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Home My WebLink AboutPACKET Town Board Study Session 2018-01-09 Tuesday, January 9, 2018 TOWN BOARD 5:10 p.m. – 6:40 p.m. STUDY SESSION Rooms 202/203 4:50 p.m. – 5:05 p.m. – Dinner 5:10 p.m. Review of Strategic Objectives and Goal Rankings. (Town Administrator Lancaster) 5:30 p.m. Discussion of Downtown Parking Management Plan. (Director Muhonen) 6:30 p.m. Trustee & Administrator Comments & Questions. 6:35 p.m. Future Study Session Agenda Items. (Board Discussion) 6:40 p.m. Adjourn for Town Board Meeting. Informal discussion among Trustees concerning agenda items or other Town matters may occur before this meeting at approximately 4:50 p.m. AGENDA 1 2 2018 GOALS Rank Continue to evaluate financial policies that provide adequate fund balances and reserves. 1 The street rehabilitation efforts will result in an average pavement condition index of 70 or above for the Town street network by 2024.2 We will maintain a well-trained and educated town staff.2 We will pursue flood mitigation measures to reduce the risk to lives and properties and minimize costs to the community.4 We will construct and maintain a high-speed broadband network for businesses and residents. 5 We will develop plans and build the financial strength for redundant raw water sources to our water treatment plants. 6 We will serve as a catalyst to develop available housing solutions for underserved segments of our community 6 We will conduct a citizen survey biennially to measure our performance and citizen preferences.8 We will work to make Town codes and regulations more user-friendly and easier to understand and use, while ensuring they are effective and enforceable and support development. 8 We will provide adequate funding for staffing needed to provide the appropriate level of services to our citizens and guests.10 We will serve as a catalyst to encourage infant and childcare solutions for our community.11 We will create and sustain favorable business climate and attitude 12 We will work in partnership with the Estes Valley Watershed Coalition, to restore stream corridors damaged by the 2013 flood and to implement resiliency projects to protect streams and property from future flooding. 12 The Town will encourage events, activities and development that enhance a year round economy.14 Use results from PRPA Technical and financial studies to establish long term energy goals 15 We will improve and protect the quality of the environment.16 We will continue to address parking options throughout the Town.16 We will continue to manage traffic congestion throughout the Town. 18 The Town will participate as a partner in local, regional and state economic development efforts.19 We will maintain safe and healthy environments on Town-owned properties. 20 We will implement projects and policies which promote sustainability.21 We will continue to develop connectivity of trails in the Estes Valley in partnership with other local entities as described in the Estes Valley Trails Master Plan.22 We will explore options for the future ownership and operation of the Conference center 23 Coordinate transportation planning with the transportation and transit plans of RMNP 24 We will provide safe access for users to the trail system 25 3 Include bike/pedestrian lanes wherever possible along with the street improvements.26 We will investigate alternative technologies for recycling and waste management.27 We will complete stall replacements at the Fairgrounds 28 4 2018 OBJECTIVES Ranking Continue preventative maintenance activities on Town roads, as adequate funds become available. 1 Develop and adopt appropriate code changes to encourage housing development 2 Define housing needs and identify potential plans for action. Develop a strategy for addressing workforce housing demands, reflecting the housing needs assessment implementation strategies.3 Decide on a course of action and delivery model for Broadband in the Estes Valley 4 Pursue funding for flood mitigation projects 5 Develop and adopt a comprehensive debt/capital financing policy 6 Accelerate code updates and improvements 7 We will prioritize and pursue projects and funding to reduce flood risk and flood insurance costs for the property owners and businesses of the Estes Valley 8 Explore areas for enhancing Town revenue 9 Installation of left turn lane on US 36 at Community Drive 10 Complete Downtown Neighborhood Plan and develop implementation options in partnership with the downtown residents and businesses. (e.g. BID, DDA, URA, etc.)11 Develop an overall parking strategy plan with input from residents, businesses and guests 12 Complete Biennial Ctizen Survey in 2018 13 Explore code changes that could encourage childcare services 13 Implement recommendations of stormwater master plan (tentative, based on future board discussions)15 Where appropriate, the Town will play a supportive role with specific local and/or regional economic development projects, including but not limited to those outlined in the EDC Economic Strategy Plan 16 Construct Phase one of Fall River Trail (contingent on GoCo funding)17 Continue to participate in local, regional, and state economic development.18 Pursue funding opportunities for construction of the Fall River Trail 19 Explore potential for Safe Routes to School Funding 20 Implementation of Parking Plan recommendations, including funding options 21 Begin implementation of the Downtown Paln 22 Partner with other entities to conduct a Visitor Needs Survey 23 Participate as a partner in the County's regional wasteshed planning.24 Develop a wayfinding signage plan for the downtown neigborhood, coordinated with the Downtown Neighborhood Plan.25 Investigate the costs and opportunities to expanding transit services including possibly applying for funding from FTA for June 2018 funding cycle 26 Engage the Community in discussions of the role of renewable energy in Estes Park 27 Further investigate the formation of a Rural Transit Authority 28 Acquire two electric trolleys and supporting charging stations 29 5 6 PUBLIC WORKS Report emo To: Honorable Mayor Jirsa Board of Trustees Through: Town Administrator Lancaster From: Greg Muhonen, PE, Public Works Director Date: January 9, 2017 RE: Downtown Parking Management Plan Objective: This report introduces the proposed Downtown Parking Management Plan (DPMP) which has been developed based on Town Board direction provided in November 2016 to explore downtown parking strategies focused on three key elements: seasonal paid parking; an employee/resident parking program; a downtown parking expansion plan. Present Situation: There is a shortage of available parking in Estes Park’s downtown core during the peak tourist season (roughly May through October). Although the completion of the new parking structure helps, it is not sufficient alone to solve the parking demand dilemma in the downtown core. Visitors tend to seek prime parking spaces in the heart of downtown Estes Park. As a result, visitors circle around downtown seeking spaces while the parking structure remains at less than full capacity. With no incentive to look elsewhere, all visitors compete for the same prime spaces causing congestion in the main downtown corridors. Both the 2017 Strategic Plan and the 2018 Strategic Plan included the following goal:  We will continue to address parking options throughout the Town. In 2017 the Town Board identified the following infrastructure objectives:  Pursue funding for additional parking.  Develop on overall parking strategy plan.  Define and consider implementation of a paid parking program. This was expanded in 2018 to include the following two plan objectives:  Develop an overall parking strategy plan with input from residents, businesses and guests.  Implementation of Parking Plan recommendations, including funding options. The DPMP specifically addresses these goals and objectives. 7 In early 2017 the Public Works Department contracted with Kimley Horn to develop the proposed DPMP. A committee, consisting of representatives from the citizen Transportation Advisory Board, citizen Downtown Plan Steering Committee, citizen Shuttle Committee, Police Department, Public Works Department, and Community Development Department, was formed to oversee the development of the DPMP and ensure that it is consistent with the objectives of the represented boards/committees and the service delivery capabilities of the impacted town departments. An extensive public outreach effort was implemented during the development of the DPMP.  19 public outreach meetings were conducted in 2017.  Approximately 195 comments were received from the public. Proposal: It is proposed that the DPMP developed by Kimley-Horn be accepted by the Town Board as a guiding document in the Town’s efforts to mitigate downtown congestion, encourage parking space turnover in the downtown core, and encourage parking on the perimeter of the downtown core. Advantages:  Extensive public comments were collected during this study and were incorporated into the DPMP.  Adoption of this plan accomplishes Board objectives from 2017 and 2018 (development of a parking strategy plan) and sets the stage to accomplish a 2018 objective (implementing parking plan recommendations).  Through its recommended strategies, the DPMP encourages parking turnover, encourages parking on the edge of downtown, and reduces congestion.  The DPMP provides the Town flexibility in its implementation and focuses first on managing the Town’s existing assets before recommending costly improvements.  Paid parking will allow the parking program to self-fund implementation of the recommended strategies. Disadvantages:  The Town and Public Works are not currently staffed, equipped or funded to deliver this additional service to the community.  Allocation of Town funds will be required to implement Phase 1.  Resistance can be anticipated from some community members not in support of paid parking. Action Recommended: Review the DPMP developed by Kimley-Horn as well as the letters of support and other comments supporting the plan. 8 Authorize staff to bring the proposed DPMP forward to a public hearing on January 23, 2018 for adoption by the Town Board (concurrently with the adoption of the proposed Downtown Plan). Provide direction on hiring a Parking Services Manager to advance Phase 1 of the proposed plan in 2018 as recommended in the DPMP. Budget: Phase 1 implementation costs in 2018 could be funded by reallocating approximately $200,000 in savings from the parking structure project. These savings are separate from the $400,000 identified in the Community Reinvestment Fund. The costs of implementing future phases in future years will need to be budgeted annually as being funded by paid parking revenue. Level of Public Interest Public interest on this proposed plan is high. Attachments: Electronic link to the proposed Downtown Parking Management Plan, Appendices, and related documents Executive Summary and Site Evaluation Matrix Citizen comments received on the draft DPMP published November 30, 2017. 9 1 Downtown Parking Management Plan Executive Summary December 2017 │ Version 1 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. I MPLEMENTATION 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. ESTES PARK, COLORADO 10 Downtown Parking Management Plan Executive Summary December 2017 │ Version 1 2 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 11 3 Downtown Parking Management Plan Executive Summary December 2017 │ Version 1 Phase 2 – Initial Paid Parking Implementation Timing 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 ≈ $350,000 - $400,000 / 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 12 Downtown Parking Management Plan Executive Summary December 2017 │ Version 1 4 Phase 3 – Full Paid Parking Implementation Timing 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 ≈ $650,000 - $700,000 / 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 13 5 Downtown Parking Management Plan Executive Summary December 2017 │ Version 1 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 14 Estes Park Downtown Parking Expansion Options LEGEND: 1 Ծ = Best Performer in Category; 2 Հ = Tolerable/Neutral; 3 Ժ = 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 Ծ 2 Հ 1 Ծ 2 Հ 3 Ժ 3 Ժ 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 Ծ 2 Հ 2 Հ 1 Ծ 2 Հ 1 Ծ 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 Հ 2 Հ 3 Ժ 1 Ծ 1 Ծ 1 Ծ 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 Ծ 1 Ծ 3 Ժ 2 Հ 1 Ծ 1 Ծ - - Close Businesses Business Impacts - - Operational Considerations 3 Ժ 2 Հ 2 Հ 2 Հ 1 Ծ 1 Ծ 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 Հ 3 Ժ 2 Հ 3 Ժ 2 Հ 1 Ծ 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 Ծ 1 Ծ 3 Ժ 2 Հ 1 Ծ 1 Ծ Core Core Fringe Fringe / Events Core Core Location Visibility Is the location easy for visitors to find (following completion of the Loop) 1 Ծ 1 Ծ 1 Ծ 2 Հ 1 Ծ 2 Հ Very Prominent Very Prominent Very Prominent Off Main Corridor Very Prominent Off Main Corridor Shuttle Service 1 Ծ 1 Ծ 1 Ծ 1 Ծ 3 Ժ 3 Ժ Will a shuttle stop serve the location once the Loop is constructed? Yes Yes Yes Yes No No Bicycle Access 2 Հ 2 Հ 1 Ծ 1 Ծ 2 Հ 2 Հ Does a recreational trail serve the site? On-Street Only On-Street Only Yes Yes On-Street Only On-Street Only Traffic Impact 2 Հ 3 Ժ 1 Ծ 2 Հ 3 Ժ 3 Ժ 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 Ծ 1 Ծ 1 Ծ 2 Հ 3 Ժ 3 Ժ 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 Հ 2 Հ 2 Հ 2 Հ 1 Ծ 1 Ծ Flood History Flood History Flood History Flood History Community Support Community Response 1 Ծ 2 Հ 2 Հ 3 Ժ 3 Ժ 3 Ժ 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)15 16 17 18 19 20 21 22 23 24 25 26 PUBLIC WORKS Memo To: Honorable Mayor Jirsa Board of Trustees Town Administrator Lancaster From: Kimberly Campbell, Chair, Transportation Advisory Board Date: January 7, 2018 RE: TAB supports the adoption of the Downtown Parking Management Plan You have recently been presented with a draft of the Downtown Parking Management Plan for your consideration. The Transportation Advisory Board encourages you to adopt this plan. Background: In November 2016, the Transportation Advisory Board (TAB) presented to the Trustees a memo requesting that the Town of Estes Park develop a downtown parking program, consisting of a seasonal paid parking program, an employee parking program, and a parking expansion plan. In early 2017, the Town hired Kimley Horn to prepare a downtown parking management plan. The Transportation Advisory Board would like to thank the Town for acting on our proposal and pursuing a solution to a challenging downtown parking environment. We are excited to be moving forward with an actionable plan. TAB participation in the development of Downtown Parking Management Plan: The Transportation Advisory Board monitored the Downtown Parking Program throughout its development. The Town created the Downtown Parking Management Plan Task Force to manage this initiative. At each TAB meeting, updates from the Task Force were presented by members Greg Muhonen (Director of Public Works) and/or Kimberly Campbell (Chair, Transportation Advisory Board). TAB actively participated in the public process to gather data that contributed to the development of the Downtown Parking Management Plan. At the recommendation of Kimley Horn, a comprehensive community outreach program was developed to gather the necessary data to customize this program to the needs and wants of the Estes Park community. TAB members hosted and facilitated community outreach events (small group conversations, both private and public), as well as actively solicited community input at a booth at farmer’s market in June 2017. Input from these events was shared with Kimley Horn and incorporated into the plan. TAB members also participated in the community outreach events hosted by the Town and facilitated by Kimley Horn, listening to the community’s perspectives on the developing plan and to provide input on the preliminary recommendations. TAB has now reviewed the proposed Plan and ask that the Trustees adopt the Downtown Parking Management Plan. Plan benefits: TAB finds the proposed Downtown Parking Management Plan to be:  Well-organized  Inclusive of past studies conducted by the Town  Shaped by the input received from the community and our community’s unique characteristics  Objective in its performance targets  Focused first on managing the Town’s existing assets before recommending costly improvements, and  Flexible in its implementation. TAB looks forward to the opportunity to work with a dedicated parking manager to fine tune the implementation of this plan and shape its rollout to the community. Summary: The Transportation Advisory Board shares a vision of downtown that is focused on people and creating positive experiences during their visit downtown; a vision that values pedestrians, bicycles and shuttles, and is not defined by vehicles, traffic and congestion. Achieving this goal requires action on many fronts, one of which is a strong parking strategy. Pedestrian facilities need to be enhanced (more parks, trails and wider sidewalks). A comprehensive bike strategy needs to be developed (east/west & north/south bike corridors to allow unfettered access through downtown, sufficient bike racks, a bike-share program, and bike racks on Town and RMNP shuttle systems). The proposed Downtown Parking Management Plan is a vital first step in achieving this vision. This plan is a huge step forward for the Town’s management of its parking operations, which has been an area of dissatisfaction for residents and visitors alike, as reflected in previous surveys of both audiences. 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'#" %"($$ , & ("" '#" %"($$ , (@.725;812><>232>2:02?6:;>12> (2.?;:.8<.61<.>76:4 (.82?@.D (<206.8@.D6:416?@>60@6 2 %>;<2>@E@.D %0)/ $ +$ $%+( ) *%() %-$*%-$ +) $)))) $*)%* $ '+ ( (%&(*/., ")., & ". $ )*( *, )%$" (! $ +''$ #*" #%( %"#'#"#% #$'#" January 23, 2018  Future Use of Senior Center Building.  Discussion of Fire District Request to Collect Impact Fee. Items Approved – Unscheduled:  Building Code Changes to Facilitate Redevelopment.  Broadband ProForma  Update from VIA Items for Town Board Consideration  Presentation on Countywide Wasteshed Study.  Quarterly Updates on Downtown Estes Loop Project. Future Town Board Study Session Agenda Items January 9, 2018 27 28