Time-limited parking, enforcement, permitting
• Session 2 – Preparing for Tomorrow
• Discussion topics: Pros and cons of various paid parking technology options
• Session 3 – Enhancing the User Experience
• Discussion topics: Signage, mobile payment options, parking availability sensors
Estes Park Downtown Plan Public Outreach Summary
September 2017 │ Version 1 4
COMMENTS RECEIVED
COMMENT CARDS/HANDOU TS
• Pay by Phone/App – Yes; Reservations – No; Space availability for “large lots or garages” – Yes
(Entrance and Exit only)
• Good to have sensors for usage (overall lot, the individual ones too expensive now); I’m glad you are
putting the signage into shuttle usage; As you may know, I don’t have a car and therefore the shuttles
are high on my list – so I believe highly in their use!
• Shuttles funded by the extra paid-parking income (after maintenance cost to paid parking)!
• Make specified ADA permit for local residents in front of Library
• No buses in Town Hall Parking, please. Safety, please. Redirect elsewhere.
• No buses in Library or Administration Building. Redirect buses to other areas out of public parking;
May drop off and pick up passengers in front of Town Building
EMAILED COMMENTS
• I attended the parking management session this past Thursday and was impressed with the work
done by the consultants and also by the nature of the questions and comments from those in
attendance.
One thing, however, stunned me: that the local retailers are strongly against any form of paid parking
in the downtown area. I spoke afterwards to the lady running the parking study and she advised that
there is overwhelming evidence that paid parking INCREASES turnover and thereby INCREASES
revenue for downtown retailers, including, as I understood it, Manitou Springs, a town not unlike
Estes in terms of its dependence on visitors for its economic wellbeing. Estes P cannot possibly be
different in this respect from other similar towns and I would urge the town planners to bring in folks
from those places to tell our local retailers what they have learned from having paid parking
introduced in their neighborhoods. There is nothing like fellow business people to convince business
owners about the right thing to do.
The draft plan of those areas that would be subject to paid parking and those lots that would be free
(visitors center, event center lot, performance park etc.) made great sense. I very much doubt that
visitors will be willing to park in those lots unless the price for parking in the downtown core is
significant and there is real enforcement. I would urge its adoption (or something very similar) as a
way to force folks to park outside the downtown core, thereby eliminating much of the congestion
caused by people driving around and around looking for a free parking spot in that downtown area.
5 Estes Park Parking Management Plan September Open House Summary
October 2017 │ Version 1
SESSION 1 – MAP ACTI VITY RESULTS
Estes Park Downtown Plan Public Outreach Summary
September 2017 │ Version 1 6
*S = Street
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Performance Park
Spruce Lot
Tregent Lot
S - West Elkhorn Ave
Cleave Street Lot
Weist/Moraine Lot
S - Moraine Ave
Davis Lot
S - W Riverside Drive
Post Office Lot
Riverside Lot
S - Riverside Dr
East Riverside Lot
Virginia Lot
S - Virginia Dr
S - Big Thompson Ave
Town Hall Lot
S - Macgregor Ave
S - Park Lane
Brownfields Lot
Visitor Center
Events Complex
Votes
Unlimited 2-Hours 3-Hours 4-Hours Additional Enforcement
Summary of October
Community Open House
ESTES PARK, COLORADO
November 2017 | Version 1
Estes Park Parking Management Plan October Open House Summary
November 2017 │ Version 1 2
Contents
October 26 Community Open House ............................................................................................ 3
Details ............................................................................................................................................ 3
Breakout Session #1 – Downtown Parking Site Selection ............................................................... 4
Breakout Session #2 – Parking Expansion Funding Options .......................................................... 7
Appendix A: PowerPoint Presentation .......................................................................................... 9
3 Estes Park Parking Management Plan October Open House Summary
November 2017 │ Version 1
OCTOBER 26 COMMUNITY OPEN HOUSE
DETAILS
• Thursday, October 26, 2017
• 5:30 p.m. – 7:30 p.m.
• Town Hall
• Approximately 10 attendees
• Format:
• Welcome and Introduction
• Presentation by Vanessa Solesbee on what was learned at the last meeting, an update on the
parking management plan, downtown parking expansion options, and funding options.
• Break-out sessions:
• Session 1 – Downtown Parking Expansion Options and Evaluation Matrix
• Discussion topics: Town Hall Lot, Post Office Lot, Performance Park Lot, Moraine/Weist
Lot, Performance Park Lot
• Session 2 – Funding Options for Downtown Parking Exansion
• Discussion topics: Property Tax, Sales Tax, Special Taxing District, Seasonal Paid
Parking
Estes Park Parking Management Plan October Open House Summary
November 2017 │ Version 1 4
BREAKOUT SESSION #1 – DOWNTOWN PARKING S ITE SELECTION
5 Estes Park Parking Management Plan October Open House Summary
November 2017 │ Version 1
EXERCISE – PREFERRED SITE
Following a review and discussion of the preliminary site selection evaluation matrix, attendees were
asked to identify their first and second choices. The figure below shows the results from seven attendees.
First place votes are counted as two votes, and second place votes are counted as a single vote. Several
attendees also elected to express opposition to some concepts (or parking expansion in Downtown in
general), and these are shown as negative votes.
-2
0
2
4
6
8
10
Town Hall/Library Post Office Piccadilly Square Performance Park West Moraine
First Choice Second Choice Opposed
Estes Park Parking Management Plan October Open House Summary
November 2017 │ Version 1 6
COMMENTS
• Concerns about impact of traffic stacking up with Town Hall/Library ramp option
• Will Town Hall/Library ramp block the bluff behind it?
• Liked post office concept from loop drawings
• What about Big Horn?
• Liked Moraine option; could have interesting aesthetic qualities based on the geography
• Mixed feelings about Performance Park; “too far” vs. draw to that side of town
• Aren’t we going to wait and see how the existing garage is utilized?
• What about a structure at the Fairgrounds?
• Pro paid parking
• No breaks should be given for locals (re: paid parking) except for maybe downtown residents
• Likes Town Hall option; needs to be paid or else people will circle
• Likes Piccadilly in “perfect world” scenario (i.e., where businesses could stay, if desired. No one is
kicked out.)
• Naming / signage will be important
• Think about how new structure could provide economic benefit year-round
• Performance Park – be mindful that a structure might block views / sight-lines from Silver Moon
lodging
7 Estes Park Parking Management Plan October Open House Summary
November 2017 │ Version 1
BREAKOUT SESSION #2 – PARKING EXPANSION FU NDING OPTIONS
EXERCISE – PREFERRED FUNDING OPTIONS
Following a review and discussion of the funding options for expanding parking in downtown, attendees
were asked to identify their preferred funding options. The figure below shows the results from six
attendees. First place votes are counted as two votes, and second place votes as a single vote.
0
2
4
6
8
10
12
Property Tax Sales Tax Special Taxing District Seasonal Paid Parking
First Choice Second Choice
Estes Park Parking Management Plan October Open House Summary
November 2017 │ Version 1 8
COMMENTS
• (Preference for Seasonal Paid Parking): As long as paid parking is shared by everyone (including
merchants and residents) and is genuinely seasonal.
• (Preference for a combination of Seasonal Paid Parking and a Special Taxing District)
• (Preference for Sales Tax) No accommodation for locals
• (Preference for Sales Tax) Retail/government employees should not park in Downtown!
9 Estes Park Parking Management Plan October Open House Summary
November 2017 │ Version 1
APPENDIX A: POWERPOINT PRESENTATION
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Town hall /
Library Post office
Piccadilly
Square
Performance
Park
Lot West of
Moraine Ave.
Increase in Parking Supply
Net Increase in Number of Parking Stalls:
Total potential parking capacity minus existing stalls
Proposed footprint (L’ x W’) // Proposed number of parking levels
1 3 2 2 3
200 100 150 150 100
185' x 270' // 3 125' x 200' // 3 125' x 200' // 3 125' x 200' // 3 180' x 100' // 3
Costs
Estimated Costs: Per parking stall // Per parking structure 1 3 2 2 3
$28K // $12.5M $31K // $6.3M $27K // $6M $27K // $6M $30K // $4.5M
Site Acquisition, Development, and Staging
Land Acquisition Considerations: Existing ownership of land (Public vs. Private) 1 1 3 1 1
Public Public Private Public Public
Anticipated Construction and Environmental Considerations: Does the site require
extensive site preparation (i.e., slopes, access, and configuration of site)?
1 1 3 2 1
N/A N/A Close business Business impacts N/A
Operational Considerations: Will buildout remove existing capacity from the parking
system for an extended period of time?
3 3 1 2 2
Significant Significant Private Only Limited Limited
Location and Transportation Impacts
Site Aesthetic Considerations: Sight lines, disruption of views, impact to environment, etc. 2 3 1 3 2
Some disruption Adjacent to river Adjacent to river Impacts to park Some disruption
Location Service Area: Does the site location serve the existing needs of Downtown
as well as special events in the area?
1 1 3 3 1
Core Core Fringe Fringe Core
Location Visibility: Is the location easy for visitors to find?
1 2 2 3 1
Very prominent Tucked away
Capture RMNP
traffic
Removed from
main corridor Very prominent
Mobility Integration—Shule Service: Does the site offer opportunity to act as mobility/
transportation hub with connectivity to existing Town and RMNP shule service?
1 1 1 3 1
Yes Yes Yes
Removed from
main corridor Yes
Mobility Integration—Ped/Bike: Does the site offer opportunity to incorporate bike parking
and/or bikeshare stations, pedestrian amenities, or other improvements that support TDM?
1 1 3 3 1
Yes Yes Fringe Fringe Yes
Traffic Impact: Does the site’s access points (ingress/egress) impact
traffic flow, cuing, and circulation?
2 3 1 2 3
Edge of core Requires travel
through core
Potential traffic
capture
Some travel
through core
Requires travel
through core
Multipurpose Potential
Mixed-Use / Multi-Purpose: Does the location offer street level activation, retail on ground
floor, or mixed-use development/opportunity to incorporate existing nearby land uses?
1 3 2 2 2
Street-level retail
potential
Limited new
street frontage
Some new street
frontage
Some new street
frontage
Some new street
frontage
Flood Mitigation: Does the site have potential to safely accommodate a flooding event? 2 1 1 1 3
Creek adjacent River adjacent River adjacent River adjacent Limited potential
Parking Expansion Options
KEY: 1 - Best Performance in Category 3 - Lowest Performance in Category 2 - Tolerable / Neutral
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Estes Park Downtown Parking Expansion Options
LEGEND: 1 ● = Best Performer in Category; 2 ◑ = Tolerable/Neutral; 3 ○ = Lowest Performer in Category
Criteria Town Hall / Library Post Office Piccadilly Square Performance Park Moraine/ Weist Big Horn
Increase in Parking Supply
Net increase in number of parking stalls 1 ● 2 ◑ 1 ● 2 ◑ 3 ○ 3 ○
Existing parking stalls 268 93 75 81 50 41
Potential parking capacity (3 levels ǀ 4 levels) 525 700 300 400 450 600 225 300 150 200 (2 levels only) 80
Total potential parking capacity minus existing stalls (3 levels ǀ 4 levels) 257 432 207 307 375 525 144 219 100 150 (2 levels only) 39
Proposed footprint (Square Feet) 60,000 ft2 35,000 ft2 55,000 ft2 24,000 ft2 18,000 ft2 12,000 ft2
Costs
Estimated Costs (Excluding Land Acquisition) 1 ● 2 ◑ 2 ◑ 1 ● 2 ◑ 1 ●
Estimated Cost per parking stall (3 levels ǀ 4 levels) *See footnote for Visitor Center Garage Costs. $28.7k $30.0k $29.3k $30.6k $30.7k $32.1k $26.8k $28.0k $30.1k $31.5k (2 levels only) $22.8k
Estimated Structure Cost (3 levels ǀ 4 levels) $15.0M $21.0M $8.8M $12.2M $13.8M $19.2M $6.0M $8.4M $4.5M $6.3M (2 levels only) $1.8M
Land Acquisition Considerations 2 ◑ 2 ◑ 3 ○ 1 ● 1 ● 1 ●
Existing ownership of land (Town vs. private owner) and timing and ease of acquisition Public with
Redevelopment
Public/Private with
Redevelopment
Private with
Redevelopment Public Public Public
Site Acquisition, Development, and Staging
Anticipated Construction and Environmental Considerations
Does the site require extensive site preparation (i.e., slopes, access, and reconfiguration of site)?
1 ● 1 ● 3 ○ 2 ◑ 1 ● 1 ●
- - Close Businesses Business Impacts - -
Operational Considerations 3 ○ 2 ◑ 2 ◑ 2 ◑ 1 ● 1 ●
Will buildout remove significant parking capacity during construction? Significant Medium Medium Medium Minor Minor
Location and Transportation Impacts
Site Aesthetic Considerations
Sight lines, disruption of views, impact to natural environment, etc.
2 ◑ 3 ○ 2 ◑ 3 ○ 2 ◑ 1 ●
Some Disruption Adjacent to River Some Disruption Impacts to Park Some Disruption Limited Impacts
Location Service Area
Does the site location serve the Downtown as well as special events in the area?
1 ● 1 ● 3 ○ 2 ◑ 1 ● 1 ●
Core Core Fringe Fringe / Events Core Core
Location Visibility
Is the location easy for visitors to find (following completion of the Loop)
1 ● 1 ● 1 ● 2 ◑ 1 ● 2 ◑
Very Prominent Very Prominent Very Prominent Off Main Corridor Very Prominent Off Main Corridor
Shuttle Service 1 ● 1 ● 1 ● 1 ● 3 ○ 3 ○
Will a shuttle stop serve the location once the Loop is constructed? Yes Yes Yes Yes No No
Bicycle Access 2 ◑ 2 ◑ 1 ● 1 ● 2 ◑ 2 ◑
Does a recreational trail serve the site? On-Street Only On-Street Only Yes Yes On-Street Only On-Street Only
Traffic Impact 2 ◑ 3 ○ 1 ● 2 ◑ 3 ○ 3 ○
Does the site’s access points (ingress/egress) impact traffic flow, queuing, and circulation? Edge of Core Requires Travel
Through Core
Potential Traffic
Capture
Some Travel
Through Core
Requires Travel
Through Core
Requires Travel
Through Core
Multipurpose Potential
Mixed Use / Multi-purpose
Does the location offer street level activation? Retail on ground floor? Mixed-use development or
opportunity to incorporate existing nearby land uses?
1 ● 1 ● 1 ● 2 ◑ 3 ○ 3 ○
Street-Level Retail
Potential
Street-Level Retail
Potential
Mixed-Use
Concept
Some New Street
Frontage
Limited New Street
Frontage
Limited New Street
Frontage
Flood Risk
Has the location flooded in the past?
2 ◑ 2 ◑ 2 ◑ 2 ◑ 1 ● 1 ●
Flood History Flood History Flood History Flood History
Community Support
Community Response 1 ● 2 ◑ 2 ◑ 3 ○ 3 ○ 3 ○
Level of support expressed by residents, employees, business owners, and visitors 1st 2nd 2nd 3rd 3rd 3rd
Average Score 1.5 1.8 1.8 1.9 1.9 1.9
Rank 1 2 2 3 3 5
*Visitor Center Garage: $9.7M, 33,400 ft2, 361 stalls (313 net new stalls): $26.9k per stall ($31.0k per net new stall)
Chapter 10.12 - PARKING
10.12.010 - Prohibited—Where—When.
A. Metered and regulated parking.
1.0 No person shall 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 shall be parked. Paid parking spaces shall be regulated by any
type of parking meter, parking meter machine, or other technology.
2.0 Parking fees shall be set by , and all required fees shall be paid
by any method allowed by the Town, which may include bills, coins, credit
cards, smart cards, or other technology methods such as pay by cell phone,
online prepaid parking, and validations.
3.0 Vehicles with a valid parking permit may be parked in a metered space only
within their assigned parking permit zone without paying the meter. Parking
permits will only be valid in the areas and at the times specified in both the
applicable parking permit area and by the posted signage.
4.0 Time-Limited Parking:
a. It is unlawful for any person to park or direct another person to
park a vehicle in an on-street parking space or public off-street parking
space for a period of more than the time limit indicated on the posted
signage during the time period specified.
b. Upon expiration of the initial, time-limited parking period, and
unless permission from authorized Town personnel has been granted, a
vehicle shall be moved from the parking space. No person, after having
vacated a time-restricted parking space, shall return and park or direct
another person to return and park the same vehicle in the same space
or any other parking space within 500 feet for a minimum of three hours
after such vehicle has been moved.
B. Removal from certain loading zones and shuttle zones.
1.0 Whenever any police officer of the Town finds an unauthorized vehicle parked
or standing within any loading zone between the hours of 6:00 a.m. and 6:00
p.m. or any shuttle loading zone at any time, such officer is authorized to cause
the vehicle to be removed, and neither the officer nor anyone operating under
his or her direction shall be liable for any damage to such vehicle occasioned
by such removal.
10.12.019 - Permit parking.
A. Permit Parking. The Town of Estes Park hereby adopts the "Rules and Regulations for
Permit Parking" dated , which sets forth how the permit parking programs
will operate in the Town.
B. Permit parking in publicly-owned parking lots.
1.0 The Town is authorized to issue parking permits for a fee set by .
2.0 It shall be unlawful for any person to cause, allow, permit, or suffer any vehicle
to remain in any publicly-owned paid or permit-required parking lot at any time
without immediately depositing, or causing to be deposited, a payment in the
parking meter, if such is installed, or without a valid parking permit authorizing
such vehicle to be parked at the location.
3.0 Parking permits for use in publicly-owned:
a. Shall authorize parking in the specified location without payment
of any additional fees.
b. Shall be governed by written rules and regulations established by
the Parking Manager or designee. Each permittee shall, upon issuance
of the permit, receive a copy of these rules and regulations.
c. Shall be issued for a specified term, not to exceed one year.
d. Shall be transferable by the Parking Manager.
10.12.050 - Towing and storage charges.
Whenever any vehicle is removed and placed in storage in accordance with this Chapter, all
expenses incurred by the Town for storage and towing shall be paid by the owner before such
vehicle is released from such impoundment.
Summary of December
Community Open House
ESTES PARK, COLORADO
December 2017 | Version 1
Estes Park Parking Management Plan December Open House Summary
December 2017 │ Version 1 2
Contents
December Community Open House ............................................................................................. 3
Details ............................................................................................................................................ 3
Station 1: Phase 1 – Data Collection & Technology Investments ................................................... 4
Station 2: Phase 2 – Initial Paid Parking Implementation ................................................................ 5
Station 3: Phase 3 – Full Implementation of Paid Parking / Parking Permits & Free Parking
Options ............................................................................................................................................ 6
Station 4: Phase 4 – Parking Expansion Options ............................................................................ 8
Comments Received ........................................................................................................................ 9
Appendix A: PowerPoint Presentation ........................................................................................ 12
3 Estes Park Parking Management Plan December Open House Summary
December 2017 │ Version 1
DECEMBER COMMUNITY OPEN HOUSE
DETAILS
• Thursday, December 7, 2017
• 5:30 p.m. – 7:30 p.m.
• Town Hall
• Approximately 30 attendees
• Format:
• Welcome and Introduction
• Presentation by Vanessa Solesbee on community outreach process and the Downtown Parking
Management Plan phased recommendations
• Open Discussion at Four Stations:
• Phase 1 – Data Collection & Technology Investments
• Phase 2 – Initial Paid Parking Implementation
• Phase 3 – Full Implementation of Paid Parking / Parking Permits & Free Parking Options
• Phase 4 – Parking Expansion Options
Estes Park Parking Management Plan December Open House Summary
December 2017 │ Version 1 4
STATION 1: PHASE 1 – DATA COLLE CTION & TECHNOLOGY I NVESTMENTS
5 Estes Park Parking Management Plan December Open House Summary
December 2017 │ Version 1
STATION 2: PHASE 2 – INITIAL PAID PARKING IMPLEMENTATION
Estes Park Parking Management Plan December Open House Summary
December 2017 │ Version 1 6
STATION 3: PHASE 3 – FULL IMPLEMENTATION OF PA ID PARKING /
PARKING PERMITS & FR EE PARKING OPTIONS
7 Estes Park Parking Management Plan December Open House Summary
December 2017 │ Version 1
Estes Park Parking Management Plan December Open House Summary
December 2017 │ Version 1 8
STATION 4: PHASE 4 – PARKING EXPANSION O PTIONS
9 Estes Park Parking Management Plan December Open House Summary
December 2017 │ Version 1
COMMENTS RECEIVED
FROM CONVERSATIONS
• Concern about Phase I time‐limits: is three hours enough time? Do people have to move after three
hours?
• We need more parking structures now
• Signage at the new garage is really confusing, my customers don’t know that they can park there
• Identify a small area (such as the post office) for a short, mobile‐only trial when paid parking goes live
WRITTEN OPEN HOUSE C OMMENTS
• I think we should move to Phase 2 without Phase 1 if at all possible. The issue has been studied
enough for decades.
• Offer information about the recommendations/paid parking at Farmer’s Market, etc. to continue
conversation and education with the community
• Phase 1: South end of Wiest / Moraine lot needs to be 1-hour or 3-hour lot. Residents with overnight
parking would have better access to park. Need a sign that says “no thru street”.
• Phase 1: Post office parking is always difficult. I recommend continuation of 30-min parking in front of
PO all year.
• Phase 1: Add more education about future parking structure location and options. People don’t know
about Piccadilly lot.
• Town Hall is preferred choice for future parking; finance through revenue bonds. This keeps traffic
outside of downtown core. Build on north side adjacent to cliff.
• Preferred locations of new parking: 1) Town Hall, 2) Post office
EMAILED COMMENTS
• When paid parking will be enforced, June 15 to Sept 30, 9 to 5 would be my suggestion with only
weekend enforcement on shoulder seasons
• Recommend free parking for residents extended to 2 hours, especially at the town lot for library
activities (storytime, after school programs, etc.).
• Would like to see separate approval for each phase. Since building the parking garage, it is hardly
used, and it seems like parking needs have been solved. The timing of this plan is poor b/c it seems
like the town is pushing for paid parking just to make money by placing a new financial burden on
citizens. I will not shop in town or go out to dinner if I need to pay for parking.
• I think we should look at more short time parking in town (30 minutes) which could possible
encourage more people to use the new parking garage.
• Parking may become a significant revenue generator for the town. It would be helpful if the town
board could establish some intent regarding this revenue before it exists and everyone wants a piece.
Considering that paid parking will be a negative addition for residents I ask that as much of the
revenue as possible be directed exclusively towards resident and community centric projects instead
of towards growing the tourism machine.
• This phased approach is very rational and well thought out. I would like to see us "break the ice" a bit
sooner on the implementation of some form of paid parking. My specific suggestion is to modify
phase 1 to include the implementation of paid parking at the Post Office lot and the Riverside lot
beginning next Spring. These lots are among the most heavily utilized, are well defined, and non pay
Estes Park Parking Management Plan December Open House Summary
December 2017 │ Version 1 10
parking would be closely located. While mobile only payment options could be leveraged to
implement paid parking at these locations relatively affordably, I suggest that the town install two or
three payment kiosks as well. This might not be the most cost efficient method but is also not overly
expensive and will give everyone experience with some level of paid parking in town. We can begin to
understand how our visitors will react, decide how us locals really feel about it, and staff will be able
to test drive the idea on a smaller scale without a major commitment.
• Regarding cost. I suggest that the cost to park be considered more directly as a revenue generator
and not simply a way to "manage parking." Estes is a bit unique in that we get a significant number of
visitors who visit town with spending much, or anything. They generally still park, and we should focus
on monetizing this particular use case. Because of this I suggest we consider a slightly more
aggressive pricing model, starting at $2 per hour during a modified phase 1 with adjustments
expected.
• I'm pleased that there is not a recommendation to implement paid parking for 2018.
• The four successive phases in the plan allow for current and ongoing evaluation of existing parking
efforts including the new parking structure while also determining methods to evaluate future need for
paid parking downtown. In addition funding sources must be identified for the next phase which
contributes to solid planning efforts.
• There were significant and adequate opportunities for community input and it is clear that the views of
the community were incorporated into the existing document. The recommendations within the plan
will adequately allow for additional input related to the impacts on downtown employees and also
residents.
• The ONLY thing that will significantly DECREASE traffic congestion in downtown Estes Park would
be centrally-located parking structures to INCREASE the available parking spaces!!! Visitors are
especially focused upon CONVENIENT access to stores & businesses, and multi-level parking
structures are the only realistic way to provide that convenience. Paid parking for currently-existing
spaces is NOT a sensible solution unless additional spaces are provided by parking structures. What
advantage would that provide a visitor to downtown Estes Park? NONE! I strongly encourage and
implore the city of Estes Park to immediately abandon the current parking meter scheme for on-street
parking and instead address the REAL need: a significant increase in parking spaces in downtown
Estes Park, in the form of multi-level parking structures. Once adequate parking is available (due to
the addition of one or more parking structures), then parking fees would be acceptable during the
peak summer season. During the winter an ice-skating rink could be established in a parking
structure to attract people to the downtown area. Estes Park needs to actively seek ways of
attracting visitors to town during the non-summer months.
• I would like to add my support for the recommendations contained within the plan. It is important and
noteworthy that the rush to implement paid parking has stopped until better data is collected. The last
thing we need to do is force paid parking on a population who may not want it and on a parking
problem that may not need this type of radical change to our Town. It is very important that we collect
adequate data about our current parking situation and near term future situation (after completion of
the loop) before moving forward with any implementation of paid parking in Estes Park. This plan
addresses this serious data collection issue and makes it clear that future phases may or may not be
needed depending on the data collected and the situation on the ground. It may turn out that paid
parking is not needed based on data collected. It’s my feeling that the data collection efforts should
run for at least two years and should collect multiple data points per week at various times of day and
for every month of the year. One or two data points collected in July or August is not enough data
11 Estes Park Parking Management Plan December Open House Summary
December 2017 │ Version 1
and should not be considered a serious data collection effort for something this important to the future
of our Town.
• It’s also important that we plan for all types of future by establishing a DDA or URA (or some other
funding method) now to address possible future parking, flood mitigation and other potential needs in
our downtown.
Estes Park Parking Management Plan December Open House Summary
December 2017 │ Version 1 12
APPENDIX A: POWERPOINT PRESENTATION
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PUBLIC WORKS
Report
To: Honorable Mayor Hall
Board of Trustees
Through: Town Administrator Machalek
From: Dana Klein, CPP, CCTM, Parking & Transit Manager
Greg Muhonen, PE, Public Works Director
Date: February 11, 2025
RE: Big Horn Parking Structure Funding
Purpose of Study Session Item:
Discuss the Town Board’s preference regarding the scope, timing, and funding for the
design and construction of the Big Horn Parking Structure.
Town Board Direction Requested:
Public Works (PW) staff requests clarifying direction from the Town Board on the
following:
• Is there urgency to proceed on the project design in 2025, understanding that staff
recommends the design cost not be incurred until the Town has confirmed how to pay the
annual debt service cost for the project construction cost?
If no, would the Town Board like PW staff to pause any further action on this project?
If yes:
• Which repayment strategy would the Board prefer to consider to service the construction
funding loan: 1) raising seasonal parking rates or expanding the paid parking to all
downtown parking lots, or 2) reallocating sales tax revenue spending in future budget
years?
• Should the design contract include the added cost of about $50k to equip the structure to
accommodate a future fourth level for future housing, understanding that neither the 4th
level nor the associated housing units would be incorporated into the initial parking
structure project?
• Should staff return with a budget amendment in Q1 2025 to consider the use of Parking
Fund and General Fund money to proceed on the design in Q1 2025?
Present Situation:
In November 2022, PW staff assembled a Parking Revenue Task Force consisting of
staff from the Town, Chamber, Visit Estes Park, the Transportation Advisory Board, and
downtown businesses. This task force recommended the parking revenue be used to
pay the operational costs of the paid program with any surplus be directed to fund the
transit program and the creation of additional parking supply downtown.
In December 2022, PW staff presented to the Town Board several strategies for
mitigating the loss of 30-40 parking spaces on Cleave Street due to the creation of the
“shared street” concept. One strategy was the addition of a single level of structured
parking above the Big Horn Parking Lot.
In November 2023, the Town adopted the 2024 Strategic Plan Transportation Objective
4.A.1 which states “Construct a single-deck parking structure above the Big Horn
parking lot.”
At the May 14, 2024 study session, PW staff received direction from the new Town
Board to issue a formal Request for Proposal for the design of a 3-level (ground-plus-2-
elevated levels) parking structure (delivering approximately 136 parking stalls) with an
alternative to include costs for designing the structural and utility components for a
future additional level for housing.
In August 2024, PW staff evaluated fee proposals from 5 qualified consulting firms. The
top-ranked candidate (based on qualifications) provided a negotiated fee proposal of
$544,395 - $600,395 for the design of the Big Horn Parking Structure. The second-
ranked candidate provided a fee proposal of $394,862 – $440,362. There is currently
insufficient funding allocated to cover the full design cost or the construction of this
structure.
In November 2024, the Town adopted the 2025 Strategic Plan Transportation Objective
5.A.1 which states “Identify funding to construct a 3-level parking structure at the Big
Horn parking lot.”
At the November 26, 2024 study session, PW staff received direction from the Town
Board to return for further discussion in early 2025 regarding using available General
Fund revenue to supplement Parking Fund money to commence design with the
second-ranked consultant in 2025, and further discuss financing and debt service
options for constructing a ground-plus-2-level parking structure.
Proposal:
Staff proposes to pause or move forward on this project as directed by the Town Board.
If moving forward in 2025, staff recommends:
1. In Q1 2025 seek Town Board approval of a 2025 budget amendment to identify the
funding source for the design effort and approve a design services contract for ground-
plus-2-level parking structure (with or without elevator or utilities accommodations as
directed by the Board). Design and Opinion of Probable Construction Cost to be
completed by Q3 2025.
2. Expand the discussion on 2025 parking rates to inform the community of the Board’s
direction for funding the annual debt service for the parking structure construction loan.
3. In Q4 2025 present the TB with a detailed proposal of the parking fee and/or scope
changes needed in 2026 to service the construction debt in years 2026 through 2046.
4. In Q1 of 2026 bring to the Town Board for consideration a loan or lease/purchase
agreement sufficient to pay for the construction and financing of the completed parking
structure. In Q2 2026 confirm receipt of construction funding and solicit bids for the
construction work so that construction may commence in Q3 2026 with the goal of
opening the new structure in Q2 2027.
Advantages:
• The completed project could add 136 new parking stalls to Downtown parking
inventory. This would also replace the 30-40 on-street Cleave parking stalls removed
by the Cleave Street Improvements project.
• Deliver additional ADA parking opportunities in a covered parking area.
• The additional parking at this location is expected to contribute to the economic
revitalization of the Cleave Street area for residents, businesses and visitors.
Disadvantages:
• Sales tax revenue spent on this project could be used for other Town priorities.
• Additional construction in the Cleave Street area is disruptive to residents,
businesses, and visitors
• Moving forward with this project now could limit the scope of potential private-public
partnerships for an expanded project on this Town parcel in combination with nearby
private parcels.
• A new structure will bring new ongoing costs for repairs and maintenance.
Finance/Resource Impact:
Immediate Impact: Funding for design was anticipated to be shared between the
General Fund and 2024 Parking Revenue funds; however, sufficient additional parking
revenue did not materialize in 2024 due in part to waiving parking fees in three lots
during DEL construction impact (East Riverside, Post Office and Riverside).
Approximately $300k in unallocated revenue exists in the Parking Revenue Fund 256.
The second-ranked design consultant provided an updated fee proposal for 2025 of
$414,000 + $47,000 for the upper level housing design, for a total cost of $461,000. The
current funding for design is short by $114k to $161k depending on the design scope
selected. This must be remedied in order to move forward with this project. This
shortfall could be paid for with savings from the completed Community Drive
roundabout project if the Board wishes to reallocate this amount between the two capital
projects line items within Fund 204.
Future Impacts: The cost for construction and loan brokerage fees is estimated to be
$5.6M to $6.1M in 2026 depending on the design option scope selected. This assumes
a unit cost of $39,000/stall and $300k in brokerage fees for the parking area
construction. The annual coupon payment for a $5.6M bond at 5% over a 20-year term
is $280,000 annually. This increases to $305,000 for a $6.1M bond.
Existing parking revenue exceeds expenses by about $20k to $180k depending on
capital equipment purchases made each year. This is insufficient to service the
additional debt. Expanding paid parking to an additional 370 spaces downtown could
generate an additional $270,000 in annual revenue at $2/hr. Alternatively, it is
estimated that $280,000 could be generated annually by increasing the hourly rate from
$2/hour to $2.75/hour in only the existing paid parking lots. Many other demand-based
pricing strategies could also be explored.
Level of Public Interest
Given the scope and ultimate impact/benefit to the surrounding properties and
businesses and the high turnout for the Cleave Street Improvements public meetings,
the level of public interest is expected to be high.
Attachments:
1. BHPS slides
38.4’
11’13’
20’
20’20’
8’8’
10’5’
ATTACHMENT 1
POTENTIAL TRANSFORMER LOCATION
83'
45'
44'
71'
189'
104'
24'
24'
EXISTING PARKING LOT
41 SPACES (1 ADA)
CLEAVE ST.
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OUTLINE OF PROPOSED 3-LEVEL
PARKING STRUCTURE
LOWER ENTRANCE
MIDDLE ENTRANCE
UPPER ENTRANCE
PROPERTY LINE
CLEAVE ST.
APARTMENTS
24'
NEW TRANSFORMER PAD
(CLEAVE ST. PROJECT)
PARKING LAYOUT CONCEPTS
SCALE 1" = 30'
LEVEL 1
48 SPACES
LEVEL 2
46 SPACES
LEVEL 3
42 SPACES
7 MOTORCYCLE SPACES
BIG HORN PARKING STRUCTURE
CONCEPTUAL LAYOUT FOR
https://estespark.colorado.gov/departments/publicworks
LOTS 1-7, ESTES PARK
BIG HORN PARKING STRUCTURE
U:\ENGINEERING\00-PROJECT FILES\CAD\PROJECTS\BIG HORN PARKING STRUCTURE TOPO.DWG
CONCEPTUAL
PROJECT #
APRIL 19, 2024
AS SHOWN
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CHECKED:
DATE:
DESIGNED/DRAWN:
SCALE:
PROJECT MANAGER
970-577-3957
DEREK PASTORTOWN OF ESTES PARK
PUBLIC WORKS
PROJECT #:
ENGINEERING@ESTES.ORG - 970-577-3587
DRAWING ISSUE
CONTRACTOR
OF
PHONE:
EMAIL:
CONTACT:
MASTER FILE PATH:
SHEET DRAWING NUMBERREVISIONDATENO
PARKING SPACE COUNTS
41 SPACES REMOVED
14 PARALLEL STREET SPACES REMOVED
±136 SPACES ADDED
NET GAIN = ±81 SPACES, 7 MOTORCYCLE SPACES
PARKING SPACE DIMENSIONS = 8'X18'
PLAN VIEW - SCALE 1" = 20'
3D RENDERING
20'
SCALE: 1" = 20'
0 40'
CLEAVE ST.
APARTMENTS
TOWN ADMINISTRATOR’S
OFFICE
Report
To: Honorable Mayor Hall
Board of Trustees
From: Town Administrator Machalek
Date: February 11, 2025
RE: Discuss a Review of Town Process for Approving High-Impact Projects
Purpose of Study Session Item:
Town Board discussion about a review of Town processes for considering and
approving high-impact projects.
Town Board Direction Requested:
•Does the Board want to conduct a review of the Town’s process for
considering/approving high-impact projects?
•If so:
o Does the Board want this review to be conducted by Town staff (Deputy
Town Administrator Damweber), or by a consultant?
o What elements would the Board like considered as part of the review?
Present Situation:
At the January 14th Town Board Study Session, Trustee Igel indicated an interest in
reviewing Town processes, specifically around the consideration and approval of high-
impact projects. The Town Board agreed that discussing the idea of a review at a Study
Session would be a prudent use of time.
Proposal:
Staff would tailor any review to accommodate the interests expressed by the Town
Board. A review could be conducted in-house or by contracting with a consulting firm.
An in-house review would be completed by Deputy Town Administrator Damweber. If
the Board wants to have a consultant complete this review, staff would develop a
request for proposals using Board input. In either scenario, a clear scope will be
important to guide the work.
Finance/Resource Impact:
Unknown. The finance/resource impact details depend on whether the Board would like
this work completed in-house or by a consultant, as well as the scope of the work itself.
Level of Public Interest
Medium
Attachments
•None
February 25, 2025
•Stanley Park Master Plan and Performing
Arts Center
•Senior Needs Assessment &
Recommendations
•2025 Public Works 1A Update
•Semi-Annual Compliance Review with
Board Governing Policies – Policy 1.10
Self-Monitoring of the Board
March 11, 2025
•6E Childcare Grant Funding Framework
and Updates to Policy 225
•Hosted Short-Term Rentals
March 25, 2025
•Estes Park Health Update
•Estes Park Municipal Code Title 10
Parking Prohibition Revisions
•Policy 842 Parking Permits Revisions
April 8, 2025
•Annexation Policy
Items Approved – Unscheduled:
•OHV/Golf Carts on Roads
•Cleave Street Redevelopment Update
•Town Board Email Listing on Website
•Police Department Facility Financing
•Curb and Gutter Philosophy
•Liquor License Process
•Stanley Park Master Plan Implementation
•Noise Ordinance Enforcement
Items for Town Board Consideration:
•Vacation Home Waitlist
•State Wildfire Code
Future Town Board Study Session Agenda Items
February 11, 2025