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HomeMy WebLinkAboutPACKET Town Board Study Session 2017-12-12 Tuesday, December 12, 2017 TOWN BOARD 5:00 p.m. – 6:50 p.m. STUDY SESSION Town Board Room 4:30 p.m. – 4:55 p.m. – Dinner Room 201/202 5:00 p.m. Final Review of 2017 Strategic Plan. (Town Administrator Lancaster) 5:10 p.m. Downtown Plan Final Draft Discussion. (Winter & Company and Planner Gonzales) 5:40 p.m. Zero Net Carbon Study Results. (Platte River Power Authority & Director Bergsten) https://www.prpa.org/znc/znc-report/ 6:40 p.m. Trustee & Administrator Comments & Questions. 6:45 p.m. Future Study Session Agenda Items. (Board Discussion) 6:50 p.m. Adjourn for Town Board Meeting. Town Board Study Session For December 26, 2017 Has Been Cancelled. AGENDA 1       2 TOWN ADMINISTRATOR Memo To: Honorable Mayor Jirsa Board of Trustees From: Frank Lancaster, Town Administrator Date: December 12th, 2017 RE: Final Review of 2017 Strategic Plan Objective: Report to the Town Board of the progress and completion of the objectives in the 2017 Town Board strategic plan Present Situation: Each year the Town Board develops and adopts a strategic plan that guides the projects, priorities and activities of the Town. The Plan contains a set of one year objectives that are tied to longer term goals, outcome areas, and ultimately to the mission of the Town organization. Staff prepares periodic progress updates to the Board describing the status of each of these objectives. This is the final report of 2017, which sums up the progress on each of the 2017 Board objectives. Proposal: None – report only Advantages:  Provides accountability for the staff  Provides direction to Town staff  Provides information to citizens about the priorities and actions of the Town  Provides accountability to the taxpayers and citizens Disadvantages:  none Action Recommended: None – report only Finance/Resource Impact: n/a Level of Public Interest High Attachments 2017 Strategic Plan Final Update Report 3 2017 Strategic Plan Final Summary Responsible % KEY OUTCOME AREAS Depts.Complete Comments I.ROBUST ECONOMY - Diverse, healthy year-round economy A Revise the sign code to be more simple and easier to understand while retaining the basic intent Com Dev 65% Outreach meeting held between staff and Partners for Commerce on Aug. 31; no major concerns. Planning Commission voted Sep. 19 to continue the Sign Code to Nov. 14th B Decide on options and next steps for implementation to provide increased broadband access Admin/Utilities 75% Engineering design is done. Uptown is working on a proforma which will recommended options. Will be presented in January. C Complete the broadband engineering design Admin/Utilities 100% The consultant completed the design. D Complete Downtown Neighborhood Plan and develop implementation options in partnership with the downtown residents and businesses Com Dev 90% Project is on schedule and on budget to date; anticipated conclusion December 2017. 3rd and final public workshop scheduled for Sep. 28; draft Plan is available online prior to workshop. E Serve a supportive role in the formation and operation of a Creative Arts District (needs to be reworded)Admin Suspended per strategic plan conversations F Continue to participate in local, regional and state economic development Admin Ongoing With the demise of the NCEDC and the the new NCEA being only open to private sector partners, the communication on regional economic development issues has diminished. We are in contact with the County economic development staff and communiciate on a regular basis with the other municipalities on items of general common concern. On the local level, there is strong communication and cooperation with the Estes Park EDC, Visit Estes Park, and Estes Valley Partners for Commerce. State connections through OEDIT are mostly conducted via the EDC. G The Board will define what products they desire from the Estes Park EDC Admin 90% see below H Define the role of Town government in economic development as it relates to the Estes Park EDC and other organizations Admin 95% Discussed at the study session on 2/14 and 4/11. The Board agreed the next step is to review the tasks attributed to the Town in the Avalanche Study and incorporated them into the Board's strategic plan which was done on 4/11. Those recommendations are included in the draft 2017 strategic plan. the Board study session on 4/11. These have been incorporated into the draft 2018 strategic plan. II.INFRASTRUCTURE - Reliable, efficient, up-to-date A Repair Fish Creek Trail damaged during flood Public Works 100% Roadway paving and trail repairs are complete. B Pursue funding opportunities for construction of Fall River Trail Public Works 100% The Town was not successful in acquiring a GoCo grant. We will pursue this again with the next round next year. C Start planning for the use of Trails Special Revenue Fund formed by 1A revenue Public Works 100% MacGregor, Brodie, Community, Riverwalk, Fall River, and W Moriane trails shown in CIP will spend all the 1A trails funds. D Complete construction of phase 1 of Visitor Center Transit Facility Parking Structure Public Works 100% Parking structure opened for operation Sat July 1. E Pursue funding for future phases of Visitor Center Transit Facility Parking Structure Public Works 100% Town Board approved Lease-Purchase funding package with Saulsbury Hill Financial and Security First for an additional $4.5m to fund the Ph2 3rd and 4th levels of the parking structure. F Pursue funding for additional parking Public Works 90% Downtown Parking Management Plan is underway and will explore potential revenue from paid parking, permits, and enforcement. Draft plan to be presented to the public December 7, 2017. G Develop an overall parking strategy plan Public Works 90% Kimley-Horn under contract for Downtown Parking Management Plan. Public meetings held in Aug, Sep, Oct, Dec to share data and gather public input. H Define and consider implementation of a paid parking program Admin/Public Works 90% See two parking items above. I Develop and adopt a policy on Town installation of empty conduit with other Town projects Utilities --- The existing practice does not require a policy. L&P will coninue with their existing practice of installing two spare conduit for future Town use. Regulatory issues restrict Investor owned utilities from purchasing Town owned conduit. J Consider implementation of the Storm Water master plan and formation of a storm water utility Public Works/Utilities 90% Anderson Engineering Consultants presented draft plan to Town Board at August and October study sessions. Complete Master plan will be presented to the Board of County Commissioners at a work session Dec 4th. K Revise Master Plan for Events Complex Com Svc --- Included in the CIP for 2019. L Develop a facilities needs assessment for equipment and other storage Public Works/Administration --- Consideration of Facility Needs Assessment pushed to 2019 budget conversations. M Replace the Mobile Stage Com Svc --- Included in 2019 Budget N Develop a plan and proposal for replacement and repair of security camera system Public Works 75% Security cameras and monitoring softeware completed for Town Hall and Visitor Center. Parking garage cameras completed. EC & Museum needs remain to be scheduled and funded. O Prioritize infrastructure needs and projects Admin/Public Works/Utilities ongoing 5 year CIP planning and annual work plan coordination is ongoing. III.EXCEPTIONAL GUEST SERVICES - preferred CO mtn destination, exceptional guest service 4 A Re-examine the findings and assumptions in the Johnson pro-forma projections Com Svc 100% Completed financial comparisons and analysis of the Johnson Report and an analysis of 2015, 2016 and 2017 projections. B Develop policy on the support and subsidy for special events Com Svc 80% Gathering information from other municipalities on any policies of support/partnership/sponsorship of their local events IV.PUBLIC SAFETY, HEALTH AND ENVIRONMENT - safe place to live, work, and visit A Participate as partner in County's regional wasteshed planning Admin ongoing TA Lancaster is participating in the TAC, and Mayor Pro-Tem Koenig is participating in the PAC B Prioritize and pursue projects and funding to reduce flood risk and flood insurance costs for the property owners and businesses of the Estes Valley Com Dev 35% No change in status as of early August. Mapping work still underway; draft maps expected early 2018. Adoption process w/ FEMA expected to take several years. C Work to restore the streams damaged by the flood and redefine the floodplains within Town boundaries Com Dev 65% Estes Valley Watershed Coalition (EVWC) projects underway Big Thompson, Fall River, Fish Creek, and trbutaries. EVWC continues to work on projects for Big Thompson, Fish Creek, and Fall River watersheds. V.OUTSTANDING COMMUNITY SERVICES - safe place to live, work, and visit, with housing available for all A Work with EVRPD to integrate the Senior Center into the new community center Admin/Cultural Svc Ongoing Crossroads will be taking over Meals on Wheels starting in 2018. Transition planning continues to go smoothly. B We will plan and implement the celebration of the 100th Anniversary of the Town.Com Svc/Admin 100% All events complete C Define housing needs and identify potential plans for action. Develop a strategy for addressing seasonal workforce housing demands Admin/Com Dev ongoing Planning Commission asked in July 2017 to adopted Housing Needs Assessment as element in Comp. Plan; no action to date. RM building height incentive approved in July. FAR code amendment adopted in October. D Develop and adopt appropriate code changes to encourage housing development Com Dev ongoing Master List of EVDC amendments memo reviewed with Town Board, BOCC on Sep. 18, 2017. Many amendments on list directly address housing issues. Staff will proceed with amendments as per schedule in memo. E Revise the sign code to be more simple and easier to understand while retaining the basic intent Com Dev 65%see above F Request Board of Appeals complete a review and make recommendations on procedures for processing permits and operations of the building department Com Dev 20%Board of Appeals currently seeking applicants for several vacancies; quorum has been difficult. G Develop philosophy and policy on funding support to outside entities Admin 100% Policy 671 Adopted H Explore the formation of a Family Advisory Board Admin 100% Approved by the Town Board of 2/14. Meetings ongoing. VI.GOVERNMENTAL SERVICES AND INTERNAL SUPPORT - high-quality, reliable, basic muni services for citizens, guest and employees, which being good stewards of public resources A Implement an enterprise-wide document management system Admin Svc 50% Servers are on site and iinstalled. Intial training complete. Software has been purchased. Developing policies for use of document management system (NOTE: this is a multi year project, not planned for completion in 2017). TRANSPORTATION - safe, efficient, well-maintained multi-modal systems for peds, vehicles and transit A Develop a 2040 multi-modal Transportation Master Plan Public Works ---Postponed indefinitly due to funding B Create a prioritized list of sidewalk, bike lanes and trail connectivity projects Public Works 100% Citizen priorities listed in 2016 Master Trails Plan. TAB & EVRPD Trails Committee jointly prioritized subset list of MacGregor, Fall River, Brodie, Community, Riverwalk, and W Moriane trails. Town projects added to CIP. C Continue preventative maintenance activities on Town roads, as adequate funds become available Public Works ongoing 2017 STIP work is completed. D Include bike/pedestrian lanes wherever possible along with street improvements Public Works ongoing MacGregor Ave impts included multimodal path on east side. Exploring new multimodal path on north side of Brodie Ave in 2018. E Investigate costs and options for expanding transit services year round Admin/Com Svc --- On Hold, next funding cycle for Federal Transit Fund isn't until 2018. We will relook at this for the next funding cycle. The option of a Regional Transit Authoirty was discussed on June 13th Study Session. This is item is on hold pending direction from the Board. F Develop a wayfinding signage plan for the downtown neighborhood, coordinated with the Downtown Neighborhood Plan Com Dev 60% Final Downtown Plan will include conceptually integrated approach to wayfinding signage downtown. Information available at Sep. 28 public workshop. 5 TOWN FINANCIAL HEALTH - maintain a strong and sustainable financial condition A Develop and adopt a financial reserve policy, including consideration of an overall reserve policy, including consideration of an overall reserve and minimum/maximum levels Admin/Finance 100%Completed B Explore areas for enhancing Town revenue - Annexation, Enforcement of Sales Tax Collection, Home Rule, Other Admin/Finance/Com Dev 70% Some preliminary discussion has been had. Need to develop a draft annexation policy for Board consideration. Working on enforcement of special event sales tax and business license requirments. Held Home Rule discussion with Board. Status Legend:Objective complete On Schedule Behind Schedule On Hold/Tabled/Suspended 6 Town Board Study Session Meeting December 12, 2017 Downtown Plan Final Draft Discussion To view the presentation as a full screen please use the following link. Downtown Plan Final Draft 7 A VISION FOR A RESILIENT FUTURE ESTES PARK, COLORADODOWNTOWN PLAN PUBLIC REVIEW DRAFT #2 DECEMBER 5, 2017 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan i Town of Estes Park Randy Hunt, Director of Community Development Audem Gonzales, Planner II/Project Manager Tina Kurtz, Environmental Planner/Planner III and Floodplain Administrator Greg Muhonen, Director of Public Works Consultant Team Noré Winter, Winter & Company Brad Johnson, Winter & Company Nicholas DiFrank, Winter & Company Steve Lane, BAS1S Architecture Vanessa Solesbee, Kimley-Horn Brian Valentine, Kimley-Horn Laurie Marin, Kimley-Horn Jamie Licko, Centro Bruce Race, RACESTUDIO Jim Leggitt, studioINSITE Downtown Plan Steering Committee (DPSC) Kimberly Campbell Tom Dority Sue Doylen Ann Finley Ginny McFarland Holly Moore Greg Rosner Cydney Springer Ron Wilcocks Faith Zimmerman ACKNOWLEDGEMENTS PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan iii Introduction 1 Background 2 Plan Purpose 6 Plan Administration 6 Implementation Considerations 7 Planning Assumptions and Regional Trends 8 Resilience and the Downtown Plan 9 Organization of the Downtown Plan 10 Community Process 11 Downtown Plan Outreach 12 Key Events and Activities 13 Adoption Process 14 Plan Vision 15 A Vision for Estes Park 16 Overarching Principles 18 Concept & Framework 23 Downtown Concept 25 Downtown Framework 26 Character Areas 43 Character Area 1: Arts & Culture 45 Character Area 2: Downtown Core 52 Character Area 3: Artisan & Craft Industries 67 Character Area 4: Community Services & Tourism Hub 78 TABLE OF CONTENTS 8 Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017iv Circulation 83 Active Transportation 85 Vehicle Circulation 91 Transit 94 Parking 99 Parking Management Recommendations 100 Preparing for the Future 107 Flood Mitigation 109 Three Levels of Flood Mitigation 110 Key Flood Mitigation Opportunities 112 Utility Infrastructure 117 Utility Infrastructure Systems 118 Downtown Plan Buildout Estimate 120 Overarching Utility Infrastructure Policies 121 Implementation 123 Implementation Recomendations 124 Setting Priorities 134 Appendices A.1 Appendix A: Design Guidelines A.3 Appendix B: Implementation Resources A. 29 TABLE OF CONTENTS PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 1 INTRODUCTION 1 1 INTRODUCTION Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 20172 Estes Park: A place like no other! It stands in a stunning location, with spectacular views, rushing rivers and a lively Downtown. Community members are energetic, care about the Town’s future and seek to assure a high quality of life for residents, workers and visitors. Downtown is also challenged. Its rivers >ÀiœÕÌÃÌ>˜`ˆ˜}>ÃÃiÌÃ]LÕÌ«ÀiÃi˜ÌÃiÀˆœÕÃyœœ`ÀˆÃŽÃ°,ˆÃˆ˜}ۈÈ̜À«œ«Õ>̈œ˜ÃvÀœ“Ài}ˆœ˜>œV>̈œ˜Ã and from afar help drive Downtown’s economy, but also result in impacts that require management and mitigation. Improving circulation and access, accommodating more housing, and building a more resilient community are everyday discussion topics for residents. This Plan addresses Downtown’s challenges and opportunities, and sets a vision for a more resilient future ̅>ÌLi˜iwÌÃ̅iVœ““Õ˜ˆÌÞ>̏>À}i°/…i/œÜ˜…>ÃiÝ«iÀˆi˜Vi`ŜVŽÃ]ˆ˜VÕ`ˆ˜}˜>ÌÕÀ>`ˆÃ>ÃÌiÀÃ] economic instability and swings in visitor populations. In each case, it has proven its ability to rebound. This Plan recommends actions that will minimize future shocks and support a more stable economy. The Plan sets forth several proposals for improving resilience. Some focus on broadening Downtown’s iVœ˜œ“ˆVL>Ãi>˜`ÃÌÀi˜}̅i˜ˆ˜}ˆÌÃÜVˆ>>˜`VՏÌÕÀ>˜iÌܜÀŽÃ°"̅iÀÃÃiiŽ̜“ˆ˜ˆ“ˆâiyœœ`ÀˆÃŽÃ° 7…ˆi̅i*>˜vœVÕÃiÃœ˜ œÜ˜ÌœÜ˜]ˆÌLi˜iwÌÃ̅ii˜ÌˆÀiVœ““Õ˜ˆÌÞLÞiÃÌ>LˆÃ…ˆ˜}>܏ˆ`ۈȜ˜>˜` framework for the future of the Town’s economic and cultural heart. Background In 2015, the Colorado Department of Local Affairs awarded a planning grant from the State Energy and Mineral Impact Fund to prepare a Downtown Plan. The Downtown Plan process was intended to result in documentation of a community-driven vision for Downtown over the next 20 years. The Estes Park Downtown Plan guides future Downtown development and infrastructure investments. The planning process was undertaken over the course of 2017 and 2018, and explored a range of Downtown topics ܈̅̅iVœ““Õ˜ˆÌÞ]ˆ˜VÕ`ˆ˜}̅iV…>À>VÌiÀœv`iÛiœ«“i˜Ì]“Տ̈‡“œ`>VˆÀVՏ>̈œ˜]yœœ`“ˆÌˆ}>̈œ˜] parking strategies and more. 9 INTRODUCTION 1 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 3 Regional Setting The Town of Estes Park is located in the southwest corner of Larimer County, just east of Rocky Mountain National Park and 30 miles west of Loveland. State Highways 34 and 36 connect Estes Park to the Front Range. Highway 7 provides a southern connection to Boulder County. The Fall River converges with the ˆ}/…œ“«Ãœ˜,ˆÛiÀˆ˜ ÃÌiÃ*>ÀŽLivœÀiyœÜˆ˜}i>ÃÌ̜œÛi>˜`>˜`Liޜ˜`°ˆ}ÕÀi£°£ŜÜà ÃÌiÃ*>ÀŽ܈̅ˆ˜ˆÌÃÀi}ˆœ˜>Vœ˜ÌiÝÌ° Estes Park Figure 1.1-Estes Park Regional Map 1 INTRODUCTION Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 20174 Local Setting The Plan Area is located in the north-central portion of the Town, just west of Lake Estes. Figure 1.2 shows the Plan Area within the local context. Plan Area Town Limits Figure 1.2-Local Context INTRODUCTION 1 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 5 Plan Area The Plan Area generally includes properties fronting Elkhorn Avenue, Big Thompson Avenue, Cleave Street and Moraine Avenue. The Plan Area is shown on Figure 1.3. Figure 1.3-Downtown Plan Boundary 10 1 INTRODUCTION Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 20176 Plan Purpose This Plan’s purpose is to document a community vision for the future of the Plan Area over the next 20 Þi>ÀÃ>˜`Liޜ˜`°ÌˆÕÃÌÀ>ÌiÃ>ۈȜ˜]«ÀœÛˆ`iÃëiVˆwVÀiVœ““i˜`>̈œ˜Ã>˜`>ÌiÀ˜>̈Ûi܏Ṏœ˜ÃvœÀ >V…ˆiۈ˜}̅>ÌۈȜ˜]>˜`ˆ`i˜ÌˆwiÃ>˜>V̈œ˜‡œÀˆi˜Ìi`ˆ“«i“i˜Ì>̈œ˜ÃÌÀ>Ìi}Þ̜Ài>ˆâiˆÌ°/…i*>˜ provides guidance for several topics, including land uses, the built environment, transportation and infrastructure. All recommendations are intended to meet an overarching vision for a resilient Downtown Estes Park that can respond, recover and adapt to slow and sudden shocks to its environment, economy and social fabric. The Downtown Plan serves as a framework and guide for future decision-making related to private development and public improvements. It should be used by community members, Town staff, potential investors and decision makers. All future public and private investments in Downtown should be reviewed for consistency with this Plan. Plan Administration This Plan was formally adopted as a XXXXXXX on XXXX XX, 2018. It will be administered by Town staff as proposed development projects are reviewed. It will also be used by committees, Town Board members, Planning Commissioners, community members and others in considering Downtown investments. Over time, the Plan may require periodic updates or amendments based on new information, a changing economy or other factors. All amendments to the document must be formally adopted by the Town Board. INTRODUCTION 1 December 2017 Estes Park, Colorado - Downtown Plan 7 Implementation Considerations This Plan’s vision will be achieved over the next 20 years through public investments by the Town and other agencies, private investments by landowners and local organizations and, in some cases, joint ventures between these entities. The design concepts included in this Plan demonstrate potential infrastructure projects and redevelopment opportunities. Concepts typically show a preliminary idea or a series of design alternatives, all of which meet the overall objectives of this Plan. Implementation of each concept will require further design study, coordination with property owners and analysis of potential ˆ“«>VÌð/…iëiVˆwVÀiVœ““i˜`>̈œ˜Ã«ÀiÃi˜Ìi`ˆ˜̅ˆÃ*>˜>Àiˆ˜Ìi˜`i`̜ÃiÀÛi>Ã>vÀ>“iܜÀŽ vœÀvÕÌÕÀi«>˜˜ˆ˜}° œ˜Vi«ÌÃ>Ài˜œÌ`iw˜ˆÌi>˜`܈ˆŽiÞÛ>ÀÞ`i«i˜`ˆ˜}œ˜>˜`œÜ˜iÀV…œˆViÃ] availability of public funding and future market conditions. The Plan’s recommendations should be interpreted with the following implementation considerations in mind: Balance Vision with Practicality The Plan includes a strong vision for action, but it is practical in how implementation is conceived. Plan implementation will take time and the Town will need to marshal economic and human resources, including grants and creative partnerships to achieve the vision. The Town should continually seek to build capacity to realize and manage improvements. Plan for Changing Conditions 7…ˆi̅i*>˜ÃiÌÃvœÀ̅>ÃÌÀœ˜}vÀ>“iܜÀŽ܈̅“>˜ÞëiVˆwVˆ`i>Ã]ˆÌŜՏ`Liˆ“«i“i˜Ìi`yi݈LÞ to respond to new information that may affect development opportunities and infrastructure projects. ƂÌiÀ˜>̈Ûi܏Ṏœ˜Ã̜ëiVˆwVÀiVœ““i˜`>̈œ˜Ã>Ài«œÃÈLi>˜`>ÓœÀi`iÌ>ˆi`«>˜˜ˆ˜}œVVÕÀà during implementation stages, adjustments can occur while remaining true to the Plan’s vision. Pursue Partnerships The Plan creates opportunity for private property owners to invest in Downtown, through expanding businesses, improving properties or creating amenities. It also sets a framework for private groups and «ÕLˆV>}i˜VˆiÃ̜«>À̘iÀˆ˜«ÀœiVÌÃ̅>Ì“iiÌ̅i*>˜½ÃۈȜ˜vœÀyœœ`“ˆÌˆ}>̈œ˜]VˆÀVՏ>̈œ˜>˜` access, parks and recreation, and create economic opportunities for landowners. The Plan should be ˆ“«i“i˜Ìi`̜iÛiÀ>}iv՘`ˆ˜}>˜`}>ˆ˜`œÕLiœÀiÛi˜ÌÀˆ«iLi˜iwÌÃvÀœ“i>V…`œ>Àˆ˜ÛiÃÌi`° 1 INTRODUCTION Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 20178 Planning Assumptions and Regional Trends This Plan is based on the following key assumptions and trends: Regional Growth The population along the Front Range is projected to grow substantially in the next 20 years, and a substantial proportion will be in the northern part, including Larimer County. New residents will follow jobs along the Interstate 25 corridor and will seek recreation, dining and shopping opportunities that capture the Rocky Mountain experience. Estes Park is well positioned to capitalize on this. Increased Housing Demand Downtown and many of its adjacent neighborhoods will accommodate additional housing in the next two decades and at increasing densities. This will provide market support for Downtown businesses and services. National Park Visitor Patterns Rocky Mountain National Park’s high visitation numbers will continue over the next two decades, providing a substantial market for Downtown. This includes those who stop in Town on their way to and from the Park and those who stay longer to take part in the Estes Park experience. Flood Impacts Flood risks will continue to be a concern over the next 20 years. Flood events will hold the potential to È}˜ˆwV>˜ÌÞˆ“«>VÌ̅iVœ““Õ˜ˆÌÞˆ˜VÕ`ˆ˜}ˆÌØ>ÌÕÀ>i˜ÛˆÀœ˜“i˜Ì]LՈÌi˜ÛˆÀœ˜“i˜Ì>˜`iVœ˜œ“ˆV system. 11 INTRODUCTION 1 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 9 Resilience and the Downtown Plan According to 100 Resilient Cities (100resilientcities.com), urban resilience is the capacity of individuals, communities, institutions, businesses, and systems within a town to survive, adapt, and grow no matter what kinds of chronic stresses and acute shocks they experience. In the context of the Downtown Plan, resilience is addressed by promoting policies that facilitate the community’s ability to prepare for, respond to and recover from short- and long-term shocks. Every policy, concept and recommendation in this Plan is intended to contribute to Downtown resilience. Environment The Rockies’ forests and rivers naturally recover when they experience drastic changes because they have evolved to withstand external shocks. They are resilient. Even so, Estes Park faces both potential slow moving and fast moving disasters. Slowly-occurring disasters, such as drought, climate change, >˜`ˆ˜Û>ÈÛiLiȉiÃ]VÀi>Ìi̅iVœ˜`ˆÌˆœ˜ÃvœÀv>Ã̇“œÛˆ˜}V>Ì>ÃÌÀœ«…ˆViÛi˜ÌÃÃÕV…>ÃvœÀiÃÌwÀiÃ>˜` yœœ`ˆ˜}° Economy and Fiscal Health /…iœV>iVœ˜œ“ÞˆÃiÝ«iVÌi`̜Li˜iwÌvÀœ“>˜iÝ«>˜`ˆ˜}ۈÈ̜ÀÃi>ܘ]>˜ˆ˜VÀi>Ãiˆ˜Þi>À‡ÀœÕ˜` ÀiÈ`i˜ÌÃ]>˜`>˜iÝ«>˜`ˆ˜}«œ«Õ>̈œ˜>˜`iVœ˜œ“ˆV}ÀœÜ̅°œÜiÛiÀ]yœœ`Ã>˜`˜>̈œ˜>VÀˆÃiÃV>˜ still shock Estes Park’s economy. A resilient economy is able to withstand this. Social Networks Creating a resilient Downtown requires maintaining and growing social and business networks that are redundant, meaning duplicate systems are in place in case of failure. These networks must also be adaptive to changing conditions and circumstances. Social networking and support for fellow community members makes Downtown more resilient. During disruptions, supportive relationships can help Downtown survive and recover more quickly. 1 INTRODUCTION Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201710 Organization of the Downtown Plan This Downtown Plan contains the following chapters following this Introduction: • Chapter 2, Community Process summarizes the public engagement process that led to this Plan. • Chapter 3, Plan Vision describes the vision for Downtown, including broad goals, objectives and principles. • Chapter 4, Concept & Framework describes the fundamental urban design concepts for Downtown, focusing on broader framework elements that apply across the Plan Area. • Chapter 5. Character Areas LՈ`Ãœ˜ …>«ÌiÀ{LÞ«ÀœÛˆ`ˆ˜}“œÀiëiVˆwVÀiVœ““i˜`>̈œ˜ÃvœÀ land use a,d physical design improvements for smaller areas within Downtown. • Chapter 6, Circulation ˆ`i˜ÌˆwiÃÀiVœ““i˜`>̈œ˜ÃvœÀLˆVÞViÃ]«i`iÃÌÀˆ>˜Ã]ÌÀ>˜ÃˆÌ>˜`«ÀˆÛ>Ìi automobiles. • Chapter 7, Parking ˆ`i˜ÌˆwiÃ…ˆ}…‡iÛi«>ÀŽˆ˜}ÃÌÀ>Ìi}ˆiÃ>˜`œLiV̈Ûið • Chapter 8, Flood Mitigation ˆ`i˜ÌˆwiÃyœœ`“ˆÌˆ}>̈œ˜œLiV̈ÛiÃ>˜`ÃÌÀ>Ìi}ˆið • Chapter 9, Utility Infrastructure ˆ`i˜ÌˆwiȘvÀ>ÃÌÀÕVÌÕÀiÕ«}À>`iÃ̅>Ì܈LiÀiµÕˆÀi`̜ÃiÀÛi anticipated Downtown development, including for wastewater, stormwater and potable water. • Chapter 10, Implementation provides an action-oriented strategy for implementing the Downtown Plan. • Appendices provide additional guidance and background information relevant to the Plan, including Downtown Design Guidelines. PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 11 COMMUNITY PROCESS 2 12 2 COMMUNITY PROCESS Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201712 Downtown Plan Outreach This section describes formal committees that were engaged for the Downtown Plan process and outreach methods. Downtown Plan Steering Committee (DPSC) The Downtown Plan Steering Committee (DPSC) was established by the Board of Trustees on October 13, 2015 to help guide the Downtown Plan process. It consisted of ten volunteer members appointed by the Town Board. The DPSC’s primary roles were as follows: 1. Provide guidance to the process and ensure ample public participation. 2. Review and provide feedback on process, content and Plan. 3. Serve as a link to the community by spreading news about the project. 4. Provide a venue for public input at their meetings. DPSC met monthly to review and discuss Plan and process-related topics. All DPSC meetings were noticed and open to the public. Technical Advisory Committee (TAC) A Technical Advisory Committee composed of Town staff and outside agencies provided technical assistance during the Downtown Plan process. The Town Departments joined representatives from outside agencies, such as Estes Valley Fire Protection. TAC meetings were open to Downtown Plan Steering Committee (DPSC) members. Outreach Methods An array of outreach methods were utilized to raise community awareness of the project and encourage participation, including: • Mailings • Press releases • Flyers • *Àœ«iÀÌÞ˜œÌˆwV>̈œ˜Ã • Project website staff promotion/interactions • Surveys DPSC visioning session This chapter describes the public process for the Downtown Plan. A range of community representatives participated, including local residents, town organizations, property owners, business owners, Town staff and other stakeholders. Board members and Commissioners also joined in public workshops, meetings and events. This chapter summarizes the community process including Downtown Plan committees, outreach events and the adoption process. Figure 2.1 shows the Downtown Plan process in graphic format. COMMUNITY PROCESS 2 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 13 Key Events and Activities This section describes the public events held during the planning process. Community Workshop #1 In late February 2017, the Town held an initial community workshop at the Estes Park Event Center. Over 45 community members attended. A project overview was provided, followed by a short question and answer period. Next, participants engaged in a series of group exercises to identify key assets and critical issues in the Downtown. They then generated ideas for the future of Downtown. At the end, each group shared the highlights of their work. PLAN DEVELOPMENT TASK 5 VISIONING/ EVALUATION TASK 4 COMMUNITY OBJECTIVES TASK 3 EXISTING CONDITIONS TASK 2 PROJECT INITIATION TASK 1 IMPLEMENTATION PLAN TASK 6 PLAN ADOPTION TASK 7 20182017DOWNTOWN PLAN STEERING COMMITTEE MEETING (OPEN TO THE PUBLIC) MAJOR PROJECT DELIVERABLE COMMUNITY WORKSHOP (3 WORKSHOPS) ADOPTION HEARINGS Figure 2.1-Project Schedule 2 COMMUNITY PROCESS Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201714 Community Workshop #2 In late April 2017, the Town held a multi-day Community Workshop to review preliminary Downtown policies and concepts generated by Town Staff and the consultant team. Public Open House - The full-day Open House provided an overview of the project and offered community members an opportunity to review and comment on initial plan concepts. Material was displayed on large-format boards so community members could engage at their desired pace. Learn & Share Sessions - Learn & Share Sessions included expert presentations and community `ˆÃVÕÃȜ˜>LœÕÌ>ÀV…ˆÌiVÌÕÀ>`iÈ}˜]«>ÀŽˆ˜}]ÕÀL>˜`iÈ}˜>˜`ˆ“«i“i˜Ì>̈œ˜Éw˜>˜Vˆ˜}° Stakeholder Interviews - Consultant team members facilitated a series of Focus Group meetings with key stakeholders, including property owners, Downtown business owners and others. Technical Advisory Committee (TAC) Meetings - TAC members worked with the consultant team on special assignments throughout the event, including: • Site planning concepts • Streetscape design concepts • Bicycle and pedestrian circulation network design • Flood mitigation alternatives Community Workshop #3 On September 28, 2017 the Town held an Open House to present the Draft Downtown Plan. About 70 people attended. The workshop began with a brief presentation of the Downtown Plan and then participants reviewed summary posters and shared their feedback with Town Staff and consultant team. Adoption Process /…ˆÃ*>˜Ü>ÃœvwVˆ>Þ>`œ«Ìi`LÞ̅i/œÜ˜ œ>À`œ˜88888]Óä£n°/…ˆÃÃiV̈œ˜œÕ̏ˆ˜iÃ̅i«ÀœViÃð Town Board Study Session - The Plan was presented to the Town Board in a study session on December 12, 2017. Town staff and the consultant answered questions and received feedback from Board members. The meeting also included a public comment period. Town Board Adoption Hearing - The Downtown Plan was adopted by the Town Board on XXX XX, Óä£n°/œÜ˜ÃÌ>vvÃՓ“>Àˆâi`w˜>V…>˜}iÃ̅>ÌÜiÀi̜Liˆ˜Ìi}À>Ìi`ˆ˜Ìœ̅iˆ˜>*>˜°/…i/œÜ˜ œ>À`>`œ«Ìi`̅i*>˜œ˜Vœ˜`ˆÌˆœ˜̅>Ì̅iˆ`i˜Ìˆwi`V…>˜}iÃܜՏ`Li“>`i° %QWPV[$QCTF%GTVKƂECVKQP-ƂÃ>w˜>ÃÌi«ˆ˜̅i>`œ«Ìˆœ˜«ÀœViÃÃ]̅i œÜ˜ÌœÜ˜*>˜Ü>ëÀiÃi˜Ìi` to the Larimer County Board of County Commissioners on XXX XX, 2018. 13 PLAN VISION 3 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 15 PLAN VISION 3 3 PLAN VISION Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201716 A Place Like No Other Downtown will be valued as a place that is distinct in the design and integration of its built environment within its unique natural, mountain setting. A Complete Community Downtown will house a healthy mix of businesses that serve locals and visitors. This will include professionals from the Front Range seeking a mountain lifestyle. Residences in the Downtown and in nearby neighborhoods will offer a range of housing choices and broaden the customer base that will help stabilize economic cycles for local businesses. Existing and new businesses will thrive in this environment. Where Water is an Asset Downtown will be known as the best place to experience Rocky Mountain rivers. A wide range of in- ÃÌÀi>“ˆ“«ÀœÛi“i˜ÌÃ܈Ài`ÕViyœœ`ˆ“«>VÌÃ>˜`iÃÌ>LˆÃ…˜iÜœ««œÀÌ՘ˆÌˆiÃvœÀÃ>viÞi˜}>}ˆ˜}܈̅ water in an urban mountain setting. A Place With its Own Story /…i…ˆÃ̜ÀÞœv̅iVœ““Õ˜ˆÌÞ>Ã̅iwÀÃÌ}>ÌiÜ>ÞVœ““Õ˜ˆÌÞ̜̅i,œVŽˆiÃ܈LiÜi‡Ž˜œÜ˜>˜`ˆÌà more recent history of resilience will be studied by many towns around the world. Easy to Access Downtown will be easily accessible, with a variety of transportation modes. Circulation into and around Downtown will be easy with a network of alternative routes. One Place with Many Parts While Downtown is perceived as a cohesive place, it is also recognized as having distinct districts that feature different uses, themes and unique integration with natural resources. Vision Statement and additional concepts described in this chapter provide the community of Estes Park with an overall vision for the future of Downtown Estes Park. This overall vision informs the recommendations and requirements in the chapters that follow. A Vision for Estes Park Envision Downtown as a place with a sustainable economy that is resilient and nimble enough to meet future challenges and capture new opportunities. Downtown Estes Park will be the heart of the community and it will serve residents, visitors and workers with a healthy mix of businesses, civic and cultural facilities. It will be recognized regionally as a desirable place to live and work, and to enjoy the Rocky Mountain lifestyle. It will retain its small-town character while accommodating moderate, compatible growth. Downtown Estes Park will be appreciated internationally for its creativity, energy and resilience. The Downtown Plan lays the groundwork for public and private investments to enhance existing resources and create new places. These investments will make Downtown a destination to be rediscovered each time one visits, a place that is attractive to residents, and an economic engine for the community. Downtown Estes Park will be known as: PLAN VISION 3 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 17 Conceptual rendering of redeveloped Town Hall site 14 3 PLAN VISION Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201718 Overarching Principles This section provides broad principles for future public and private investments in Downtown. Economic Vitality These principles focus on the economic well-being of Downtown and the Town as a whole. Create a strong and diverse year-round economy. A mix of businesses should serve local residents and workers as well as visitors. The economy should extend beyond tourism, with a strong segment of region-serving businesses and professionals who work nationally and live in Estes Park. Promote a `ˆÛiÀÃiiVœ˜œ“Þ̅>Ì«ÀœÛˆ`iÃ>ÃÌ>LiÜÕÀViœvœLÃ>˜`Li˜iwÌÃ̅iVœ““Õ˜ˆÌÞ>Ã> whole and supports existing and new businesses. Pursue improvements in data coverage, ÌÀ>˜Ã>V̈œ˜ivwVˆi˜VÞ>˜`ÌiiVœ““Õ˜ˆV>̈œ˜Ã̜ÃÌÀi˜}̅i˜̅iœV>iVœ˜œ“Þ° Leverage the strong growth along the Front Range. The region’s growing population will result in more people visiting Estes Park for dining, entertainment and mountain excursions. Take advantage of a growing economy along the Front Range to create opportunities for Downtown. Strategically invest in infrastructure to incentivize private investment. Make public investments in infrastructure to attract and leverage private investment. The Town and private development must contribute to improve Downtown. Create a coordinated management program. Examine the current organizational structures in place to identify opportunities for collaboration and expansion of services. Partnerships should be coordinated between the Town, County and other existing organizations. Conceptual rendering of activated Cleave Street Conceptual rendering of activated Elkhorn Avenue PLAN VISION 3 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 19 Community Character These principles focus on establishing a physical character and cultural experience that improves quality of life, makes Downtown unique and keeps visitors coming back. Celebrate Downtown as the civic center of the community. Maintain key governmental institutions in Downtown and promote additional ones. Keep Downtown’s character “distinctly Estes Park.” The eclectic nature of buildings, open spaces, goods and activities should be celebrated and continued. The sense of discovery that comes from walking Downtown should remain exciting and interesting. Creative architecture should reinforce the quaint mountain town heritage of Estes Park. The heritage of Estes Park as an early gateway to the Rockies should be celebrated through active cultural programs, interpretive exhibits and historic buildings. Use land efficiently. Promote a moderate increase in density and intensity of development to make best use of available land. Prioritize placemaking. Encourage a mix of uses that activates pedestrian-oriented streets to create a vibrant Downtown. Great public spaces, parks and plazas complement streets and waterways. Public spaces should be animated with uses and elements that generate activity. Maintain nature as fundamental to the Downtown experience. Maintain a sense of connection to the outdoors. Views to rivers, the mountains and other natural attractions should be key features. Residents and visitors should enjoy rivers, trails and overlooks. ÛiÀÞ`>Þi˜VœÕ˜ÌiÀÃ܈̅>˜ˆ“>Ã]܈`yœÜiÀÃ>˜`œÌ…iÀÀi}ˆœ˜>yœÀ>>˜`v>՘>ŜՏ`Ài“>ˆ˜ distinctive experiences Downtown. Protect natural wildlife movement patterns and sensitive areas, including through public education and awareness. Support the arts. Integrate art throughout Downtown as a part of the quality of life and as an economic development strategy. Use indoor and outdoor places for presentation of art, theater, music, written and visual arts throughout the year. This includes public and private arts facilities. In addition to the more formal arts scene, maintain Downtown as a place for people to meet and engage in conversations that enhance the cultural experience. Promote mixed use development that is compatible with Downtown. View arts and culture as an inclusive and diversifying feature in a strong and enduring Downtown economy. 3 PLAN VISION Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201720 Circulation and Access These principles focus on how people move through Downtown, for all modes of travel. Expand Downtown connectivity and links to abutting neighborhoods. A network of streets, walkways and trails should provide access within Downtown and to and from nearby neighborhoods. Create convenient access across Downtown, from Elkhorn Lodge in the West to the Visitor Center at the East to Piccadilly Square to the South. Prioritize bicycle and pedestrian circulation. Excellent and interconnected pedestrian facilities should connect Downtown destinations, transit facilities and other important features. Make parking and transit facilities easily accessible. Residents and visitors should be educated about all options so they can make the right parking choice for their trip. Parking facilities should support access to transit, pedestrian walkways, bike routes and key Downtown destinations. Existing on- and off-street parking assets should be actively managed to “>݈“ˆâiivwVˆi˜VÞ°-…ÕÌ̏iÃiÀۈViŜՏ`LiiÝ«>˜`i`̜“œÀiivviV̈ÛiÞÃiÀÛi œÜ˜ÌœÜ˜° Manage Rocky Mountain National Park visitor traffic. Public transit, trail access and parking facilities should be designed to accommodate seasonal (and even daily) changes in visitor volumes to the park. Downtown should continue to offer œ««œÀÌ՘ˆÌˆiÃvœÀ̅œÃi܅œۈÈÌ̅i*>ÀŽLÀˆiyÞœÀ are unable to enter and must wait. Create effective wayfinding systems. “«ÀœÛiÜ>Þw˜`ˆ˜}ÃÞÃÌi“Ã̜Li˜iwÌÃ>“œ`ià of circulation. Visitors should be able to quickly and easily navigate Downtown. Reduce congestion to enhance the user experience. State-of-the-art telecommunications systems should be developed. Provide improved directions for driving and parking. The street grid should be expanded where possible to provide alternative access routes. Reinforce major corridors by locating key civic WUGURNC\CURWDNKECTVCPFYC[ƂPFKPICNQPIOCLQT streets and pathways. Create convenient access in Downtown to regional trails. Emphasize mix-mode access to and through Downtown.15 PLAN VISION 3 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 21 Conceptual rendering of pedestrian and bike connections along Fall River at Moraine Avenue West Elkhorn Avenue sidewalk expansion concept. 3 PLAN VISION Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201722 Resilience These principles focus on Downtown resilience. Make Downtown more resilient to flooding. iÈ}˜VÀˆÌˆV>ˆ˜vÀ>ÃÌÀÕVÌÕÀi>˜``iÛiœ«“i˜Ì̜Ài`ÕViyœœ`ÀˆÃŽ°,œ>`Ã]«>ÀŽÃ]LՈ`ˆ˜}Ã>˜`œÌ…iÀ vi>ÌÕÀiÃŜՏ`>vÕÀ̅iÀ œÜ˜ÌœÜ˜½Ã>LˆˆÌÞ̜«ÀiÛi˜Ì]“>˜>}i]Ài뜘`̜>˜`ÀiVœÛiÀvÀœ“yœœ` iÛi˜Ìð iÛiœ«yœœ`>iÀÌÃÞÃÌi“ÃÕȘ}Ài“œÌiÃi˜Ãˆ˜}>˜`LiÃÌ«À>V̈ViÌiV…˜œœ}ˆiÃ̜…i««ÀœÌiVÌ Downtown. Address resilience in circulation. Create a circulation system that can adapt to closures due to disasters or disruptions. Downtown’s Àœ>`Ü>ÞÃŜՏ`LiۈiÜi`>ëÀˆ“>Àޏˆ˜ŽÃ̜œÌ…iÀVÀˆÌˆV>ˆ˜vÀ>ÃÌÀÕVÌÕÀi­ˆ°i°]…œÃ«ˆÌ>Ã]ÃV…œœÃ]wÀi>˜` «œˆViÃÌ>̈œ˜Ã]Vœ““iÀVˆ>ÃiÀۈViÃ>˜`ÀiVÀi>̈œ˜®°,œ>`Ü>ÞÃÞÃÌi“ÃŜՏ`Liyi݈Li]Ài`՘`>˜Ì>˜` adaptable to closures, while emphasizing mix-mode access to and through Downtown. Address resilience in land use. Promote land uses that make Downtown more resilient to economic shocks. Land use should be viewed as a vital component to placemaking where a mix of complementary uses is the objective. Address resilience throughout culture and art Arts and culture should be viewed as an inclusive and diversifying feature in a strong and enduring Downtown economy. Promote and fund business and property owner organizations to build stronger social cohesion among Downtown stakeholders. Artists should be engaged in Downtown resilience efforts. Use landscape and streetscape design to improve VJGECRVWTGCPFEQPXG[CPEGQHUVQTOƃQYU Design open space, recreation and transportation KPHTCUVTWEVWTGCUCPKPVGITCVGFRCTVQHVJGƃQQF control system. December 2017 Estes Park, Colorado - Downtown Plan 23 CONCEPT & FRAMEWORK 4 16 4 CONCEPT & FRAMEWORK Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201724 This chapter sets out a framework for physical design and circulation in Downtown. Concepts and recommendations focus on how people will move around Downtown and the design elements that ܈`iw˜i̅iˆÀiÝ«iÀˆi˜Vi°/…iˆ`i>Ó>««i`>˜`ˆÕÃÌÀ>Ìi`ˆ˜̅ˆÃV…>«ÌiÀ“>Þ˜ii`̜Li>`ÕÃÌi` somewhat during implementation in response to a variety of future unknown factors, but the overall objectives should be maintained. CONCEPT & FRAMEWORK 4 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 25 Figure 4.1-Downtown Concept Diagram Downtown Concept The Downtown Concept, shown in Figure 4.1, illustrates and describes the primary organizing features for the Plan Area. The Plan should be considered as four subareas, as shown abstractly in grey bubbles œ˜ˆ}ÕÀi{°£°>,ˆÛiÀ] ˆ}/…œ“«Ãœ˜,ˆÛiÀ>˜` >VŽ >˜Þœ˜ ÀiiŽyœÜ̅ÀœÕ}…̅i*>˜ƂÀi>>˜` …i«`iw˜i̅i œÜ˜ÌœÜ˜iÝ«iÀˆi˜Vi°Ƃ˜iÌܜÀŽœvÀœ>`Ã]“Տ̈‡ÕÃiÌÀ>ˆÃ>˜`«i`iÃÌÀˆ>˜«>̅ëÀœÛˆ`i access throughout Downtown. Creeks and Rivers as Central Downtown Features Big Thompson River, Fall River and Black Canyon ÀiiŽÃÌÀœ˜}Þˆ˜yÕi˜Vi̅ivœÀ“œv œÜ˜ÌœÜ˜½Ã streets and properties. While they present challenges, they are key assets that should shape the Downtown experience. Distinct Downtown Subareas Downtown is not a homogenous area, but a set of subareas with differing characteristics. These differences should be embraced and reinforced. Seamless and Safe Mobility Downtown’s active transportation network is VÀˆÌˆV>vœÀˆÌÃÃÕVViÃð->vi]ivwVˆi˜Ì]ÕÃiÀ‡ friendly pedestrian and bicycle facilities should serve locals and visitors and be integrated with accessible vehicle, transit and parking access. Mobility systems should connect Downtown to greater Estes Park and the region. Fusion of Town and Nature Downtown’s character is synonymous with nature. Elements include topographical features, waterways and dramatic views. The presence of nature should be reinforced and strengthened. 4 CONCEPT & FRAMEWORK Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201726 Figure 4.2-Downtown Framework Map Downtown Framework /…ˆÃÃiV̈œ˜ˆ`i˜ÌˆwiÃŽiÞVœ˜Vi«ÌÃvœÀˆ“«ÀœÛˆ˜}̅iLՈÌi˜ÛˆÀœ˜“i˜Ìˆ˜ œÜ˜ÌœÜ˜°Ì>``ÀiÃÃiÃ>ÃiÀˆiÃœv̜«ˆVÃ]ˆ˜VÕ`ˆ˜}«ÕLˆVÀi>“ˆ“«ÀœÛi“i˜ÌÃ] placemaking elements, multi-modal connectivity and development character. In addition to the Downtown Framework Map illustrated in Figure 4.2, components of the Downtown Framework are illustrated in Figures 4.3 through 4.7 17 CONCEPT & FRAMEWORK 4 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 27 Downtown Character Areas As discussed above, Downtown is not a homogenous district, but a series of unique subareas, or “Character Areas.” As illustrated in Figure 4.2, Downtown should evolve as a series of distinct Character Areas. Each Character Area should have its own tailored vision, and development character, land ÕÃiÃ>˜`«ÕLˆVˆ˜vÀ>ÃÌÀÕVÌÕÀiŜՏ`ÀiyiV̰̈ iÈ}˜œvLՈ`ˆ˜}ÈÌiÃ>˜`̅i«Àœ«œÃi`ˆ˜Ìi˜ÃˆÌÞœv development are key elements of development character. Character Areas are as follows: 1. Arts and Culture 2. Downtown Core 3. Artisan and Craft Industries 4. Community Services and Tourism Hub The purpose of the Character Area system is to promote the development of distinctly different ˜iˆ}…LœÀ…œœ`Ã]ˆ˜ÌiÀ“ÃœvÕÃiÃ>˜`«…ÞÈV>>««i>À>˜Vi°*i>ÃiÃii …>«ÌiÀxvœÀëiVˆwV recommendations by Character Area. Streets as Public Space Downtown streets should be designed to accommodate all users, including pedestrians, bicyclists and vehicles. They should provide space for social interaction, special events and, in some locations, a Ãi>“iÃÃiÝÌi˜Ãˆœ˜œv}ÀœÕ˜`yœœÀLÕȘiÃÃiðƂÃŜܘˆ˜ˆ}ÕÀi{°Ó]«>ÀÌÃœv7iÃÌ Ž…œÀ˜ƂÛi˜Õi] Cleave Street and Weist Drive should be redesigned as integral components to complete an exceptional mountain town street grid. Streets like Elkhorn Avenue, Big Thompson Avenue, Moraine and Riverside Drive will continue as key components of Downtown street life. River Access and Flood Mitigation The Plan recommends improving waterways as signature public spaces that are also designed to reduce yœœ`ÀˆÃŽÃ°ˆ}ÕÀi{°Óˆ`i˜ÌˆwiÓ>˜ÞœV>̈œ˜Ã̜Vœ˜Ãˆ`iÀ°*œÌi˜Ìˆ>ˆ“«ÀœÛi“i˜ÌÃvœÀi>V…œV>̈œ˜>Ài discussed in further detail in Chapter 5. ˜}i˜iÀ>yœœ`Ü>Þˆ“«ÀœÛi“i˜ÌÃ]ˆ˜VÕ`ˆ˜}iÝ«>˜Ãˆœ˜>˜`i˜>À}i“i˜Ìœvi݈Ã̈˜}Vœ˜ÛiÞ>˜Vi infrastructure should be designed to incorporate additional design elements that improve Downtown, such as: • Multi-use trails • Trail underpasses • Terraces that overlook rivers • *>ViÃ̜i˜}>}i̅iÜ>ÌiÀ]ˆ˜VÕ`ˆ˜}wň˜}>˜`Ž>Þ>Žˆ˜} Terraces can serve outdoor recreation during PQTOCNƃQYUDWVEQPXG[YCVGTFWTKPIƃQQF events. Design a building to provide interest to those walking by and on adjacent sidewalks. 4 CONCEPT & FRAMEWORK Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201728 Coordinated Active Transportation ˆ}ÕÀi{°Óˆ`i˜ÌˆwiÃ>«Àœ«œÃi`>V̈ÛiÌÀ>˜Ã«œÀÌ>̈œ˜˜iÌܜÀŽvœÀ œÜ˜ÌœÜ˜̅>Ì>VVœ““œ`>ÌiØœ˜‡ motorized circulation. Downtown should be designed to reduce dependence on auto travel by making walking and bicycling more appealing and accessible. Pedestrian and bicycle circulation system improvements should include: • Expanding sidewalk widths • Building new multi-use trails shared by pedestrians and bicyclists • Filling public Riverwalk connectivity gaps throughout Downtown • Installing on-street bicycle facilities Crossing Improvements Improving safety and connectivity for pedestrians and bicyclists in the Downtown requires enhanced crossings of roads and rivers. Figure 4.2 shows potential crossing enhancement locations. Options include: • At-grade crossing improvements »Improved crosswalks »Pedestrian refuge islands »Crossing technology improvements »Bulbouts that shorten crossing distances • Grade-separated crossings »Underpasses »Pedestrian/bicycle bridges /WNVKWUGVTCKNUECPCKFKPƃQQFEQPXG[CPEG Pedestrian circulation should be enhanced with crossing improvements. Curb extensions or ‘bulb- outs’ increase pedestrian visibility and decrease pedestrian crossing time. The ‘bulb-out’ pictured above also includes a curb-cut to collect water HTQOUVQTOƃQYUCPFUPQYOGNV CONCEPT & FRAMEWORK 4 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 29 The Park Theatre is a prominent community focal point. Gateways Gateways are locations where physical design elements within the street and/or as part of private `iÛiœ«“i˜ÌiÃÌ>LˆÃ…>Ãi˜ÃiœvۈÃÕ>i˜ÌÀÞ̜ œÜ˜ÌœÜ˜°/…Àii>Àiˆ`i˜Ìˆwi`œ˜ˆ}ÕÀi{°Ó° >˜`ÃV>«ˆ˜}]«ÕLˆV>ÀÌ]ÃÌÀiiÌ`iÈ}˜ii“i˜ÌÃ]Ü>Þw˜`ˆ˜}È}˜>}i]LՈ`ˆ˜}`iÈ}˜œÀœÌ…iÀii“i˜Ìà should be used to establish a gateway. Community Focal Points Community Focal Points are nodes of activity within Downtown that contribute to the physical identity of a Character Area. Figure 4.2 shows both existing Focal Points that should be reinforced and enhanced and new Focal Points that should be integral Downtown landmarks and activity nodes. Additional Focal Points should be established at additional Downtown locations as opportunities arise. Future development should respond to and engage community anchors. These include: • Park Theatre • Town Hall area • Elkhorn Lodge • Bond Park • Performance Park • Knoll-Willows Open Space • Visitor Center Area • Riverwalk and Riverwalk Plaza iÜVœ““Õ˜ˆÌÞvœV>«œˆ˜ÌÈ`i˜Ìˆwi`œ˜ˆ}ÕÀi{°Óˆ˜VÕ`i\ • West Elkhorn Avenue • Cleave Street .CPFUECRKPIRWDNKECTVCPFYC[ƂPFKPIU[UVGOU help announce arrival into Downtown. 18 4 CONCEPT & FRAMEWORK Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201730 Connectivity An interconnected and integrated multi-modal circulation network should be established in Downtown as illustrated in Figure 4.3. Transit and vehicle facilities should be designed to complement active ÌÀ>˜Ã«œÀÌ>̈œ˜v>VˆˆÌˆiðœÀiëiVˆwVÃvœÀi>V…“œ`i>Àiˆ˜VÕ`i`ˆ˜ …>«ÌiÀÈ° TRANSIT CIRCULATION Shuttles should provide round trip access via a Downtown loop that travels through all four Character Areas. Transit service should be coordinated with public parking areas, Community Focal Points and other destinations. VEHICULAR CIRCULATION This Plan assumes the Loop will be constructed as planned, but also proposes additional enhancements to the existing vehicular network. The vehicular network should maximize connectivity and create alternative options for getting around Downtown. Network expansion should support increased convenience for residents, but also provide alternative routes for use during special events or during emergencies where a route may be unavailable. This image shows a street that supports a mix of primary circulation modes including bicycles, pedestrians, passenger vehicles and transit. CONCEPT & FRAMEWORK 4 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 31 Figure 4.3-Proposed Downtown Connectivity Concept Diagram 4 CONCEPT & FRAMEWORK Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201732 On-street bicycle facilities include bike lanes and other facilities that are located within the street right-of-way. BICYCLE CIRCULATION Downtown should accommodate continuous and safe bike access for locals and visitors, and riders of different skill levels. As shown on Figure. 4.4, a variety of facilities should be utilized, including: • Off-street Facilities - Multi-use paths or bikeways that are shared with pedestrians and physically separated from vehicular roadways. • On-Street Facilities‡>VˆˆÌˆiÏœV>Ìi`܈̅ˆ˜̅iÃÌÀiiÌÀˆ}…̇œv‡Ü>Þ>˜`>`>Vi˜Ì̜Ûi…ˆVՏ>ÀÌÀ>vwV° »Bike Lanes - Bike lanes or other facilities that are located within the street right-of-way, but where striping or a physical separation creates an exclusive space for bikes separate from vehicles. »Shared Routes‡-ÌÀiiÌÃ̅>Ì>ÀiœvwVˆ>Þ`iÈ}˜>Ìi`>ÃLˆVÞViÀœÕÌiÃ>˜`>ÀiiˆÌ…iÀÈ}˜i`œÀ striped to alert motorists to the presence of bicyclists. Bicycles and automobiles share the street space since no exclusive space or physical separation is provided for bikes. A sharrow is a shared cycle/vehicle lane with markings to warns motorists that this is an important cycle route. Design circulation to promote walkability and bicycling, while still safely accommodating vehicle access. Increase connectivity with bicycle facilities, enhanced sidewalks and other facilities. Expand the existing transportation network to provide additional options for multi-modal circulation. 19 CONCEPT & FRAMEWORK 4 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 33 Figure 4.4-Downtown Bicycle Circulation Concept Diagram 4 CONCEPT & FRAMEWORK Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201734 Open Space System Downtown should feature a variety of open spaces to promote social gathering, special events and passive activities. Open space is used as a general term in this section to describe outdoor places, including green parkspace, recreational features, pedestrian-oriented streets and hardscaped plazas. Figure 4.5 shows the proposed Downtown open space system. It includes existing facilities and new open spaces. It does not show smaller open spaces that could occur in a variety of locations throughout Downtown, such as parklets or pocket parks. • Plazas - ƂVœ˜w˜i`]…>À`‡ÃÕÀv>Vi«ÕLˆVë>ViÕÃi`vœÀ«>ÃÈÛi«ÕLˆV}>̅iÀˆ˜}>˜`ëiVˆ>iÛi˜Ìð • Parks - A landscaped, soft-surface public open space designed for both active and/or passive recreation. • Pocket Parks - Small public open spaces that are accessible to the general public and are frequently created on a single vacant building lot or small, irregular pieces of land. Pocket parks could include hard surface or soft-scape areas. • Linear Open Spaces - Parkways, greenways or riverwalk segments that follow a linear feature. • Natural Open Spaces - An area that retains and/or respects its natural composition of landform, plants and habitats, such as Knoll-Willows Open Space. • Streets as Open Space - Street adjacent public space, such as enhanced sidewalk areas. Temporary street closures provide opportunities for street festivals, art fairs or farmers markets. • Temporary Open Spaces - Pop-up public gathering spaces that are designed for a limited time >˜`vœÀ>ëiVˆwVv՘V̈œ˜]ˆ˜VÕ`ˆ˜}«>ÀŽiÌÃ]܅ˆV…iÝÌi˜`È`iÜ>Ž>Ài>Ș̜>˜œ˜‡ÃÌÀiiÌ«>ÀŽˆ˜} space. ENHANCEMENTS TO EXISTING OPEN SPACES The Downtown Plan recommends that all open spaces be continually evaluated to ensure that they are appropriately programmed for user needs, access is adequate, and lighting and other elements create a safe environment. NEW OPEN SPACES New open spaces should be established Downtown that create placemaking amenities and achieve resilience objectives. New open spaces should be safe, inviting and accessible to all. ˆ˜ŽÃLiÌÜii˜œ«i˜ë>Viii“i˜ÌÃŜՏ`LiiÃÌ>LˆÃ…i`œÀi˜…>˜Vi`°7>Þw˜`ˆ˜}ˆ“«ÀœÛi“i˜Ìà should highlight open spaces, such as Bond Park, the Riverwalk and others. Plazas should be incorporated into the Downtown open space system. Orient outdoor public spaces toward natural amenities. CONCEPT & FRAMEWORK 4 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 35 Figure 4.5-Open Space System 20 4 CONCEPT & FRAMEWORK Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201736 Public Art Downtown’s physical character should reinforce Estes Park as an arts center and destination. Public art is a major driver of Downtown’s identity and should be integrated where opportunities emerge. Public improvements and private development projects should accommodate and showcase work by local, Ài}ˆœ˜>>˜`˜>̈œ˜>>À̈ÃÌÃ]܅i˜«œÃÈLi°-«iVˆwVÀiVœ““i˜`>̈œ˜ÃÀi>Ìi`̜̅i>ÀÌÃ>Ài>ÃvœœÜÃ\ REMOVE REGULATORY BARRIERS TO THE ARTS Review current zoning and other regulatory requirements to determine if any barriers exist to the display of public art or the incorporation of art in private development. Remove barriers to encourage temporary and permanent display of public art. ENGAGE LOCAL ARTISTS Engage Estes Park’s artist community in competitions, collaborative projects and the creation of art to be displayed publicly. This could be done in a variety of ways, including through local design competitions or sourcing for murals and temporary public art installations. Engage local artists in planning for Downtown events. SUPPORT DOWNTOWN ARTS EVENTS Public improvements, like streetscape designs or enhancements to public open spaces, should accommodate arts-related events, display space and performances. SUPPORT TEMPORARY ARTS INSTALLATIONS Encourage display of temporary art installations. This could include art prepared by community members or outside artists. Sculptures, murals or interactive art pieces, such as parklets, are all examples. INCENTIVIZE THE ARTS Provide incentives for inclusion of public art in private development projects. The Town‘s land use code permits public art to count towards a development’s landscape requirements. This and other incentives for public art are encouraged. ENCOURAGE USES AND BUILDING TYPES THAT SUPPORT THE ARTS COMMUNITY The Town should accommodate and encourage building types and spaces that can house artists, such as commercial condos, live-work space and co-operative artists studio space. This may include allowing yi݈LˆˆÌÞˆ˜`iÛiœ«“i˜ÌÃÌ>˜`>À`ÃvœÀ>ÀÌÇÃÕ««œÀ̈Ûi«ÀœiVÌðœÀiÝ>“«i]ºœÕÌÈ`i̅iLœÝ»LՈ`ˆ˜} forms, such as those constructed with shipping containers, should be encouraged. INFUSE ART INTO THE DOWNTOWN FABRIC Infuse art into the Downtown experience. Public art can take a variety of forms and diversity should be encouraged. The photo matrix on the next page highlights some of the key public art opportunities. CONCEPT & FRAMEWORK 4 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 37 Functional sculpture Sculpture Artwork integrated in infrastructure Buildings as public artMurals Artwork integrated in infrastructure Expansion of performance space Parklet design and installation Temporary pop-up installations 4 CONCEPT & FRAMEWORK Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201738 Building Height and Scale Buildings between a maximum of two and three stories are recommended for Downtown. However, upper stories, and in particular the third story of a building, should be modulated to minimize the solar impacts and perceived mass and scale of a building. Maximum heights of two stories are recommended adjacent to rivers, sensitive neighborhood edges and topographic/environmental features. Figure 4.6 shows recommended building heights for Downtown. Buildings up to four stories may be considered on a case by case basis on sites where the additional …iˆ}…̈Ã`iÌiÀ“ˆ˜i`̜˜œÌÈ}˜ˆwV>˜ÌÞˆ“«>VÌۈiÜÃ]«ÀˆÛ>VÞœÀœÌ…iÀv>V̜Àð/…i/œÜ˜ŜՏ``iÛiœ« >ëiVˆwVˆÃÌœvVÀˆÌiÀˆ>>˜`}Ո`iˆ˜iÃvœÀÀiۈiÜœvÃÕV…«ÀœiVÌð UPPER STORY ARTICULATION /…ˆÀ`Ã̜ÀÞ>À̈VՏ>̈œ˜ŜՏ`LiÀiµÕˆÀi`vœÀ> œÜ˜ÌœÜ˜«ÀœiVÌðƂVœ“Lˆ˜>̈œ˜œvÕ««iÀyœœÀ articulation techniques is appropriate, including: • Stepbacks -/…i̅ˆÀ`yœœÀœv>LՈ`ˆ˜}ˆÃÃiÌL>VŽvÕÀ̅iÀvÀœ“̅iÃÌÀiiÌœÀ>˜œÌ…iÀi`}i̅>˜̅>Ì œv̅iwÀÃÌ>˜`ÃiVœ˜`yœœÀ° • Height Variation - Some components of a building are at a two story scale with other components at a three-story scale. • Strategic Location of Three Story Components - Depending on the context, it may be possible to locate a third story at a location on the site such that it has no visible impact to the street or adjacent properties. This may include a component of a building at the rear of a site adjacent to a hillside and away from a street. Upper story articulation is particularly important where there is a need to address: • Preserving a Viewshed‡-Ìi«L>VŽÃœvÕ««iÀyœœÀÃ>œ˜}>ÃÌÀiiÌœÀœÌ…iÀ«ÕLˆVÜ>Þ“>Þ…i«̜ preserve mountain views. • Maintaining a Lower Scale along the Street‡-Ìi«L>VŽÃ>˜`…iˆ}…ÌÛ>Àˆ>̈œ˜œ˜Õ««iÀyœœÀÃV>˜ help to preserve the perception of a two story scale at the street edge, which is generally consistent with current Downtown buildings. • Sensitive Transitions -Third story articulation methods may be appropriate when trying to provide a sensitive transition in scale to a lower-scaled adjacent use. • Significant Topographic Change Between Properties - Where topography creates a more intense grade change between two properties, articulation of upper stories may be necessary. This is particularly important when a new building is at a higher grade than its low scale residential neighbor. The juxtaposition of buildings in these two conditions creates a dramatic difference that should be designed sensitively. • Maximization of Solar Exposure - To maximize solar exposure of key outdoor spaces or the È`iÜ>Ž]…iˆ}…ÌÛ>Àˆ>̈œ˜>˜`Õ««iÀyœœÀÃÌi«L>VŽÃV>˜…i«̜i˜ÃÕÀi̅>ÌÃ՘ˆ}…Ìň˜iÃ̅ÀœÕ}…° This is particularly important in winter months. It is important that a design employs special HGCVWTGUVQJGNRCTVKEWNCVGVJGVJKTFƃQQTQHC building. Some components of a building can be at a two- story scale with other components at a three-story scale. 21 CONCEPT & FRAMEWORK 4 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 39 Figure 4.6-Recommended Building Heights 4 CONCEPT & FRAMEWORK Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201740 Priority Edges Public realm elements, including streets, the Riverwalk, parks and plazas, are maximized as social spaces and placemaking elements when they are located next to a feature that keeps them vibrant and in use. Storefronts, building entries and outdoor dining areas are all features that can activate the public realm and provide visual interest. Sites and buildings should be designed to orient toward and activate public spaces. It is especially important to orient toward and activate the edges illustrated on Figure 4.7. Orient a Development Toward the Public Realm - In some Character Areas, like the Downtown Core and Artisan/Craft Industries Districts, this means locating entries or other primary public building features to directly engage the public realm. In others, it is a matter of simply facing a building entrance toward the street. Activate the Public Realm -/…i}ÀœÕ˜`yœœÀœv>LՈ`ˆ˜}ˆÃVÀˆÌˆV>̜̅i œÜ˜ÌœÜ˜«i`iÃÌÀˆ>˜ iÝ«iÀˆi˜Vi]>˜`«>À̈VՏ>ÀÞ܈˜ …>À>VÌiÀƂÀi>ÃÓ>˜`ΰ7…iÀi>}ÀœÕ˜`yœœÀvi>ÌÕÀi`ˆÀiV̏ÞvÀ>“ià a key pedestrian space, it should be designed to create visual interest. Blank, featureless walls should be avoided. Doors, windows, storefronts, outdoor dining spaces, design details, landscaping, public art and other features can all animate the public realm. Encouraged the private realm to “spill” into the public realm. Orient a building to face a street, plaza or the Riverwalk. Residential entries and balconies can also help activate the public realm. CONCEPT & FRAMEWORK 4 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 41 Figure 4.7-Priority Edges 22 4 CONCEPT & FRAMEWORK Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201742 Pedestrian kiosks should incorporate maps and educational material. Pedestrian signs direct users to key destinations. Wayfinding ƂVœœÀ`ˆ˜>Ìi`Ü>Þw˜`ˆ˜}È}˜>}iÃÞÃÌi“ŜՏ`LiiÃÌ>LˆÃ…i` œÜ˜ÌœÜ˜̜ˆ˜vœÀ“>˜``ˆÀiVÌ «i`iÃÌÀˆ>˜Ã]LˆVÞVˆÃÌÃ>˜`Ûi…ˆViÃ>˜`Vœ˜ÌÀˆLÕÌi̜/œÜ˜LÀ>˜`ˆ˜}>˜`«>Vi“>Žˆ˜}}œ>Ã°7>Þw˜`ˆ˜} elements should be designed to reinforce the natural setting of Estes Park while building on the artistic roots and creativity of the Town. GATEWAY SIGNS Gateway signs can direct travelers and help establish a sense of entry to Downtown. They should be Vœ˜Ãˆ`iÀi`vœÀ̅i̅Àii}>ÌiÜ>ÞÈ`i˜Ìˆwi`ˆ˜ˆ}ÕÀi{°Ó>˜`œÌ…iÀœV>̈œ˜Ã>Ã>««Àœ«Àˆ>Ìi° PEDESTRIAN DIRECTIONAL SIGNS Pedestrian signs direct users to key destinations. These signs should be placed throughout Downtown at highly visible activity nodes such as critical intersections, prominent public open spaces and transit stops. PEDESTRIAN KIOSKS Pedestrian kiosks are structures that provide three or more sides of information. Elements could include maps, interpretive/educational information, Downtown marketing materials, advertising or other content. As with pedestrian directional signs, kiosks should be placed at highly visible activity nodes. PEDESTRIAN INTERPRETIVE SIGNS Pedestrian interpretive signs are small signs that educate a pedestrian about a destination or feature ܈̅ˆ˜ œÜ˜ÌœÜ˜°"««œÀÌ՘ˆÌˆiȘVÕ`iœV>̈œ˜Ã܅iÀiÈ}˜ˆwV>˜ÌiÛi˜ÌÃ…>ÛiœVVÕÀÀi`]i˜ÛˆÀœ˜“i˜Ì> features or other points that tell Downtown’s story. PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 43 CHARACTER AREAS 5 PedPed 8’ TravelLane TravelLane ParkPark 8’ 11’ 11’ 8’3’7’8’ TravelLane TraveLane 11’ 11’ 56’ ROW (approx. existing)Mixed-use& ƌĂŌWƌŽĚƵĐƟŽŶ 5 CHARACTER AREAS Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201744 /…ˆÃV…>«ÌiÀLՈ`Ãœ˜ …>«ÌiÀ{LÞ«ÀœÛˆ`ˆ˜}“œÀiëiVˆwV>˜`ÕÃi>˜``iÈ}˜ÀiVœ““i˜`>̈œ˜ÃvœÀi>V… …>À>VÌiÀƂÀi>°Ì>Ãœ«ÀœÛˆ`iÃ>ÃiÀˆiÃœv “Resilient Design Studies” that illustrate potential redevelopment concepts and infrastructure improvements. Recommendations for each Character Area >ÀiL>Ãi`œ˜>˜>ëˆÀˆ˜}ۈȜ˜vœÀvÕÌÕÀiv՘V̈œ˜>˜`V…>À>VÌiÀ°/>À}iÌi`>˜`ÕÃiÃ>Àiˆ`i˜Ìˆwi`]LÕÌ`œ˜œÌÀi«ÀiÃi˜Ì̅iœ˜Þ>˜`ÕÃiÃ̅>Ì“>ÞLi appropriate. Concepts typically show a preliminary idea or a series of design alternatives that meet the objectives of this Plan. Implementation of any of these concepts will require further design study, coordination with property owners and analysis of the potential impacts. The exact locations of concepts are not `iw˜ˆÌi>˜`܈`i«i˜`œ˜>˜`œÜ˜iÀV…œˆViÃ]>Û>ˆ>Li«Àœ«iÀÌÞ]“>ÀŽiÌVœ˜`ˆÌˆœ˜Ã>˜`œÌ…iÀv>V̜Àð œÜ˜ÌœÜ˜ …>À>VÌiÀƂÀi>Ã>ÀiŜܘœ˜ˆ}ÕÀix°£° Figure 5.1-Downtown Character Areas Diagram 23 CHARACTER AREAS 5 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 45 Character Area 1: Arts & Culture /…ˆÃÃiV̈œ˜«ÀœÛˆ`iÃ>ۈȜ˜ÃÌ>Ìi“i˜Ì]ëiVˆwVÀiVœ““i˜`>̈œ˜Ã>˜``iÈ}˜Vœ˜Vi«ÌÃvœÀ …>À>VÌiÀ ƂÀi>£°ˆ}ÕÀix°Óˆ`i˜ÌˆwiÃ̅iLœÕ˜`>ÀˆiÃœv …>À>VÌiÀƂÀi>£°ˆ}ÕÀix°ÎˆÕÃÌÀ>ÌiÃvÀ>“iܜÀŽ concepts and recommendations for physical design and circulation. Vision Statement A direct connection with nature remains a key feature in the Arts & Culture Character Area. Striking rock formations, direct access to Fall River and views to surrounding mountains are key assets that will contribute to a distinct identity. Exciting opportunities abound for music, outdoor adventures, housing, Ŝ««ˆ˜}>˜`œ`}ˆ˜}܈̅ˆ˜>Àiw˜i`]˜>ÌÕÀ>ˆÃ̈V“œÕ˜Ì>ˆ˜ÃiÌ̈˜}° …>À>VÌiÀƂÀi>£܈LiŽ˜œÜ˜vœÀ its rich offerings of arts, culture and history. West Elkhorn Avenue provides primary access and serves as a key organizing feature. Development in this area will be strongly linked to the Downtown Core and abutting neighborhoods with an enhanced Riverwalk and West Elkhorn Avenue streetscape. Safe crossings and high quality bicycle and pedestrian facilities will facilitate mobility. Buildings along West Ž…œÀ˜ƂÛi˜Õi܈`iw˜i̅iÃÌÀiiÌi`}i]LṎ˜>˜ˆ˜vœÀ“>Ü>Þ܈̅ܓiœV>Ìi`VœÃi̜̅iÃÌÀiiÌ and others set back. Walkways between buildings will invite exploration of shops, galleries and riverside plazas and parks. New housing, artists studios, galleries and other creative space will complement commercial activities and inviting civic open spaces. Elkhorn Lodge and Performance Park remain as Character Area landmarks, but their role as Downtown activity nodes is expanded. Key Objectives: • Promote redevelopment along river edges and along Elkhorn Avenue. • iw˜i>ÜiÃÌiÀ˜}>ÌiÜ>Þ̜ œÜ˜ÌœÜ˜ ÃÌià Park. • Enhance Performance Park by highlighting its visibility and expanding its programming. • Enhance the Elkhorn Avenue streetscape • Expand and improve multi-modal circulation. • Preserve and enhance the Elkhorn Lodge with new uses and activities. • Design Fall River improvements to mitigate yœœ`ˆ˜}>˜`«Àœ“œÌi>˜i˜…>˜Vi`>˜` extended Riverwalk. Figure 5.2-Character Area 1 5 CHARACTER AREAS Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201746 Figure 5.3-Character Area 1 Framework s1: Elkhorn Lodge s2: West Park Art & Design Center e1: Elkhorn Lodge River Access Area e2: Performance Peninsula and Fall River Kayak Course e3: Performance Parking Lot e4: Performance Promenade t1: West Park Station Realign Elkhorn Lodge Entry Explore a Southern Vehicular Connection New/Improved Street/Entry Streetscape Improvements Ped/Bike Circulation Pedestrian Only Circulation Enhancement Area Site Development Opportunity Transit Enhancement Minor Gateway New/Improved Open Space Flood Mitigation Opportunity Enhanced Crossing e# s# t# CHARACTER AREAS 5 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 47 Public Realm /…ˆÃÃiV̈œ˜ˆ`i˜ÌˆwiÃ`iÈ}˜Vœ˜Vi«ÌÃ>˜`ÀiVœ““i˜`>̈œ˜ÃvœÀ̅i«ÕLˆVÀi>“° West Elkhorn Avenue Streetscape Design West Elkhorn Avenue’s vehicular travel lanes should be shifted to provide accessible on-street parking along the north side of the street. A curb-less road edge is recommended in lieu of curb and gutter to reinforce the naturalistic setting that is envisioned. Planted swales should be integrated to capture, Vœ˜ÛiÞ>˜`Vi>˜Ü>ÌiÀyœÜð>˜`ÃV>«iLÕvviÀ>Ài>ÃŜՏ`Li`iÈ}˜i`̜Ài뜘`̜̅i˜>ÌÕÀ> topography. Buffers should integrate berms and swales with an irregular arrangement of boulders and planting pockets. A curvilinear multi-use trail should integrate with clusters of streetscape furnishings, street trees and understory plants. Lighting should be designed to facilitate safe nighttime multi-modal circulation and visually draw users near Spruce Drive into Character Area 1. Figure 5.4 and 5.5 illustrate a conceptual street cross-section for 65-foot and 80-foot rights-of-way, respectively. Figure 5.4-West Elkhorn Avenue (existing 65’ ROW)Figure 5.5-West Elkhorn Avenue (existing 80’ ROW) Rolling topography, with accent boulders will create a natural, mountain feel to the landscape. 24 5 CHARACTER AREAS Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201748 Flood Mitigation Opportunities iÞyœœ`“ˆÌˆ}>̈œ˜œ««œÀÌ՘ˆÌˆiȘ …>À>VÌiÀƂÀi>£>Àiˆ`i˜Ìˆwi`œ˜ˆ}ÕÀix°Î>˜`ˆ˜VÕ`i\ • Elkhorn Lodge River Access Area (e1) - Pursue development of a signature park and river access >“i˜ˆÌÞ˜i>À̅i Ž…œÀ˜œ`}i̅>Ì…i«Ã̜܈̅ÃÌ>˜`]V>«ÌÕÀi>˜``ˆÛiÀÌyœœ`yœÜð/…ˆÃ>“i˜ˆÌÞ could be developed as a public project in partnership with redevelopment efforts at the Elkhorn Lodge or through other agreements. • Performance Peninsula and Fall River Kayak Course (e2) - This concept calls for a new signature Downtown open space and recreational node that would expand Performance Park. This design Vœ˜Vi«Ì>ÃÃՓiÃ̅i˜iÜ Ƃyœœ`“>«Ã܈Ài˜`iÀ̅i>˜`՘LՈ`>Li>˜`̅iÀivœÀiVœÕ`Li «ÕÀV…>Ãi`LÞ̅i/œÜ˜°ƂÃŜܘˆ˜ˆ}ÕÀix°Î]̅ˆÃ«Àœ«iÀÌÞ>Ãœ«ÀœÛˆ`iÃ>˜œ««œÀÌ՘ˆÌÞvœÀyœœ` mitigation. More details about this design concept are provided on Resilient Design Study #1 on pages 50-51. • Performance Parking Lot (e3) - The existing surface parking lot at the east end of Character Area 1 ŜՏ`LiÀi`iÈ}˜i`̜V>«ÌÕÀi>˜``iÌ>ˆ˜yœÜÃLޏœÜiÀˆ˜}ˆÌÃiiÛ>̈œ˜°ÌVœÕ`LiÕÃi`vœÀ؜Ü storage and melt during winter months. Private Realm This section provides design concepts and recommendations for the private realm. General Development Character Development should be designed to convey an informal, natural character. Landscape treatments should blend with the naturalistic setting of the area through the use of curvilinear paths, native plant palettes, boulders and a mix of berms and swales. Development should be a mix of traditional and contemporary structures that reinforce and reference the surrounding natural environment through inclusion of materials such as wood and stone. Land Use Target land uses for Character Area 1 include: »Lodging »Multi-family housing (workforce and market rate) »"vwVià »Artists studios »Commercial condos or other creative space »Retail »Recreation Landscape treatments in Character Area 1 should blend with the naturalistic setting of the area. CHARACTER AREAS 5 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 49 Elkhorn Lodge /…i Ž…œÀ˜œ`}iÈÌi­Ã£®ŜՏ`LiÀi`iÛiœ«i`ˆ˜>“>˜˜iÀ̅>ÌViiLÀ>ÌiÈÌÃ…ˆÃ̜ÀˆVÈ}˜ˆwV>˜Vi and creates a major activity center and destination for Character Area 1 and the Town. Housing, lodging, entertainment, retail and other activities should be combined in a landmark project that engages the Fall River. Access to Elkhorn Lodge should be realigned to create a perpendicular entry across from Filby Court. A formal intersection will create a safer environment for vehicles and pedestrians, while also enhancing awareness and visibility of the Lodge. West Park Art & Design Center The West Park Center should be redeveloped with a focus on the arts and housing and rebranded as the West Park Art & Design Center (s2). This effort should improve the appeal of the area in coordination with public infrastructure enhancements, including a new formal promenade connecting pedestrians from Elkhorn Avenue to Performance Park (e4) and an enhanced transit stop (t1). More details about the design concept for this site and its surroundings are provided on Resilient Design Study #1 on pages 50- 51. Redevelopment of the Elkhorn Lodge site should consider opportunities to combine river side park URCEGYKVJƃQQFOKVKICVKQPKORTQXGOGPVUUWEJCUEJCPPGNDGPEJKPICUUGGPKPVJKUKOCIG The Elkhorn Lodge site should be redeveloped in a OCPPGTVJCVEGNGDTCVGUKVUJKUVQTKEUKIPƂECPEG 5 CHARACTER AREAS Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201750 Resilient Design Study #1: West Park Art & Design Center In this conceptual Resilient Design Study, redevelopment of the West Park Center and public improvements establish a major `iÃ̈˜>̈œ˜>˜`vœV>«œˆ˜ÌvœÀ …>À>VÌiÀƂÀi>£°-ˆÌi>˜`LՈ`ˆ˜}ˆ“«ÀœÛi“i˜ÌÃ]yœœ`ÀiÌi˜Ìˆœ˜>˜`Vœ˜ÛiÞ>˜Vi>˜`>ÃÌ>Ìi‡œv‡Ì…i‡ art park and recreation area expand Performance Park as an activity node. Key Concepts • Redevelop West Park Center as a mixed-use node. • Create outdoor amenity space along the south side of Fall River. • Redevelop the peninsula and oxbow as a public green space. • Extend the Riverwalk on north side of Fall River. CharacterAREA1 Figure 5.6-West Park Design Center Concept Plan Fall River Riverwalk a a b b c d f 1 2 3 4 5 2 3 4 5 5 West Elkhorn Ave n u e 1 e a See Figure 5.7 for section illustration Performance Park Design Elements West Park Development a. RiverFest Plaza b. Mixed-use development c. Performance Promenade Performance Peninsula d. Park space e. “Pull-out” Beach f. Whitewater Course Enhanced Street Edge Extended Riverwalk Parking 25 CHARACTER AREAS 5 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 51 A new signature open space, RiverFest Plaza, «ÀœÛˆ`iÃ>yi݈Li]ˆ˜i>À>“i˜ˆÌÞœ˜̅iÜÕ̅ side of the Fall River that can be used for passive-use, festivals and events. The redesigned ÀˆÛiÀi`}i>ˆ`Șyœœ`Vœ˜ÌÀœ>˜`Vœ˜ÛiÞ>˜Vi° Performance Peninsula provides an active park space and riverside beach that can double as a Vœ˜ViÀÌœÛiÀyœÜ>˜`ÀˆÛiÀiÛi˜Ìۈi܈˜}>Ài>°Ƃ kayak course is designed on this segment of Fall River. The West Park Center is reinvented as an “Art and Design Center.” Two- and three-story mixed-use buildings engage West Elkhorn and >,ˆÛiÀ°ÀœÕ˜`yœœÀÀiÌ>ˆ>˜`œvwVië>ViÃ] Õ««iÀyœœÀÀiÈ`i˜Ìˆ>>˜`>V̈Û>Ìi`Àœœv‡Ìœ«Ã create a vibrant and dynamic riverside activity node. The naturalistic streetscape experience on Elkhorn Avenue provides a foreground element between the road and parking area. The Riverwalk and area surrounding Performance Park are enhanced with a new multi-use trail, climbing area, improved pedestrian connections and a stronger river connection. “Performance Promenade” provides a parking area designed to µÕˆVŽÞÌÀ>˜ÃvœÀ“ˆ˜Ìœ>yi݈LiœÕÌ`œœÀë>Vi° Aisle W. Elkhorn AvePedPedParkBufferCourtyardPark Ped & BikePedShop/LivePlazaBeachParkKid’s River Figure 5.7-West Park Art & Design Center Section a bdf 1 3524 e Concept Overview 5 CHARACTER AREAS Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201752 Key Objectives: • Extend the Downtown feel east to the intersection of Highway 34 and Highway 36. • ,i`iÈ}˜̅i,ˆÛiÀÜ>Ž܈̅yœœ`“ˆÌˆ}>̈œ˜ infrastructure that doubles as amenities. • Activate the Riverwalk with new buildings that orient to it. • Accommodate a moderate increase in density and building height to promote housing development and Downtown activity. • Re-imagine the Town Hall site to include civic, commercial, residential and parking uses. • Maintain views to natural features, including mountains and rivers. Character Area 2: Downtown Core /…ˆÃÃiV̈œ˜«ÀœÛˆ`iÃ>ۈȜ˜ÃÌ>Ìi“i˜Ì]ëiVˆwVÀiVœ““i˜`>̈œ˜Ã>˜``iÈ}˜Vœ˜Vi«ÌÃvœÀ …>À>VÌiÀ ƂÀi>Ó°ˆ}ÕÀix°nˆ`i˜ÌˆwiÃ̅iLœÕ˜`>ÀˆiÃœv …>À>VÌiÀƂÀi>Ó°ˆ}ÕÀix°™ˆÕÃÌÀ>ÌiÃvÀ>“iܜÀŽ concepts and recommendations for physical design and circulation. Vision Statement The Downtown Core is the cultural and civic heart of the Plan Area. It offers an exciting variety of activities, restaurants, and shops for residents and visitors. An eclectic mix of older commercial buildings and contemporary mixed-use buildings tightly frame an unforgettable “main street” experience on Elkhorn Avenue. A reinvented Town Hall site with a mix of civic uses, active retail, housing, public parking and other uses create a signature activity node. This project extends the Downtown Core’s energy east from Bond Park along the north side of Elkhorn Avenue. Cleave Street is a destination with artists studios, housing and small format shops and dining. New and renovated buildings located close to the street edge create an urban mountain town feel. Outdoor places, like plazas, decks, terraces, outdoor dining areas and small parks, are ubiquitous and anchored by Bond Park and two nearby expanded open spaces. West Elkhorn Avenue is redesigned as a state-of-the-art complete street and festival space. The Downtown Core is strongly linked to other Character Areas and to abutting neighborhoods with an enhanced Riverwalk, improved crosswalks and inviting sidewalks. Getting around the Downtown Core by foot is easy and interesting. Shops and services serve locals and visitors and together with new development help establish a stronger year round economy. Figure 5.8-Character Area 2 CHARACTER AREAS 5 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 53 Figure 5.9-Character Area 2 Framework • s1: Town Hall Site • e1: Weist Drive • iÓ\ œ˜yÕi˜Vi*>ÀŽ • e3: Downtown Adventure Zone • t1: Rockwell Transit Stop • t2: Town Hall Transit Stop New/Realigned Street Streetscape Improvements (incl. Downtown Loop) Ped/Bike Circulation Pedestrian Only Circulation Enhancement Area Site Development Opportunity Transit Enhancement Minor Gateway New/Improved Open Space Flood Mitigation Opportunity Enhanced Crossing New Buildings as Street Edge e# s# t#26 5 CHARACTER AREAS Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201754 Public Realm /…ˆÃÃiV̈œ˜ˆ`i˜ÌˆwiÃ`iÈ}˜Vœ˜Vi«ÌÃ>˜`ÀiVœ““i˜`>̈œ˜ÃvœÀ̅i«ÕLˆVÀi>“° Civic Green œ˜`*>ÀŽ>˜`>˜iÜ œ˜yÕi˜Vi*>ÀŽ>˜` ÃÌiÃƂ`Ûi˜ÌÕÀi<œ˜i܈VœiV̈ÛiÞVÀi>Ìi>˜iÝ«>˜`i` outdoor “Civic Green” for Downtown. The Town should work with landowners to create a signature open space that accommodates festivals, art fairs, farmers markets, ice sculptures and many other activities at an exciting central location. This combination of civic spaces will serve as an integrated component œvyœœ`“ˆÌˆ}>̈œ˜ˆ˜vÀ>ÃÌÀÕVÌÕÀiLÞiÝ«>˜`ˆ˜}̅i ˆ}/…œ“«Ãœ˜,ˆÛiÀ½Ãyœœ`Ü>ÞV>«>VˆÌÞ°/…i ˆÛˆV Àii˜܈Li>Ài}ˆœ˜>>˜`˜>̈œ˜Üˆ`i“œ`ivœÀVœ““Õ˜ˆÌˆiÃv>Vˆ˜}yœœ`ˆ˜}V…>i˜}ið • Confluence Park. œ˜yÕi˜Vi*>ÀŽ܈v՘V̈œ˜>Ã>Ã̜À“`iÌi˜Ìˆœ˜>Ài>>˜`ܜÀ`‡V>ÃÃ}>̅iÀˆ˜} ë>Vi°Ì܈ˆ˜Ìi}À>Ìi܈̅ œÜ˜ÌœÜ˜LՈ`ˆ˜}Ã>˜`ÃÕ««œÀÌ>`>Vi˜ÌLÕȘiÃÃi𠜘yÕi˜Vi*>ÀŽ will open up a prominent view to the Riverwalk from Elkhorn Avenue. An enhanced connection to Bond Park will be established to develop a symbiotic relationship between the two features. Grade- separated connections to the east will be possible due to the adjusted layout of the new park and the redesign of Riverside Bridge. This project would require coordination with private landowners, potentially including purchase of properties, a land swap agreement or some other arrangement. • Downtown Adventure Zone. Development opportunities are expected to be limited in this area in ̅ivÕÌÕÀi`Õi̜yœœ`ÀˆÃŽ°ƂÃ>Ài뜘Ãi]̅i œÜ˜ÌœÜ˜Ƃ`Ûi˜ÌÕÀi<œ˜iˆÃ«Àœ«œÃi`̜iÝ«>˜` the current playground in the same location. It will provide an area for families and kids to enjoy a state-of-the-art Downtown playground with activities that highlight the adventurous Colorado lifestyle. Zip-lines, climbing boulders and modern playground structures could all be included. Figure 5.10-“Civic Green” The Downtown Adventure Zone will provide an area for families and kids to enjoy a state-of-the-art Downtown playground. CHARACTER AREAS 5 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 55 West Elkhorn Avenue 7iÃÌ Ž…œÀ˜ƂÛi˜ÕiŜՏ`Liˆ“«ÀœÛi`ÜiÃÌœvœÀ>ˆ˜iƂÛi˜Õi>Ã>“Տ̈‡Li˜iwVˆ>ÃÌÀiiÌ̅>̈à a highly pedestrian-oriented civic amenity that can easily transform to a closed pedestrian-only festival space. It should complement the Civic Green as a world class “complete” and “green” street that acts as a western anchor for the Downtown Core. Its design should accommodate parklets and pop-up cafes, >˜`Lii˜}ˆ˜iiÀi`̜V>«ÌÕÀi]Vœ˜ÛiÞ>˜`Vi>˜Ã̜À“yœÜÃ]Ài`ÕVˆ˜}yœœ`ÀˆÃŽvœÀ Ž…œÀ˜ƂÛi˜Õi properties. Its unique design and pedestrian activity levels will draw the eye of travelers headed south on the Downtown Loop toward Rocky Mountain National Park, compelling them to consider a stop. More details about the West Elkhorn Avenue streetscape design concept are provided in Resilient Design Study #2 on pages 60-61. Weist Drive Weist Drive should be redesigned as a dynamic open space amenity that provides social, economic, ÌÀ>˜Ã«œÀÌ>̈œ˜>˜`yœœ`Àiȏˆi˜ViLi˜iwÌð-ÌÀ>ˆ}…Ìi˜̅ii>Ã̇ÜiÃÌÃiV̈œ˜œv7iˆÃÌ ÀˆÛi̜VÀi>Ìi a perpendicular connection to Moraine Avenue. This will provide space for an entirely new riverfront iÝ«iÀˆi˜Vi°Ƃ˜iÜ«i`iÃÌÀˆ>˜«>â>]LÕȘiÃȘÌiÀv>Vi>Ài>>˜`ϜÜÌÀ>vwVÃÌÀiiÌŜՏ`Liˆ˜Ìi}À>Ìi` with a widened Fall River with improved pedestrian and bike trails. More details about the Weist Drive design concept are provided in Resilient Design Study #3 on pages 62-63. Expanded Channel (varies, approx. 60’ -90’ wide) DƵůƟͲƵƐĞůůĞLJ&WůĂnjĂƌĞĂRiverwalk Passive&Access Area BicycleTrack Fall River 15’ 20’30’15’7’ PedPedTravelLaneTravelLane 15’8’11’12’11’ 15’8’ StormDrains RainGarden RainGardenCentralChannel 80’ ROW (approx. existing) ŶͿ Figure 5.12-Weist Drive SectionFigure 5.11-West Elkhorn Avenue Section 5 CHARACTER AREAS Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201756 Cleave Street Cleave Street should be redesigned to serve as an integral layer to the Downtown Core. Currently, Cleave Street is in need of repair. Its condition is unsafe for pedestrians and it is only minimally activated by adjacent buildings and uses. The Cleave Street design concept has two components and is illustrated in Figures 5.14 and 5.15. • Improve Existing Section of Cleave Street - Enhance Cleave Street between Spruce Street and Big Horn Drive to improve the pedestrian experience and support a mix of travel modes. Redesign it to safely support pedestrians, bicyclists and vehicles using an inverted woonerf or “shared” street `iÈ}˜°ƂÃŜܘˆ˜ˆ}ÕÀix°£Î]>VÕÀLiÃÃÃÌÀiiÌŜՏ`i“«œÞÌÀ>vwVV>“ˆ˜}`iۈViÃ̜ϜÜ vehicles and support pedestrian and low speed bicycle circulation. Special paving should be used to delineate the narrow travel lanes from the primary pedestrian space. Markings on the roadways, œÀºÃ…>ÀÀœÜÃ]»ŜՏ`LiÕÃi`̜>iÀÌ`ÀˆÛiÀÃœvvÀiµÕi˜ÌLˆVÞViÕÃi°Ƃ˜ˆ˜ÛiÀÌi`Vœ˜w}ÕÀ>̈œ˜>˜` linear drain at the center of the street convey stormwater and snowmelt downstream. • Extend Cleave Street to the East - Extend Cleave Street to connect with Park Lane and Virginia Drive. This extension will support a mix of travel modes, create opportunities for an active street experience and facilitate an alternative route to Elkhorn Avenue. The street extension would require partial removal of a rock outcropping. As shown in Figure 5.14, it should include two vehicle lanes, a protected two-way cycle track and sidewalks on each side of the street. Artists studios and galleries, residential space, restaurants and shops could face this new street segment from the south side. As shown in Figure 5.15, a design alternative could be considered that provides access for emergency vehicles, pedestrians and bicycles only. Existing outcropping blocking the proposed Cleave Street extension (from reverse angle as shown above in Figures 5.14 and 5.15). Above: Figure 5.13-Cleave Street enhancement Figure 5.14-Cleave Street Extension 1RVKQPXGJKEWNCTVTCHƂEKPENWFGF simulation of existing outcropping Figure 5.15-Cleave Street extension 1RVKQPPQXGJKEWNCTVTCHƂE  simulation of existing outcropping 27 CHARACTER AREAS 5 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 57 Downtown Core Ped-Bike Loop A formal 1.25 mile Ped-Bike Loop that is signed and branded should be integrated into the Downtown œÀi½Ã˜œ˜‡“œÌœÀˆâi`VˆÀVՏ>̈œ˜ÃÞÃÌi“°ÌŜՏ`LiVœ˜ÃˆÃÌi˜ÌÞLÀ>˜`i`ˆ˜Ü>Þw˜`ˆ˜}È}˜>}i]LÕÌ its individual components should include a variety of experiences and facilities. Bicycle and pedestrian access should be directed along all designated trail sections as part of the Town’s recommended Ü>Þw˜`ˆ˜}ÃÞÃÌi“°/…i œÜ˜ÌœÜ˜ œÀi*i`‡ ˆŽiœœ«܈«ÀœÛˆ`i>˜ˆ˜Ìi}À>Ìi`vi>ÌÕÀi>˜` experience with access to all the primary destinations in the Downtown Core. The Downtown Core Ped- Bike Loop is diagrammed in Figure 5.16. Cleave Street Bond Park Weist Drive MacGrego r AvenueSpruce StreetMoraine AvenueRiverside DriveEa st Elkh orn Aven u e Rockwell Street Riverwalk on north side of Big Thompson River; multi-use trail on south side Riverwalk on north side of Fall River; multi-use trail on south side Elkhorn Avenue underpass Multi-use trail integrated with Town Hall site redevelopment Sidewalks and shared bike route connect to Cleave Street Extended Cleave Street with protected cycle track/sidewalks Enhanced Cleave Street; shared street with sidewalks Figure 5.16-Downtown Core Pedestrian-Bike Loop Diagram 5 CHARACTER AREAS Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201758 Private Realm This section provides recommendations and concepts for private development. General Development Character Development in CA-2 should provide an active street edge, new residential housing and an architecturally diverse combination of new and renovated buildings along Elkhorn Avenue, Cleave Street and the river interface. When feasible, development should be double-fronted to engage multiple public spaces. Buildings should be placed close to the back of the sidewalk. Larger buildings should be well articulated ̜iÃÌ>LˆÃ…>«i`iÃÌÀˆ>˜‡vÀˆi˜`ÞÃV>i°1««iÀyœœÀÃŜՏ`Li“œ`Տ>Ìi`̜Ài`ÕVi̅i«iÀViˆÛi`“>Ãà of a building. An eclectic mix of traditional and contemporary buildings should mix with existing ones along Elkhorn Avenue. The architectural mix will reinforce the quaint, mountain experience of the Town. Wood and stone should be primary elements, but contemporary accent materials are also appropriate. Land Use A wide variety of land uses should be targeted in the Downtown Core, including: • Retail • "vwVi • Residential • Hotel • Studios/creative space • Institutional/civic • Recreation/open space An eclectic mix of traditional and contemporary buildings should mix with existing ones along Elkhorn Avenue. Development in CA-2 should provide an active street edge. CHARACTER AREAS 5 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 59 Town Hall Site The Town Hall site represents perhaps the best catalyst redevelopment site in Downtown. The site, which is under Town ownership, should be leveraged to spark Downtown investment. Redevelopment of the current Town buildings and parking lots with a mixed-use development is strongly encouraged. More details about this potential redevelopment opportunity are provided in Resilient Design Study #4 on pages 64-65. Incremental Elkhorn Avenue, Cleave Street and Riverfront Development Small-scale and incremental redevelopment opportunities are encouraged in Character Area 2, and especially on properties fronting Elkhorn Avenue, Cleave Street and the river edges. This could take many forms, including renovations and additions to existing properties, removal of existing buildings to create new ones or new buildings on vacant land or surface parking areas. Redevelopment of the Town Hall site should include civic uses. When feasible, development should be double- fronted to engage multiple public spaces. Larger buildings should be well articulated to establish a pedestrian-friendly scale. 28 5 CHARACTER AREAS Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201760 Resilient Design Study #2: West Elkhorn Avenue ˜̅ˆÃVœ˜Vi«ÌÕ>,iȏˆi˜Ì iÈ}˜-ÌÕ`Þ]7iÃÌ Ž…œÀ˜ƂÛi˜ÕiˆÃÀi‡i˜}ˆ˜iiÀi`>˜`Ài`iÈ}˜i`̜Vœ˜ÛiÞÃ̜À“yœÜÃ>˜`«ÀœÛˆ`i> dynamic pedestrian-oriented festival street. Key Concepts • Convert West Elkhorn into a signature complete street and civic node that supports temporary festival activity and conveys storm yœÜð • Increase density with new mixed-use residential buildings. • Establish mid-block connections to Cleave Street, Weist Drive and Fall River. CharacterAREA2 Figure 5.17-West Elkhorn Avenue Streetscape Plan 1 1 2 2 3 3 4 4 5 6 6 5 ab c d West Elkhorn Avenue Cleave Street See Figure 5.18 for section illustration Design Elements West Elkhorn Avenue Festival Street a. Central storm channel b. Loading/unloading area *>ÀŽˆ˜}E«œ«‡Õ«yi݇ë>Vià Raingardens Mid-block paseo Rooftop activation c. Residential balconies d. Commercial rooftop space Cleave Street Enhancement CHARACTER AREAS 5 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 61 A sequence of raingardens at the outer street i`}iëÀœÛˆ`i>ÃiVœ˜`iÛiœvÃ̜À“yœÜ capture and containment. Raingarden areas are designed with a similar plant and rock palette to the central channel. Flexible on-street parking spaces are located between raingardens. A curb-less street seamlessly connects to West Elkhorn Avenue sidewalks, which are widened to accommodate a more comfortable pedestrian experience. Businesses can now “spill” onto the sidewalk with cafe seating, merchandise carts and other activities. The curbless street Figure 5.18-West Elkhorn Avenue Street Section A central open channel collects and conveys UVQTOƃQYUCYC[HTQODWKNFKPIU A curbless (woonerf), inverted street directs storm water toward a central channel, keeping yœÜÃ>Ü>ÞvÀœ“>`>Vi˜ÌLՈ`ˆ˜}ð/…iœ«i˜ channel located in the center of the street V>«ÌÕÀiÃ>˜``ˆÛiÀÌ눫i`yœÜÃ`œÜ˜ÃÌÀi>“° The interior of the naturalized channel is landscaped with boulders, a designed stream bed, and a mix of native and phytoremediative plants to clean runoff of debris and toxins. The channel is bordered with bollards and select areas of curb-and-gutter for safety. Storm yœÜÃ>ÀiÀii>Ãi`̅ÀœÕ}…>˜՘`iÀ}ÀœÕ˜` conveyance process to minimize downstream inundation. design allows restaurants to easily extend outdoor dining areas when the street is closed ̜Ûi…ˆVՏ>ÀÌÀ>vwV>˜`«ÀœÛˆ`ië>VivœÀÃÌÀiiÌ market stands, performance areas and other festival needs. Built-in adapters/sleeves for bollards allow for quick installation/removal and V>˜>ÃœLiÕÃi`vœÀyœœ`L>ÀÀˆiÀÜ>Ã° Concept Overview 5 CHARACTER AREAS Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201762 Resilient Design Study #3: Weist Drive Realignment/Fall River Widening In this conceptual Resilient Design Study, realignment and redesign of Weist Drive provides space to widen the Fall River as it enters ̅i œÜ˜ÌœÜ˜ œÀi°/…i܈`i˜i`ÃiV̈œ˜œv>,ˆÛiÀˆ“«ÀœÛiÃyœœ`Vœ˜ÛiÞ>˜Vi܅ˆi>ÃœÃÕ««œÀ̈˜}>V̈Ûi>˜`«>ÃÈÛiÕÃið7iˆÃÌ Drive becomes a pedestrian-oriented amenity street and plaza activated by adjacent businesses. Key Concepts • Realign Weist Drive. • Expand the Fall River channel. • Redevelop Weist Drive into a multi-modal plaza and outdoor amenity area. • Improve pedestrian and bicycle circulation along the river edge. • Establish a connection between Elkhorn Avenue and Fall River. CharacterAREA2 Figure 5.19-Weist Drive Realignment/Fall River Widening Concept Plan b i d d e g e 1 1 2 23 3 Fall R i v e r Weist Drive Moraine AvenueRiver walk Trail Multi-use Trail Parking Lot See Figure 5.18 for section illustration a c f h Weist Drive Realignment a. Improved stream conveyance (widened channel) b. Multi-modal slow-speed street c. Plaza d. Terraced walls River Edge Trail e. Grade-separated Moraine Avenue crossing f. Stepped plaza access Double-fronted Development g. Rooftop activation h. Paseo connections to West Elkhorn i. Outdoor dining and retail “spill” Design Elements 29 CHARACTER AREAS 5 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 63 PedPedTravelLaneTravelLane 15’8’11’12’11’ 15’8’ StormDrains RainGarden RainGardenCentralChannel 80’ ROW (approx. existing) Expanded Channel (varies, approx. 60’ -90’ wide) DƵůƟͲƵƐĞůůĞLJ&WůĂnjĂƌĞĂ dŚƌĞĞͲƐƚŽƌLJDŝdžĞĚͲƵƐĞĞǀĞůŽƉŵĞŶƚ dŚƌĞĞͲƐƚŽƌLJDŝdžĞĚͲƵƐĞĞǀĞůŽƉŵĞŶƚ;WĂƐĞŽĐŽŶŶĞĐƟŽŶͿ ĐƟǀĂƚĞĚZŽŽĨͲƚŽƉΘZĞĂƌWĂƟŽ^ƉĂĐĞƐRiverwalk Passive&Access Area BicycleTrack &ĂůůZŝǀĞƌWĂƌŬŝŶŐ>ŽƚĐĐĞƐƐ Fall River 15’ 20’30’15’7’ The Fall River channel is widened along Weist Drive to offer ˆ“«ÀœÛi`V>ÀÀވ˜}V>«>VˆÌÞœv«i>ŽÃ̜À“yœÜð,i>ˆ}˜ˆ˜} (straightening) Weist Drive to create a perpendicular connection with Moraine Avenue creates an opportunity to widen and terrace the existing channel walls. The resulting street and amenity space provides a reinvigorated pedestrian street experience and connection to the Fall River. A combination of new connections and amenity space encourages adjacent businesses to respond. Restaurant patio spaces, galleries and shops engage Weist Drive. Upper-story residential brings additional life and energy Downtown. Figure 5.21-Weist Drive Realignment/Fall River Widening Concept Section Figure 5.20-Weist Drive Realignment/Fall River Widening Concept Perspective Fall River Weist Drive West Elkhorn Avenue Concept Overview 5 CHARACTER AREAS Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201764 CharacterAREA2 Key Concepts • Increase Downtown parking with a new parking structure • Energize East Elkhorn Avenue with a new >V̈Ûi}ÀœÕ˜`yœœÀi`}i • Provide a visual and physical connection to the Riverwalk from Elkhorn Avenue Resilient Design Study #4: Town Hall Site (Alternative 1) In this conceptual Resilient Design Study, the Town Hall site is redeveloped with a mix of public parking, commercial, civic and residential uses within a new primary building and a series of additions to the existing facilities. 1 2 Figure 5.22-Town Hall Site Concept Plan - Alternative 1 1 2 2a c d b See Figure 5.23 for section illustration Big Tho m p s o n Ri v er Multi-us e Tr ail Riverw al k Trail East Elkh o r n A v e n u e Design Elements Parking Structure a. Plaza adjacent to library b. Multi-use trail Mixed-use/civic development c. Barlow Plaza d. Mid-block crossing Bond Park CHARACTER AREAS 5 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 65 Figure 5.23-Town Hall Site Section The Town facilities remain as a central Downtown feature and community anchor. A structured parking facility is constructed on the existing parking lot and a sequence of new liner buildings are included along Elkhorn Avenue. Plaza spaces and multi-use paths are integrated into the site to encourage access and connectivity. A new entry plaza is provided east of the library and is linked to Elkhorn Avenue and Barlow Plaza with a new mid-block crossing. Concept Overview 30 5 CHARACTER AREAS Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201766 CharacterAREA2 Resilient Design Study #4: Town Hall Site (Alternative 2) Shown as an alternative below, the Town Hall site is completely redeveloped with the existing buildings replaced with a new mixed- use project that includes a parking structure. Figure 5.24-Town Hall Site Concept Plan and Rendering - Alternative 2 1 2 a c d b Big Tho m ps o n Ri v er East Elkh o r n A v e n u e Multi-us e Trail Riverw alk Trail 2 CHARACTER AREAS 5 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 67 Character Area 3: Artisan & Craft Industries /…ˆÃÃiV̈œ˜«ÀœÛˆ`iÃ>ۈȜ˜ÃÌ>Ìi“i˜Ì]ëiVˆwVÀiVœ““i˜`>̈œ˜Ã>˜``iÈ}˜Vœ˜Vi«ÌÃvœÀ …>À>VÌiÀ ƂÀi>ΰˆ}ÕÀix°Óxˆ`i˜ÌˆwiÃ̅iLœÕ˜`>ÀˆiÃœv …>À>VÌiÀƂÀi>ΰˆ}ÕÀix°ÓȈÕÃÌÀ>ÌiÃvÀ>“iܜÀŽ concepts and recommendations for physical design and circulation. Vision Statement ,iVœ˜w}ÕÀi`LÞ̅i˜iÜ œÜ˜ÌœÜ˜œœ«]̅iƂÀ̈Ã>˜E À>v̘`ÕÃÌÀˆià …>À>VÌiÀƂÀi>iÝÌi˜`Ã̅i >V̈ۈÌÞœv̅i œÜ˜ÌœÜ˜ œÀiÜÕ̅>œ˜}œÀ>ˆ˜iƂÛi˜Õi>˜`̅i ˆ}/…œ“«Ãœ˜,ˆÛiÀ°ƂÀi`iw˜i` entry element at the planned roundabout in the south provides a strong sense of arrival to Downtown. ƂÀiۈÌ>ˆâi`*ˆVV>`ˆÞ-µÕ>Ài]>˜iÜÈ}˜>ÌÕÀi“ˆÝi`ÕÃiLՈ`ˆ˜}>Ì̅i*œÃÌ"vwViÈÌi>˜`œÌ…iÀ˜iÜ commercial and mixed-use buildings front a redesigned Moraine Avenue streetscape. Character Area 3 is its own destination, offering live-work opportunities, light industrial space and small format craft production facilities. Pedestrians and bicyclists can explore shops and businesses while sampling local wines and beer. Galleries, dining and entertainment venues are intermixed and provided in association with production businesses. A string of outdoor performance spaces enhance Baldwin Park. Character Area 3 is connected to the rest of Downtown with new pedestrian and bicycle facilities on Moraine Avenue, Riverside Drive and along the river’s edge. Views to the mountains and a strong sense of the Big /…œ“«Ãœ˜,ˆÛiÀ…i«`iw˜i̅ˆÃ>Ài>½ÃV…>À>VÌiÀ°ƂÃ>œLVi˜ÌiÀ>˜`Ã>iÃÌ>Ý}i˜iÀ>̜À] …>À>VÌiÀƂÀi> 3 enhances the local economy. Key Objectives: • iw˜i̅iÜÕ̅iÀ˜i˜ÌÀÞ̜ œÜ˜ÌœÜ˜° • Extend activity from Elkhorn Avenue south along Moraine Avenue with new development and active uses. • Encourage creative industries, services and businesses alongside shopping and dining. • Provide safe and well-connected bicycle and pedestrian facilities along Moraine Avenue, Riverside Drive and the Big Thompson River. • Highlight views, especially from Moraine Avenue to Long’s Peak. Figure 5.25-Character Area 3 Character Area Map Character Area 3 is its own destination, offering live-work opportunities, light industrial space and small format craft production facilities. 5 CHARACTER AREAS Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201768 Figure 5.26-Character Area 3 Framework Pedestrian Only Circulation New/Improved Open Space Flood Mitigation Opportunity Enhanced Crossing Enhancement Area Site Development Opportunity Transit Enhancement Gateway e# s# t# Streetscape Improvements (incl. Downtown Loop) Ped/Bike Circulation • ã\*œÃÌ"vwVi-ˆÌi • s2: Piccadilly Square Site • e1: Moraine Avenue Roundabout • t1: Moraine Avenue Transit Stop • t2: Baldwin Park Transit Stop 31 CHARACTER AREAS 5 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 69 Public Realm /…ˆÃÃiV̈œ˜ˆ`i˜ÌˆwiÃ`iÈ}˜Vœ˜Vi«ÌÃ>˜`ÀiVœ““i˜`>̈œ˜ÃvœÀ̅i«ÕLˆVÀi>“° Baldwin Park As shown in Figure 5.27, the Big Thompson River edge should be redesigned with a lowered ‘benched’ >Ài>̅>̈˜VÀi>ÃiÃyœœ`Ü>ÞV>«>VˆÌÞ]LṎÃ}i˜iÀ>Þ`ÀÞLiÌÜii˜yœœ`iÛi˜Ìð/…ˆÃLi˜V…i`>Ài>VœÕ` include civic features such as performance ‘pods’, or small stage areas that are used and programmed for Town or private events. Picnic and playground facilities should be interspersed to encourage activity and use. Terracing or concrete steps should be included to enhance river access. Moraine Avenue/Riverside Drive Couplet Moraine Avenue and Riverside Drive should be redesigned with the Downtown Loop to include buffered and/or protected bike lanes, widened sidewalks, street trees and updated landscape treatments. • Moraine Avenue./ܜLˆŽi>˜iVœ˜w}ÕÀ>̈œ˜œ«Ìˆœ˜Ã>ÀiŜܘˆ˜ˆ}ÕÀiÃx°ÓÇ>˜`x°Ón°"«Ìˆœ˜£ shows a buffered bike lane with extra striping to separate cyclists from parked cars. Option 2 shows a «ÀœÌiVÌi`LˆŽi>˜i܅iÀi«>ÀŽi`V>ÀÃÃi«>À>Ìi̅iVÞVˆÃÌvÀœ““œÛˆ˜}ÌÀ>vwV° • Riverside Drive. Riverside Drive should be redesigned to integrate two north-bound lanes, a buffered bicycle lane, on-street parking and widened sidewalks. Connections to Baldwin Park and the Big Thompson River should be established. The Riverside Drive streetscape concept is illustrated in Figure 5.29. Terracing or stepping up the grade of the landform along the river edge can provide opportunities for all to enjoy river access. Figure 5.27-Moraine Avenue Streetscape (option 1)Figure 5.28-Moraine Avenue Streetscape (option 2) 5 CHARACTER AREAS Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201770 Figure 5.29-Moraine Avenue to East Riverside Drive. Big Thompson River Edge Enhancements /…i ˆ}/…œ“«Ãœ˜,ˆÛiÀŜՏ`LiÀi‡i˜}ˆ˜iiÀi`̜iÝ«>˜`yœœ`Ü>ÞV>«>VˆÌÞ܈̅vi>ÌÕÀiÃ̅>Ì enhance access and provide amenities. A combination of channel widening, benching of adjacent open ë>ViÃ>˜`œÜiÀˆ˜} >`܈˜*>ÀŽ̜«ÀœÛˆ`i>`iÌi˜Ìˆœ˜✘i܈>…i«`iVÀi>ÃiyœÜÃ>˜`ˆ˜VÀi>Ãi yœœ`V>«>VˆÌÞ°/…iÃiVœ˜Vi«ÌÃ>ÀiˆÕÃÌÀ>Ìi`ˆ˜ˆ}ÕÀix°Ó™>˜``iÌ>ˆi`ˆ˜,iȏˆi˜Ì iÈ}˜-ÌÕ`ˆiÃx and 6 on pages 74-77. Riverside Drive Moraine Avenue CHARACTER AREAS 5 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 71 Big Thompson River River Benching East Riverside Drive 32 5 CHARACTER AREAS Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201772 Private Realm iÛiœ«“i˜ÌŜՏ`ÃÕ««œÀÌÓ>‡ÃV>iVÀ>vÌ«Àœ`ÕV̈œ˜>œ˜}È`iÀiÌ>ˆ]…œÕȘ}]œvwVi>˜`œÌ…iÀÕÃià in mixed-use and single-use buildings. General Development Character Buildings in CA-3 should range from 1 to 3 stories. A mix of traditional and contemporary building forms will support the requirements for mixed-use and craft production. An active building wall along Moraine Avenue should be developed to extend the energy from the Downtown Core southward. Buildings are i˜VœÕÀ>}i`̜LiLՈÌ̜̅iL>VŽœv̅iÈ`iÜ>Ž°1««iÀ‡yœœÀÀiÈ`i˜Ìˆ>œÀœvwVië>ViˆÃi˜VœÕÀ>}i` for mixed-use buildings. Small forecourts and plazas should be encouraged along Moraine Avenue to provide space for rest, photographs of Longs Peak, outdoor seating or entry areas for businesses. A wide range of building types and materials should be encouraged in keeping with the vision for a creative district. Encourage creative industries, services and businesses alongside shopping and dining. A wide range of building types and materials should be encouraged in keeping with the vision for a creative district. CHARACTER AREAS 5 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 73 Piccadilly Square The Piccadilly Square site presents an outstanding redevelopment opportunity for Character Area 3. Ƃ˜iÜ“ˆÝi`‡ÕÃi«ÀœiVÌ̅>̈˜VœÀ«œÀ>ÌiÃyœœ`Àiȏˆi˜Vivi>ÌÕÀiÃ]«ÕLˆV«>ÀŽˆ˜}>˜`Üi‡`iÈ}˜i` outdoor spaces should welcome travelers to Downtown from Rocky Mountain National Park. More details about the redevelopment design concept for this site are provided in Resilient Design Study #5 on pages 74-75. Post Office Site /…ii݈Ã̈˜}«œÃÌœvwViÈÌiŜՏ`LiÀi`iÛiœ«i`܈̅>«ÕLˆV«>ÀŽˆ˜}ÃÌÀÕVÌÕÀi>˜`“ˆÝi`‡ÕÃi `iÛiœ«“i˜Ì°˜VœœÀ`ˆ˜>̈œ˜܈̅Ài`iÛiœ«“i˜Ì]>«ÕLˆV«>â>ë>Vi>˜`yœœ`Vœ˜ÌÀœˆ“«ÀœÛi“i˜Ìà ŜՏ`Li«ÀœÛˆ`i`°œÀi`iÌ>ˆÃ>LœÕÌ̅i«œÃÌœvwViÀi`iÛiœ«“i˜Ì`iÈ}˜Vœ˜Vi«Ì>Ài«ÀœÛˆ`i`ˆ˜ Resilient Design Study #6 on pages 76-77. Incremental Moraine Avenue Development Small-scale and incremental redevelopment opportunities are encouraged in Character Area 3, and especially on properties fronting Moraine Avenue. This could take many forms, including renovations and additions to existing properties, removal of existing buildings to create new ones or new buildings on vacant land or surface parking areas. Where feasible, new development is encouraged to front Riverside Drive in addition to Moraine Avenue. Given the topographic change between these two streets and as shown in Figure 5.29, creative architectural solutions will be required to successfully execute this concept. 5 CHARACTER AREAS Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201774 CharacterAREA3 Figure 5.30-Piccadilly Square Concept Plan 1 a b c e f d d See Figure 5.25 for section illustration Big Thompson River Multi-use Trail Moraine Avenue Key Concepts • Enhance the southern gateway to Downtown. • Develop a signature catalyst project and destination for Character Area 3. • iÛiœ«>yœœ`‡Àiȏˆi˜ÌwÀÃÌyœœÀ parking structure that takes advantage of topography. • Provide housing and commercial space in a new mixed use development. Southern Gateway Mixed-use Development a. Garage access (level 1) b. Central plaza (level 2) c. Entry element from Moraine Avenue d. Overlook areas (levels 2 and 3) e. Stepped Plaza Access to Street Edge f. Roundabout with gateway element Design Elements Resilient Design Study #5: Piccadilly Square ˜̅ˆÃVœ˜Vi«ÌÕ>,iȏˆi˜Ì iÈ}˜-ÌÕ`Þ]>yœœ`‡Àiȏˆi˜Ì«>ÀŽˆ˜}ÃÌÀÕVÌÕÀiÃÕ««œÀÌÃ̅Àii“ˆÝi`‡ÕÃiLՈ`ˆ˜}Ã>Ì œÜ˜ÌœÜ˜½Ã ÜÕ̅iÀ˜}>ÌiÜ>Þ°/…i`iÛiœ«“i˜ÌˆÃˆ˜Ìi}À>Ìi`܈̅>Ài>ÌÀ>ˆÃ>˜`̅iÛi…ˆVՏ>ÀVœ˜w}ÕÀ>̈œ˜œv̅iœœ«>˜`ˆÌÃ>ÃÜVˆ>Ìi` roundabout. A mix of uses are contained in buildings strategically sited to take advantage of views to Long’s Peak. 33 CHARACTER AREAS 5 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 75 Figure 5.31-Piccadilly Square Concept Section (note: items “c” and “e” are not within the cross-section cut and therfore are not labeled) a b f d /…ˆÃ>Ài>ˆÃÀi`iÛiœ«i`̜œvviÀ>wÀÃÌ Downtown stop for visitors entering Town from Rocky Mountain National Park. A major terrace area and open space on the project’s second level offers exceptional views of nearby mountains, wildlife and the Big Thompson River. Buildings with active uses engage this area with outdoor dining and other activities. The sloping topography of the site provides an excellent opportunity for a partially sub-grade parking garage. The parking level serves as a podium for upper-story building components and is `iÈ}˜i`̜܈̅ÃÌ>˜`Ü>ÌiÀˆ˜wÌÀ>̈œ˜`ÕÀˆ˜} È}˜ˆwV>˜Ìyœœ`iÛi˜Ìð The upper deck supports a dynamic mixed-use `iÛiœ«“i˜Ì°,iÃÌ>ÕÀ>˜ÌÃ]œ`}ˆ˜}]œvwViÃ>˜` ÀiÈ`i˜ViÃܜՏ`>Li˜iwÌvÀœ“̅iۈiÜà and energetic location. A semi-private civic space is located in a central location on the site, «ÀœÌiVÌi`vÀœ“̅iÌÀ>vwVœv̅iœœ«]LÕÌÃ̈ highly visible to those passing by. The space is used for festivals, markets, music, retail activities or unprogrammed social space. Concept Overview 5 CHARACTER AREAS Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201776 Parking Garage a. Upper Moraine Avenue connection b. Lower Riverside Drive plaza c. Riverwalk connections Mixed-use building Expanded Big Thompson River d. Reinforced river walls e. Benched areas Riverwalk Trail CharacterAREA3 (KIWTG2QUV1HƂEG2CTMKPI.QV%QPEGRV2NCP b c c f 1 2 3 4 4 3 2 1 See Figure 5.27 for section illustration e a d Big Thompson RiverRiversid e Dri v e Rockwell StreetKey Concepts • Create a central public parking garage. • Redevelop the area between Moraine Avenue and Riverside Drive. • Improve pedestrian connections between Moraine Avenue and Riverside Drive. • Energize Moraine Avenue and create a new catalyst project and activity node. • ,i`ÕViyœœ`ÀˆÃŽ° Design Elements Resilient Design Study #6: Post Office Parking Lot ˜̅ˆÃVœ˜Vi«ÌÕ>,iȏˆi˜Ì iÈ}˜-ÌÕ`Þ]>yœœ`‡Àiȏˆi˜Ì«ÕLˆV«>ÀŽˆ˜}ÃÌÀÕVÌÕÀiˆÃVœ˜˜iVÌi`̜>“ˆÝi`‡ÕÃi`iÛiœ«“i˜Ì>œ˜} Moraine Avenue. Plaza space and integrated pathways connect people from Moraine Avenue to the Big Thompson River edge. CHARACTER AREAS 5 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 77 (KIWTG2QUV1HƂEG2CTMKPI.QV%QPEGRV5GEVKQP a de 1 342 Concept Overview /…ii݈Ã̈˜}*œÃÌ"vwVi«>ÀŽˆ˜}œÌ>˜`>`>Vi˜Ì areas are redeveloped with a two- to three-story parking structure that is accessed by vehicles from Riverside Drive. The parking structure walls V…>˜˜iˆâiyœœ`yœÜÃ>˜`«ÀœÌiVÌLՈ`ˆ˜}Ã̜ the west. Commercial, lodging and residential space are provided in one large building and two smaller stand-alone structures all of which are up to three or four stories tall . Buildings are designed to transition in scale with grade changes from Moraine Avenue to Riverside Drive, minimizing building heights at the street level. A pedestrian plaza and link provides an animated connection between Moraine Avenue, the parking structure and the Big Thompson River. 34 5 CHARACTER AREAS Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201778 Character Area 4: Community Services & Tourism Hub /…ˆÃÃiV̈œ˜«ÀœÛˆ`iÃ>ۈȜ˜ÃÌ>Ìi“i˜Ì]ëiVˆwVÀiVœ““i˜`>̈œ˜Ã>˜``iÈ}˜Vœ˜Vi«ÌÃvœÀ …>À>VÌiÀ ƂÀi>{°ˆ}ÕÀix°Î{ˆ`i˜ÌˆwiÃ̅iLœÕ˜`>ÀˆiÃœv …>À>VÌiÀƂÀi>{°ˆ}ÕÀix°ÎxˆÕÃÌÀ>ÌiÃvÀ>“iܜÀŽ concepts and recommendations for physical design and circulation. Vision Statement Character Area 4 is an eastern anchor for and gateway to Downtown. Big Thompson Avenue is redesigned as a landmark entry boulevard with a landscaped median leading to the excitement of the Downtown Core and views to the high Rocky Mountains. New commercial buildings line the northern edge of Big Thompson Avenue, activating the street edge and minimizing the visual presence of surface parking. On St. Vrain Avenue, a public parking structure welcomes visitors and acts as a transit and active transportation hub. Stanley Village and the Visitor Center combine to provide a mixed-use services hub and starting point for Downtown exploration, with everything from groceries, gas, tourist guidance, retail and large format entertainment uses like the cinema available. Character Area 4 is expanded as a job center and continues to be a key sales tax generator. The visual and physical barrier presented by Highway 34/36 is reduced by intersection design interventions and an enhanced underpass, creating seamless multi-modal connections to the Downtown Core. Key Objectives: • Encourage incremental redevelopment of Stanley Village. • Improve pedestrian and bicycle connections from the Visitor Center to Stanley Village and the Stanley Hotel. • Increase safe crossing opportunities for pedestrians and bicyclists. • Reduce the Highway 36/34 barrier effect to stitch this Character Area 4 with the Downtown Core. • Create an attractive sense of entry to Downtown. Figure 5.34-Character Area 4 Buildings between 1-3 stories are appropriate in Character Area 4. CHARACTER AREAS 5 December 2017 Estes Park, Colorado - Downtown Plan 79 New/Improved Street/Entry Streetscape Improvements Ped/Bike Circulation Pedestrian Only Circulation Enhancement Area Site Development Opportunity Transit Enhancement Minor Gateway New/Improved Open Space Enhanced Crossing New Buildings as Street Edge e# s# t# • s1: Stanley Village Site • t1: Transit Bridge Figure 5.35-Character Area 4 Framework 5 CHARACTER AREAS Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201780 Public Realm /…ˆÃÃiV̈œ˜ˆ`i˜ÌˆwiÃŽiÞVœ˜Vi«ÌÃ>˜`ÀiVœ““i˜`>̈œ˜ÃvœÀ̅i«ÕLˆVÀi>“° Big Thompson Avenue Streetscape improvements should establish a grand sense of entry to Downtown on Big Thompson Avenue. As shown in Figure 5.33, two narrowed vehicular travel lanes in either direction are separated by a center planted median that accommodates a crossing from the Visitor Center to Stanley Village and strategically placed left turn pockets. Generous sidewalks are separated from the street by planting buffers. Private Realm Private Development in CA-4 is most likely to occur at Stanley Village. This section describes private development recommendations for this area. General Development Character Buildings in CA-4 should range from 1 to 3 stories. Contemporary and traditional architectural character is appropriate. New “liner” buildings should be located along Big Thompson Avenue in place of what is surface parking today. Stanley Village Incremental Redevelopment Stanley Village should be redeveloped incrementally over time to provide enhanced placemaking features. This will likely require replacement of existing buildings with new ones or new buildings constructed on existing surface parking areas. Promote incremental redevelopment of the site, but i˜ÃÕÀi«>ÀŽˆ˜}>˜`VˆÀVՏ>̈œ˜Ài“>ˆ˜>`iµÕ>Ìi>˜`ivwVˆi˜Ì° New “liner” buildings should be located along Big Thompson Avenue in place of what is surface parking today. 35 CHARACTER AREAS 5 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 81 Figure 5.36-Big Thompson Avenue Streetscape PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 83 CIRCULATION 6 6 CIRCULATION Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201784 This chapter provides recommendations and concepts for circulation. It addresses all modes of travel, including pedestrians, bicycles, automobiles and transit. Please also see Appendix A for additional guidelines for transportation-related infrastructure and facilities. Landscaping, storefronts, signage, benches and bicycle parking create an inviting experience for pedestrians and bicyclists in Telluride, CO. (Source: www.terragalleria.com) Sidewalk zones Protected bike lanes provide a safe and comfortable experience. Shared-use path facilities serve transportation and recreation bicycling purposes. 36 CIRCULATION 6 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 85 Active Transportation (Pedestrians and Bicycles) This section focuses on active, or pedestrian and bicycle, circulation. Please note that many of the Plan’s active transportation recommendations are discussed in Chapters 4 and 5. Downtown currently has walking and bicycling demands that are not being met. Some residents and visitors are not comfortable “>Žˆ˜}ÌÀˆ«Ãœ˜vœœÌœÀLÞLˆŽivœÀvi>Àœv«œÌi˜Ìˆ>Vœ˜yˆVÌÃ܈̅“œÌœÀÛi…ˆVið-ÌÀ>Ìi}ˆVˆ“«ÀœÛi“i˜Ìà VœÕ«i`܈̅Ü>Þw˜`ˆ˜}i˜…>˜Vi“i˜ÌÃV>˜ˆ˜VÀi>Ãi̅i˜Õ“LiÀœv«iœ«iÜ>Žˆ˜}>˜`LˆVÞVˆ˜}ˆ˜̅i Town, which in turn will raise awareness of drivers. Technical Recommendations Moraine Avenue Design Chapter 5 recommends a Moraine Avenue street design concept that differs somewhat from the current proposal as indicated in the Downtown Loop documentation. Two alternative design options >ÀiŜܘˆ˜ˆ}ÕÀiÃÈ°£>˜`È°Ó°/…iwÀÃÌœ«Ìˆœ˜ˆÃȓˆ>À̜̅i œÜ˜ÌœÜ˜œœ«`iÈ}˜]LÕÌ܈̅ ܓi“œ`ˆwV>̈œ˜Ã̜>œÜ>“œÀiÃÕLÃÌ>˜Ìˆ>LÕvviÀvÀœ“«>ÀŽi`V>Àð/…iÃiVœ˜`œ«Ìˆœ˜ŜÜÃ>˜ alternative that places the bicycle lane between on-street parking and the curb edge. This option would provide a “protected bike lane” that can increase safety for bicyclists and automobile operators since the two are not forced to travel directly alongside one another. Figure 6.1: Moraine Street Option 1 Figure 6.2: Moraine Street Option 2 6 CIRCULATION Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201786 Pedestrian and Bicycle Crossing Improvements As discussed in previous chapters, enhanced crossings of rivers and streets are strongly recommended. Figure 6.3 displays potential crossing improvement œV>̈œ˜Ã°/…iÃiVÀœÃȘ}ÀiVœ““i˜`>̈œ˜Ã>ÀiL>Ãi`œ˜Þœ˜«i`iÃÌÀˆ>˜>˜`LˆVÞViVœ˜˜iV̈ۈÌÞVœ˜Ãˆ`iÀ>̈œ˜Ã>˜``œ˜œÌVœ˜Ãˆ`iÀ>``i`Li˜iwÌÃœvyœœ` conveyence that are available with grade-separated crossings. Figure 6.3: Downtown Crossing Improvements CIRCULATION 6 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 87 Accommodating Pedestrians at Critical Crossings in Estes Park This Plan recommends adding infrastructure elements at critical crossings to better accommodate pedestrians and bicyclists. Figures 6.4 through 6.6 summarize and show options for a few of the key crossing challenges. Street Recommended Crossing Improvements Big Thompson Avenue Crossing, Near the Visitor Center (Figure 6.4) Precast concrete box culvert underpass. This may require coordinating with private property owners to ensure enough room is allotted to achieve ADA-compliant slopes along the path leading to and from the underpass. MacGregor Avenue Crossing, West of Town Hall Site (Figure 6.5) œ˜ÌÀœi`VÀœÃȘ}ۈ>>«i`iÃÌÀˆ>˜‡>V̈Û>Ìi`y>ň˜}Li>Vœ˜œÀœÌ…iÀ treatment. West Elkhorn Avenue Crossing, Along Fall River (Figure 6.6)1˜`iÀ«>ÃÃœÀ>̇}À>`iVÀœÃȘ}°Ƃ``ˆÌˆœ˜>iÛ>Õ>̈œ˜œvyœœ`iÛi>˜` underpass feasibility is needed. High-visibility continental crosswalks are the preferred type at intersection and mid-block locations. Pedestrian refuge islands can be integrated into midblock crossings. (Source: USDOT Federal Highway Administration) Public art can be integrated into curb extensions. 5QWTEG,QJP)TGGPƂGNFHTQO3WKEM$WKNFUHQT Better Streets, PeopleforBikes) 37 6 CIRCULATION Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201788 Figure 6.4: Big Thompson Avenue Crossing, Near the Visitors Center Figure 6.5: East-West Bicycle System, North of Town Hall Figure 6.6: West Elkhorn Avenue, Along Fall River CIRCULATION 6 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 89 Policy Recommendations iޜ˜`«…ÞÈV>ˆ˜vÀ>ÃÌÀÕVÌÕÀiˆ“«ÀœÛi“i˜ÌÃ]̅i/œÜ˜ŜՏ`VՏ̈Û>Ìi«œˆVˆiÃ]«Àœ}À>“Ã>˜`«À>V̈ViÃ̅>ÌÀ>ˆÃi̅i«Àœwiœv«i`iÃÌÀˆ>˜Ã>˜`VÞVˆÃÌÃ>˜` support non-motorized, active transportation options. Several key policy and programming recommendations are included below. Adopt a Town Complete Streets Policy Complete streets are accessible, comfortable and functional for users of all modes, ages and abilities, to both travel along and cross. Cities across the U. S. have adopted complete streets policies of various forms. Use Temporary Installations to Test Infrastructure Improvements This Plan recommends the Town work with local businesses, community organizations and residents to test out potential pedestrian and bicycle improvements. Cones, sandbags, chalk, spray paint and movable planters can be used to delineate bicycle lanes, curb extensions and other enhancements. Improvements V>˜LiivÌvœÀ>Ș}i`>Þ̜VœÀÀi뜘`܈̅>ëiVˆwViÛi˜Ì]ÃiÛiÀ>`>ÞÃœÀ>ÜiiŽ° Û>Õ>̈˜}̅iˆ“«ÀœÛi“i˜ÌÃLivœÀi>˜`>vÌiÀˆ˜ÃÌ>>̈œ˜…i«Ã̜ >ÃÃiÃëœÌi˜Ìˆ>Li˜iwÌȘ«i`iÃÌÀˆ>˜>˜`LˆVÞVˆÃÌÕÃi>˜``ÀˆÛiÀVœ“«ˆ>˜Vi°7ˆÌ…Ìi“«œÀ>ÀÞˆ˜ÃÌ>>̈œ˜Ã]̅i/œÜ˜V>˜iÛ>Õ>Ìi̅i«œÌi˜Ìˆ>ivviVÌÃœv>˜ ˆ˜vÀ>ÃÌÀÕVÌÕÀiˆ“«ÀœÛi“i˜Ì܈̅œÕÌ>È}˜ˆwV>˜ÌV>«ˆÌ>ˆ˜ÛiÃ̓i˜Ì° Encourage Bicycle Supportive Facilities Bicycle amenities should be provided to support bicycling by users of all ages and abilities. Potential bike share and bike parking facilities are shown on Figure 6.7. Bicycle Parking Convenient, accessible and easy-to-use bicycle parking is the most essential amenity for encouraging bicycling. Bicycle parking should be abundant, accessible and placed near primary building entrances. With the recommended “inverted-U” bike parking style, users can park their bikes from both sides of the rack and can lock both the bike wheel and frame to the rack. Bicycle Storage Beyond bicycle parking, several options provide convenient bicycle storage. These options provide greater security for bicycles, can be used for extended bicycle storage and keep bicycles out of weather elements. Extended bicycle storage options are appropriate at or near parking facilities, visitor centers or other areas that are outside of the plain view of passersby. Bicycle storage options can be lock and key or card accessible via a daily, weekly or monthly fee. Bicycle Repair Stations Bicycle repair stations are stationary kiosks placed near shared-use paths or bicycle parking areas that offer bicycle repair tools and air pumps. The tools are >vwÝi`̜̅iÃÌ>̈œ˜܈̅V>LiÃ̜«ÀiÛi˜Ì̅ivÌ° Bike Share Perfect for visitors or residents who may not have a bicycle readily available, bike share systems provide bicycles at stations throughout a community. Users rent bikes, typically by the hour or for a day, by using a credit card at station kiosks. Bike share systems offer enhanced connectivity for those wishing to easily connect after they have arrived at a location. 6 CIRCULATION Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201790 /…iÀiˆÃÈ}˜ˆwV>˜Ì«œÌi˜Ìˆ>̜iÃÌ>LˆÃ…>Ó>LˆŽiÅ>ÀiÃÞÃÌi“ˆ˜̅i/œÜ˜œv ÃÌiÃ*>ÀŽ܈̅vœÕÀ«ÀœÃ«iV̈ÛiÃÌ>̈œ˜œV>̈œ˜Ãp ÃÌiÃ*>ÀŽ6ˆÃˆÌœÀà i˜ÌiÀ] ÃÌiÃ*>ÀŽ/œÜ˜>]̅i*œÃÌ"vwVi>˜`̅i7iÃÌ*>ÀŽ i˜ÌiÀ°7ˆÌ…vÕÌÕÀiÀi`iÛiœ«“i˜Ì>Ì̅i Ž…œÀ˜œ`}i]>˜>``ˆÌˆœ˜>œV>̈œ˜VœÕ`Liˆ“«i“i˜Ìi` there in the future. Bike sharing systems are best implemented where stations are easily visible to the public, readily accessible on foot or by car, and along a bicycle-friendly corridor so users can bike to and from the station safely. Figure 6.7 depicts recommended bicycle parking and bike share locations within the Town. Figure 6.7: Potential Downtown Bike Share Locations 38 CIRCULATION 6 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 91 Vehicle Circulation vvœÀÌÃ̜>``ÀiÃÃÌÀ>vwVVœ˜}iÃ̈œ˜ œÜ˜ÌœÜ˜>˜`̜i˜…>˜Vi̅i/œÜ˜½ÃÃÌÀii̘iÌܜÀŽ“ÕÃÌL>>˜Vi the needs of all users, rather than prioritize vehicles over all other modes, or vice versa. Wide roadways with exclusive turn lanes encourage higher speeds and degrade the experience of pedestrians and bicyclists. Alternatively, severe congestion that prioritizes all other users over automobile mobility can lead to visitor frustration and diminish the overall experience of visiting Estes Park. ƂŽiÞii“i˜Ì̜«ÀiÃiÀۈ˜}>˜`i˜…>˜Vˆ˜} œÜ˜ÌœÜ˜½ÃV…>À>VÌiÀˆÃ>``ÀiÃȘ}>˜ÌˆVˆ«>Ìi`ÌÀ>vwV }ÀœÜ̅ˆ˜̅iVœ“ˆ˜}Þi>Àð"˜ÜiiŽi˜`Ã`ÕÀˆ˜}̅i«i>ŽۈÈ̜ÀÃi>ܘ­՘i̅ÀœÕ}…"V̜LiÀ®]ÌÀ>vwV Vœ˜`ˆÌˆœ˜ÃÀi}Տ>ÀÞÀi>V…Vœ˜}iÃÌi`­œÛiÀV>«>VˆÌÞ®Vœ˜`ˆÌˆœ˜Ã°,iVi˜ÌÌÀ>vwV>˜>ÞÃiȘ`ˆV>Ìi`̅>̈˜ 2011 there were 40 days with two or more hours of congestion per day Downtown. Without the Loop project, this congestion is forecasted to increase to 147 days of congestion by 2040. To address current Vœ˜}iÃ̈œ˜iÛiÃ>˜`>˜ÌˆVˆ«>Ìi`ÌÀ>vwV}ÀœÜ̅]̅i/œÜ˜ŜՏ`«ÕÀÃÕiÃiÛiÀ>ÃÌÀ>Ìi}ˆiÃ̅>ÌܜÀŽ ̜}i̅iÀ̜LiÌÌiÀṎˆâi̅iÀœ>`Ü>Þ˜iÌܜÀŽ>˜`Ài`ÕViœÛiÀ>ÌÀ>vwV`i“>˜`à œÜ˜ÌœÜ˜\ • “«ÀœÛiÜ>Þw˜`ˆ˜}̜«>ÀŽˆ˜}>˜`ÌÀ>˜ÃˆÌv>VˆˆÌˆiÃ\ Vehicles circulating looking for parking add Vœ˜}iÃ̈œ˜̜̅i˜iÌܜÀŽ°/…ˆÃV>˜Li>``ÀiÃÃi`ˆ˜«>ÀÌ̅ÀœÕ}…ˆ“«ÀœÛi`È}˜>}i>˜`Ü>Þw˜`ˆ˜}° • ,iVœ˜w}ÕÀii݈Ã̈˜}Àœ>`Ü>ÞÃ̜LiÌÌiÀëÀi>`ÌÀ>vwV>VÀœÃÃ̅i˜iÌܜÀŽ\ The Loop project will È}˜ˆwV>˜ÌÞÀi>œV>ÌiÌÀ>vwVLiÌÜii˜œÀ>ˆ˜iƂÛi˜Õi>˜`7iÃÌ,ˆÛiÀÈ`i ÀˆÛiÉ,ˆÛiÀÈ`i ÀˆÛi° • Ý«>˜`̅iÀœ>`Ü>Þ˜iÌܜÀŽ܅iÀi«œÃÈLi\ With a very limited network Downtown, providing new ÀœÕÌiÃV>˜ÀiˆiÛiÌÀ>vwVœ˜̅i«Àˆ“>ÀÞÀœÕÌið Key considerations for enhancements to Downtown’s vehicular network are shown in Figure 6.8. Improve Vehicular Wayfinding ˜“>˜Þ`œÜ˜ÌœÜ˜i˜ÛˆÀœ˜“i˜ÌÃ܈̅ˆ“ˆÌi`«>ÀŽˆ˜}]>«œÀ̈œ˜œvÌÀ>vwVVœ˜}iÃ̈œ˜ˆÃV>ÕÃi`LÞ vehicles circulating looking for parking; outreach efforts in the Town support this assumption. Directing ۈÈ̜ÀÃ̜>Û>ˆ>Li«>ÀŽˆ˜}µÕˆVŽÞ>˜`ivwVˆi˜ÌÞV>˜Ài`ÕViVœ˜}iÃ̈œ˜܈̅˜œV…>˜}iÃ̜̅iÀœ>`Ü>Þ network. 7ˆÌ…̅iœœ««ÀœiVÌ>˜`«œÌi˜Ìˆ>vÕÌÕÀiˆ˜ÛiÃ̓i˜ÌȘ œÜ˜ÌœÜ˜«>ÀŽˆ˜}]Ü>Þw˜`ˆ˜}܈œ˜Þ become more important. Capturing vehicles before they enter Downtown has the greatest potential to reduce congestion. Signage that clearly communicates options for parking at the Visitor Center and walking or riding the shuttle will help visitors less familiar with the area access alternative options. Identifying public parking areas with clear signage that is visible from the street helps reduce vehicles’ need to hunt for parking areas. 6 CIRCULATION Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201792 Reconfigure Roadway Network i«i˜`ˆ˜}œ˜̅iÌÞ«iœvˆ˜ÌiÀÃiV̈œ˜Vœ˜ÌÀœÃÕÃi`]>Ș}i>˜iœvÌÀ>vwVˆ˜>`œÜ˜ÌœÜ˜i˜ÛˆÀœ˜“i˜Ì can carry up to 800 vehicles per hour at slow speeds (less than 35 mph). In constrained downtown i˜ÛˆÀœ˜“i˜ÌÃ]̜ܘÃV>˜>``ÀiÃÃÌÀ>vwV}ÀœÜ̅LÞÕȘ}>`>Vi˜Ì>˜`«>À>iÀœ>`Ü>ÞÃÀ>̅iÀ̅>˜ attempting to widen congested roadways, which can degrade pedestrian environments. The Loop project attempts to improve existing, underutilized roadways (West Riverside Drive and ,ˆÛiÀÈ`i ÀˆÛi®܈̅œÕÌ>``ˆ˜}>˜Þ˜iÜÌÀ>vwV>˜ià œÜ˜ÌœÜ˜° Ã̈“>ÌiÃvÀœ“̅i œÜ˜ÌœÜ˜ ÃÌià œœ« ˜ÛˆÀœ˜“i˜Ì>Ƃ˜>ÞÈȘ`ˆV>Ìi̅>ÌÌÀ>vwVۜÕ“iÃ܈LiÀi`ÕVi`LÞ>ÀœÕ˜`£Ó̜£x«iÀVi˜Ì on Moraine Avenue and Elkhorn Avenue by converting Elkhorn Avenue (from Riverside Drive to Moraine Avenue)/Moraine Avenue and West Riverside Drive/Riverside Drive to a one-way pair. One-way streets can typically accommodate approximately 20 percent more vehicles per lane than a standard two- way street, due to improved intersection operations. In the short term, operations at the US 34/US 36 intersection will also be improved through revised signal timing plans that complement the one-way pair operations to the west. ˜«>ÀÌLiV>ÕÃiÛi…ˆViÃÌi˜`̜vœœÜ“œÀiVœÃiÞ>ÌϜÜiÀëii`Ã]Ài`ÕVˆ˜}ÌÀ>vwVëii`Ã̅ÀœÕ}… ÌÀ>vwVV>“ˆ˜}“i>ÃÕÀiÃ`œi؜̅>Ûi>È}˜ˆwV>˜ÌivviVÌœ˜œÛiÀ>Àœ>`Ü>ÞV>«>VˆÌÞ­Ûi…ˆViÃV>ÀÀˆi` per lane); it only impacts average vehicle travel times. When converting streets to a one-way pair, it is important to use elements such as on-street parking, pedestrian crossing treatments, highly visible bicycle lanes, and streetscape improvements to encourage slow speeds and preserve a multimodal i˜ÛˆÀœ˜“i˜ÌvœÀ>ÕÃiÀði>ÃÕÀiÃ̅>ÌϜÜÌÀ>vwVLÕÌ“>ˆ˜Ì>ˆ˜Ûi…ˆViyœÜ̅ÀœÕ}…œÕÌ܈i˜ÃÕÀi ̅>Ì̅i«Àœ«œÃi`Àœ>`Ü>ÞÀiVœ˜w}ÕÀ>̈œ˜܈Ài`ÕViVœ˜}iÃ̈œ˜>˜`>œÜvœÀ>``ˆÌˆœ˜>}ÀœÜ̅܅ˆi maintaining safe, comfortable conditions for all users. Expand the Roadway Network Downtown is constrained by topography, the Fall and Big Thompson Rivers, and a limited roadway network. Options for adding new roadway connections are very limited. However, the Town can pursue œ«Ìˆœ˜Ã̜iÝ«>˜`̅iÃÌÀii̘iÌܜÀŽ܅i˜«œÃÈLi̜`À>܏œV>ÌÀ>vwVvÀœ“̅i“>œÀ̅ÀœÕ}…ÃÌÀiiÌà and activate side streets. Cleave Street presents one such opportunity. Extending Cleave Street between Big Horn Drive >˜`6ˆÀ}ˆ˜ˆ> ÀˆÛiܜՏ`«ÀœÛˆ`i>˜>``ˆÌˆœ˜>œ«Ìˆœ˜vœÀœV>ÌÀ>vwV°7…ˆi̅iÃÌii«…ˆ>˜`ÀœVŽ outcropping just north of the buildings fronting Elkhorn Avenue presents a challenge, a new shared connection could help improve local access for vehicles, pedestrians and bicycles. Extending Cleave Street between Big Horn Drive and Virginia Drive would provide an additional QRVKQPHQTNQECNVTCHƂE9JKNGVJGUVGGRJKNNCPF rock outcropping just north of the buildings fronting Elkhorn Avenue presents a challenge, a narrow shared connection could help improve local access for vehicles and bicycles. CIRCULATION 6 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 93 Figure 6.8: Potential Vehicular Network Enhancements Potential vehicular connection from West Elkhorn Avenue to Moraine Avenue. Additional study and coordination will be required. Potential realignment of Weist Weist Drive using a “shared street” concept that provides a public open space amenity that permits deliveries and select vehicular traffic. Potential Realignment of Cleave Street through the Spruce Parking Lot along with potential conversion of Lawn Lane to a private access drive. Northern access from Spruce Street to Lawn Lane is proposed to be restricted for safety reasons. Additional study and coordination will be required. Potential expansion of the existing Cleave Street to extend eastward toward Bond Park. This would require removal of some of the current bluff at this location to create room for the connection. Additional study and environmental analysis will be required to determine feasibility. Potential redesign of the southern entry to Bond Park from Elkhorn Avenue. This improvement would eliminate the current pullout on the northside of Elkhorn Avenue to provide an opportunity for an enhanced public space or a new liner building as envisioned in Chapter 5 of this Downtown Plan. Map Key Existing Vehicular Circulation Potential Vehicular Network Expansion Potential Street Realignment Big Thomp son Av enueWo nde rland Avenue Mac Gr egor AvenueMoraine AvenueW. Elkhorn Ave n u e E. Riverside AvenueCleave Street East Clea v e Street (Proposed)Spruce Stre e t39 6 CIRCULATION Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201794 Transit The Town operates six free daily shuttles during the 12-week peak summer season (between June and September) from the Visitor Center to a variety of destinations. Additionally, the Town provides free trolley services for guests and residents during several events outside of the summer shuttle season (21 days of service outside of the peak summer season in 2015). The National Park Service operates three free shuttles during the peak season (typically late May to early October) in and around Rocky Mountain National Park (RMNP). One of these routes, the Hiker Shuttle, serves the Visitor Center. Figure 6.9 displays a map of the six Estes Park shuttle routes. All routes serve the Visitor Center. However, only three routes serve the Downtown Core: • Gold Route (Trolley): All day out and back service between the Visitor Center and Maxwell Inn via Downtown every 30 minutes • Green Route: Afternoon one-way loop service between the Events Complex, Town Hall and the Visitor Center every 15 minutes • Brown Route: All day one-way loop service between the Events Complex, Mary’s Lake Lodge, the YMCA Hampel Auditorium, Picadilly Square, Barlow Plaza/Town Hall and the Visitor Center every hour Currently, those who park at the Visitor Center and ride the shuttle wait approximately 15 minutes on average for the Trolley (Gold Route), which arrives at the Visitor Center every 30 minutes. During the afternoon hours, some may elect to ride to the Downtown Core from the Visitor Center on the Green Route, which runs every 15 minutes. However, because this route operates on a one-way loop and wÀÃÌÃiÀÛiÃ̅i Ûi˜Ìà œ“«iÝ>vÌiÀÃ̜««ˆ˜}>Ì̅i6ˆÃˆÌœÀ i˜ÌiÀ]̅iÌÀˆ«Ì>ŽiÃ>««ÀœÝˆ“>ÌiÞ£ä minutes. The Brown Route does not provide a reasonable option to travel from the Visitor Center to the Downtown Core, as it operates on a one-way loop, serving Elkhorn Avenue last after departing the Visitor Center. Both the Visitor Center and the Events Complex provide ample parking and, with clear signage and communication, can serve as attractive options to park and ride Downtown for visitors and Downtown employees alike. The Town should pursue several strategies to continue to improve shuttle service as a convenient, easy- ̜‡ÕÃi>˜`ivwVˆi˜Ì>ÌiÀ˜>̈Ûi̜`ÀˆÛˆ˜}>˜`«>ÀŽˆ˜} œÜ˜ÌœÜ˜\ • Revised routes to improve frequency of service between the Visitor Center and the Downtown Core • Easy-to-understand route maps and schedules that clearly communicate options for riding to and from Downtown • Highly visible transit stops with amenities, such as shelters, trash receptacles, benches and route information Estes Park free trolley CIRCULATION 6 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 95 Improved Frequency of Service to and from Downtown The Trolley (Gold Route) offers an easy-to-understand route map that provides a convenient option for visitors to park at the Visitor Center and ride Downtown. With 30-minute service, however, visitors can iÝ«iVÌ̜Ü>ˆÌvœÀ£x“ˆ˜ÕÌiÃœ˜>ÛiÀ>}i̜Ì>Ži̅iwÛi‡“ˆ˜ÕÌiÌÀˆ«œ˜̅i/ÀœiÞ̜̅i œÜ˜ÌœÜ˜ Core. The Town should strive to provide service between the Downtown Core and the Visitor Center iÛiÀޣ䓈˜ÕÌiÃÆ̅ˆÃˆÃVœ˜Ãˆ`iÀi`º…ˆ}…‡vÀiµÕi˜VÞ»>˜`>œÜÃÀˆ`iÀÃ̜viiVœ˜w`i˜Ì>ÅÕÌ̏i܈ arrive shortly, without consulting a schedule. This can be accomplished by investing in additional Trolley service or revising the Green, Brown and Silver Routes so they serve the Downtown Core and the Visitor Center in both directions. Example route revisions could include converting the Green, Silver and Brown Routes to out and back service to provide multiple overlapping routes between the Visitor Center and the Downtown Core. These revisions would increase the end to end travel times for each route, but provide overlapping, high-frequency service between the Visitor Center and the Downtown Core, as shown in Figure 6.10. Easy-to-understand Route Maps and Schedules "˜i‡Ü>ޏœœ«ˆ˜}ÀœÕÌiëÀœÛˆ`i>˜ivwVˆi˜ÌÜ>Þ̜ÃiÀÛi“>˜Þ`iÃ̈˜>̈œ˜Ã܈̅>Ș}iÛi…ˆVi]LÕÌ such routes are often confusing for visitors as they only provide service in one direction. While residents >˜`i“«œÞiiÃV>˜i>À˜ÃV…i`ՏiÃ>˜`w}ÕÀiœÕÌ̅iLiÃÌÀœÕÌiÃ̜“iiÌ̅iˆÀ˜ii`Ã]ۈÈ̜ÀÃœvÌi˜ >ۜˆ`ÅÕÌ̏iÃ܈̅Vœ“«ˆV>Ìi`ÀœÕÌiÃÌÀÕVÌÕÀiÃLiV>ÕÃiˆÌV>˜Li`ˆvwVՏÌ̜Vœ˜wÀ“̅iÞ܈Li>Li̜ w˜`>˜œÌ…iÀÅÕÌ̏iL>VŽ̜̅iˆÀÛi…ˆViœÀ«œˆ˜ÌœvœÀˆ}ˆ˜° The Town should implement a high-frequency corridor between the Visitor Center and the Downtown Core using multiple routes, route maps, schedules and shuttle displays to clearly communicate the next major stop on the route so that visitors can easily understand how to use the shuttle system. Most visitors will be less concerned with the end point destinations of individual routes, but will simply want to know if any individual shuttle will run between the Visitor Center and the Downtown Core via Elkhorn Avenue. 6 CIRCULATION Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201796 Design a transit stop with amenities and recognizable branding. Highly Visible Transit Stops with Amenities Not all shuttle stops will serve a large number of passengers. In fact, only a few stops along the highest frequency corridors are likely to carry most visitors to the Town. Investing in amenities at these select stops will draw attention to the transit system, allow visitors to feel the shuttle system is both reliable and convenient and provide a comfortable location to wait for the next shuttle. The Town should invest in amenities such as shelters, benches, route information and potentially real time arrival information at the following locations: • Events Complex • Visitor Center • Town Hall/Barlow Plaza • Moraine Avenue and Elkhorn Avenue • Rockwell Street Branded, visible vehicles and highly visible transit stops communicate to all visitors that the shuttle system provides a convenient option for travel to and from Downtown, which will attract additional riders over time. 40 CIRCULATION 6 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 97 Figure 6.9: Existing Shuttle Service 6 CIRCULATION Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 201798 Figure 6.10: Recommended Transit Shuttle Improvements PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 99 PARKING 7 41 7 PARKING Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017100 This chapter provides parking-related recommendations for Downtown. It includes: • Parking Management Recommendations: Recommended immediate to short-term, as well as mid- to longer-term strategies carefully curated to provide guidance on how to effectively leverage parking and mobility management to support the Town’s growth • Preparing for the Future: Key industry trends in parking and mobility management that should be kept in mind as the Town’s parking and mobility management program grows in size and sophistication. Parking Management Recommendations The following recommendations are focused on transitioning the Town’s parking management efforts to Li“œÀiivviV̈Ûi]“œÀiivwVˆi˜Ì>˜`“œÀiÕÃiÀ‡vÀˆi˜`Þ° Short-Term (2017-2018) Transition to a Consolidated City Department Management Model The Town should identify the preferred location for all Downtown parking management functions. Traditionally, parking functions in municipal environments have been “horizontally-fragmented,” where different functions of parking have been assigned to various departments. This approach can present Vœ““Õ˜ˆV>̈œ˜V…>i˜}iÃ]܅ˆV…V>˜i>`̜ˆ˜ivwVˆi˜VÞ]`ˆÃœˆ˜Ìi`«>˜˜ˆ˜}ivvœÀÌÃ]>˜`VÕÃ̜“iÀ frustration. The Downtown Plan recommends a “vertically-integrated” model, with all parking-oriented functions fully “housed” within one department. • Consolidated (“Vertically-Integrated”) City Department Model: This model places all parking functions within one town department. Functions such as enforcement, facilities management, outreach, branding and parking planning are placed under one director, who may or may not have cabinet-level status within town government. Examples of well-run public parking systems that use this organizational model can be found in Fort Collins, CO; Manitou Springs, CO; and Breckenridge, CO (although Breckenridge is currently undergoing a process to consider outsourcing their parking system). PARKING 7 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 101 The Consolidated “Vertically-Integrated” City Department Model is essentially a typical department i`LÞ>`i«>À̓i˜Ì…i>`̅>ÌVœ˜ÃˆÃÌÃœv>Û>Àވ˜}>ÃÜÀ̓i˜ÌœvÃÕ««œÀÌÃÌ>vv°/…i`iw˜ˆ˜} characteristic of this model is that the department director has complete responsibility for the management of all parking-related program elements. Primary elements include: • Off-street parking facilities • On-street parking resources • "ÛiÀ>«Àœ}À>“w˜>˜Vˆ>«iÀvœÀ“>˜Vi • Parking system planning • Parking enforcement and related areas: »Transportation Demand Management (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) »*>ÀŽˆ˜}ÃÞÃÌi“«>˜˜ˆ˜}­âœ˜ˆ˜}]«>ÀŽˆ˜}ÀiµÕˆÀi“i˜ÌÃ]Vœ`iˆÃÃÕiÃ]w˜>˜Vˆ>«>˜˜ˆ˜}® »Residential permit parking programs »Interface with Downtown development and economic development Make Strategic Investments in Technology With innovation in technology moving at an increasingly rapid pace, it can be challenging for some communities to identify where technology can support their parking and transportation management activities and where technology might actually get in the way of progress. While technology is an important part of the conversation, it isn’t the answer to every challenge and should be approached thoughtfully. “Best in Class” parking operations almost always have a comprehensive and integrated «>ÀŽˆ˜}>VViÃÃ>˜`ÀiÛi˜ÕiVœ˜ÌÀœÃÞÃÌi“̅>ÌœvviÀÃ̅ivœœÜˆ˜}Li˜iwÌÃ\ • Consistent operations and features for customers • -ˆ“«ˆwi`ÉVœ˜ÃˆÃÌi˜ÌÌÀ>ˆ˜ˆ˜}vœÀÃÌ>vv>˜`>Õ`ˆÌœÀà • -ˆ“ˆ>ÀiµÕˆ«“i˜Ì>˜`“œ`iÃ]܅ˆV…«ÀœÛˆ`iÃvœÀȓ«ˆwi`“>ˆ˜Ìi˜>˜Vi>˜`iÃÃVœÃ̏Þ«>ÀÌà stocking • Consolidated system-wide reporting and management information Staying informed of new technologies can help the parking department identify the best tools available to achieve its goals. New technologies can help the Town and staff responsible for parking management ܜÀŽÓ>ÀÌiÀ]˜œÌ…>À`iÀ° ÕÃ̜“iÀÃiÀۈViiÛiÃV>˜Lii˜…>˜Vi`ÕȘ}ƂÕ̜“>̈V6i…ˆVi`i˜ÌˆwV>̈œ˜ (AVI) systems, web-based permit renewal programs, pay-on-foot payment stations, mobile payment technologies, etc. These enhancements can be implemented when the timing is right, after the community has been brought along with the Town in planning conversations. 7 PARKING Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017102 Maximize Existing Parking Infrastructure While it is strongly recommended that the Town maximize the use of existing parking assets before investing in parking infrastructure, that does not mean that planning for the future should not start immediately. Effective parking management includes proactively coordinating with public and private partners, thoroughly understanding the often-competing needs of various user groups (i.e., employees, visitors, business owners), and managing supply to prioritize use, based on adjacent needs and land uses. The concept of shared parking should be actively promoted to move towards creating an integrated network of parking offerings, where both public and private parking assets can be leveraged to meet peak demand. The Town should take an active role in promoting and facilitating shared parking to ensure that supply is not over-built and demand is effectively managed by leveraging the existing parking supply. ACTION ITEMS: • ,iۈiÜi݈Ã̈˜}«>ÀŽˆ˜}>ÃÃiÌÃvœÀ>ޜÕÌivwVˆi˜VÞ°-Õ««ÞV>˜œvÌi˜Liˆ˜VÀi>Ãi`LÞx‡£x¯̅ÀœÕ}… improved lot layout and/or via lot combination, etc. • Maintain clean, safe and attractive facilities. This is a core function of any parking program and È}˜ˆwV>˜ÌÞˆ“«>VÌÃ̅i«iÀVi«Ìˆœ˜œv̅i«Àœ}À>“>˜`̅iVœ““Õ˜ˆÌÞˆÌÃiÀÛiðƂÃÌÀ>Ìi}Þœv >``ÀiÃȘ}̅iºˆÀÃÌÎäiiÌ»œvi>V…«>ÀŽˆ˜}v>VˆˆÌÞˆÃ>ÀiVœ““i˜`i`wÀÃÌÃÌi«ˆ˜Ŝ܈˜}ܓi immediate progress. Key elements of the “First 30 Feet” approach include: »Cleaning and painting »Reviewing and consolidating signage »Adding “Welcome” and “Thank You” messaging »Upgrading lighting to ensure that there are no dark corners or unlit locations within the lot or structure • 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 its public parking assets. Parking v>VˆˆÌˆiÃ>Ài“>`iœvVœ˜VÀiÌi]܅ˆV…`iÌiÀˆœÀ>ÌiÃœÛiÀ̈“i>˜`ÀiµÕˆÀiÃÈ}˜ˆwV>˜Ìˆ˜ÛiÃ̓i˜Ìà 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. 42 PARKING 7 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 103 Provide Options to Help Customers Make the Right Parking or Transportation Choice for their Trip The goal of parking management is not to “get better at catching illegal parkers,” nor is it about a º“œ˜iÞ}À>L»ÆˆÌˆÃ>LœṎ`i˜Ìˆvވ˜}ÃÌÀ>Ìi}ˆiÃ̅>Ì…i««iœ«iw˜`Ã>vi>˜`i}>«>ÀŽˆ˜}ë>Vià µÕˆVŽÞ>˜`ivwVˆi˜ÌÞ°ÌˆÃ>Ãœ>LœÕÌivviV̈ÛiÞ“>˜>}ˆ˜}>ˆ“ˆÌi`«ÕLˆVÀiÜÕÀVi°“«ÀœÛˆ˜}̅i Downtown experience begins with managing available parking and transportation resources, introducing new parking policies and systems judiciously, and developing programs that help alleviate and address current “chokepoints” in Downtown circulation. Ultimately, the Town’s “big picture” focus should include strategies to integrate parking with transit, cycling and pedestrian initiatives and programmatic support for enhancing transportation and community elements. ACTION ITEMS: • As the Town works to develop an employee and resident parking program, staff should work closely with key community development partners (i.e., the Chamber, Visit Estes Park, and the Estes Park Economic Development Corporation [EDC]) to involve stakeholders in the process, especially with regard to employee education about parking options for longer stays. • ˜ÛiÃ̈˜>Vœ“«Ài…i˜ÃˆÛiÜ>Þw˜`ˆ˜}ÃÌÕ`Þ°/…ˆÃˆ˜ÛiÃ̓i˜ÌܜՏ`˜œÌœ˜Þ«ÀœÛˆ`i>˜œÌˆVi>Li improvement to the customer experience, it would also likely impact congestion caused by visitors who are circling to look for available parking. • As a shorter-term and cost-effective strategy, continue to expand the use of temporary variable messaging signs to assist with event parking management. • Consider installing bicycle parking signage to help identify legal bicycle parking locations. • Review and improve Downtown street furniture needs/design, including improving existing bike racks to ensure bikes can be adequately secured, and consider strategically investing in additional bicycle infrastructure. • œ˜Ãˆ`iÀiÝ«œÀˆ˜}ÌiV…˜œœ}Þ̅>Ì“>ÞLiœv>ÃÈÃÌ>˜Vi>˜`ÕȘ}yi݈Liœ«Ìˆœ˜Ã]ˆ˜VÕ`ˆ˜} vehicular and bicycle valet programs. • Consider conducting a “walking experience audit” with Town staff and members of the community. This process can help “remind” residents what it’s like to “be a visitor” and can be a helpful tool in ˆ`i˜Ìˆvވ˜}>˜``iw˜ˆ˜}LˆŽi]Ûi…ˆVi>˜`«i`iÃÌÀˆ>˜Ü>Þw˜`ˆ˜}˜ii`ð 7 PARKING Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017104 Additional Planning Steps This section provides additional recommendations related to parking. ACTION ITEMS: The following action items should be considered as high priorities as the Town looks to take a more strategic approach to communicating about existing and future parking and transportation offerings: • iÛiœ«>ëiVˆwV`ˆÃ̈˜V̈Ûi«>ÀŽˆ˜}LÀ>˜`>˜`ۈÃÕ>“>ÀŽ̅>̈ȘVœÀ«œÀ>Ìi`ˆ˜Ìœ>«>ÀŽˆ˜} signage, marketing and communications materials. • ˜ÛiÃ̈˜>Vœ“«Ài…i˜ÃˆÛiÜ>Þw˜`ˆ˜}ÃÌÕ`Þ°/…ˆÃˆ˜ÛiÃ̓i˜ÌܜՏ`˜œÌœ˜Þ«ÀœÛˆ`i>˜œÌˆVi>Li improvement to the customer experience, it would also likely impact congestion caused by visitors who are circling to look for available parking. • Consider a strategic investment in lower-cost parking monitoring and communication technology >Ã>Vœ“«œ˜i˜Ìœvi˜…>˜Vi`Ü>Þw˜`ˆ˜}>˜`È}˜>}iiÝ«œÀ>̈œ˜°Ƃ˜iÝ>“«iœv>Ûi˜`œÀ̅>Ì specializes in this type of low-cost alternative is Parking Logix. • *>˜vœÀ>˜˜Õ>ÃÌ>Ži…œ`iÀœÕÌÀi>V…>˜`i˜}>}i“i˜Ì]iëiVˆ>ÞLivœÀi]`ÕÀˆ˜}]>˜`>vÌiÀÈ}˜ˆwV>˜Ì policy, technology or programmatic changes. • Coordinate with local community partners (i.e., Visit Estes Park, the Estes Park Chamber of Commerce and the Estes Park EDC) to create a “one stop shop” online resource for vehicle parking, bicycle parking and multimodal (i.e., shuttle) options. Work collaboratively to ensure that this resource has one “champion” or point person responsible for making sure that the site stays up- to-date and is well-promoted. The following outlines some industry best practices that should be considered when developing a “one stop shop” online resource: »Include basic parking and mobility information/location/directions »Include the organization’s mission, vision and values, and the work underway to achieve those goals »Include a contact form for feedback purposes »Include an emergency/contact phone number that is answered 24/7 »Ideally, create the website in distinct sections that correlate to target audience categories, with information neatly sorted and organized based on the type of user accessing the site. »Ensure that the website is well-managed with a plan to keep content fresh and new. Users ÀiÌÕÀ˜ˆ˜}̜̅iÈÌi>˜`w˜`ˆ˜}˜œÌ…ˆ˜}˜iÜ>ÀiˆŽiÞ̜Ã̜«Ṏˆâˆ˜}ˆÌ>Ã>ÀiÜÕÀVi° »In addition to hosting some static content, 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. »Offer a mobile optimized version of the website for those who wish to access the site on mobile devices. »Consider using Google Analytics (or a similar tool) to track where the website is receiving the “œÃÌÌÀ>vwV>˜`>V̈ÛiÞ“œÛi̅œÃiˆÌi“Ã̜̅i…œ“i«>}i° PARKING 7 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 105 Mid- to Long-Term Identify Desirable and Viable Locations for Future Addition of Parking Infrastructure Through conversations with Town staff and feedback from community members during the April 2017 `iÈ}˜V…>ÀÀiÌÌi>˜`œ«i˜…œÕÃi]̅ivœœÜˆ˜}ÈÌiÃÜiÀiˆ`i˜Ìˆwi`>Ã̅œÃi̅>Ì«ÀiÃi˜Ì̅i“œÃÌ opportunity to serve multiple purposes (i.e., provide additional parking and protect against and/or “ˆÌˆ}>Ìi̅iˆ“«>VÌœvyœœ`ˆ˜}®°/…iÈÌiÃ>ÀiˆÃÌi`ˆ˜œÀ`iÀœv«ÀiviÀi˜Vi>˜`i>V…ˆ˜VÕ`iLÀˆivLՏiÌà about site opportunities and/or challenges. A “(+)” ˆ˜`ˆV>ÌiÃ>Li˜iwÌ̜>}ˆÛi˜ÈÌi°Ƃ( = ) indicates a factor that is neither positive or negative. A ( - ) indicates a negative factor to consider associated with a parking site. A. Town Hall/Library Parking Lot • (+) Garnered the most excitement in conversations with community members • (+) Could potentially double parking in a core area of the Town • (+) Existing land use is parking • (+) Highly visible location • (+) Strategic location could serve special events (i.e., Farmer’s Markets) • ­³®Տ̈‡«ÕÀ«œÃiLi˜iwÌœvLÀˆ˜}ˆ˜}ÃÌÀiȉiÛi>V̈Û>̈œ˜­ÃÕV…>ÃÀiÌ>ˆÃ̜ÀivÀœ˜Ìî>œ˜} Ž…œÀ˜ Avenue • (+) Site size and layout are conducive for structure parking • (+) Drivers won’t have to travel very far into Downtown before exiting their vehicles • (+) Land is already owned by the Town • (=) “Downtime” for facility construction should be considered and closures phased, if possible, to limit disruption to parking access for this highly-utilized surface parking lot B. Post Office Building and Existing Post Office Surface Lot • ­³® œÕ`>œÜ…ˆ}…Þ‡Ṏˆâi`*œÃÌ"vwVi̜ÃÌ>Þˆ˜ˆÌÃVÕÀÀi˜ÌœV>̈œ˜>ë>ÀÌœv>˜iÜ“ˆÝi`‡ÕÃi development • (+) Part of the site is already parking • (+) Second story of the structure would be level with Moraine Avenue, with a possible pedestrian bridge connection • ­³®-ÌÀÕVÌÕÀiVœÕ`>VÌ>Ã>ÈiÛivœÀ`iLÀˆÃ`ÕÀˆ˜}>yœœ`iÛi˜Ì • ­³® i˜ÌÀ>ˆâi`]…ˆ}…Þ‡ÌÀ>vwVŽi`œV>̈œ˜œv œÜ˜ÌœÜ˜ • (=) “Downtime” for facility construction should be considered and closures phased, if possible, to limit disruption to parking access • (=) Drivers still have to drive into the core of Downtown before exiting their vehicles • ­‡®*œÃÌœvwViVÕÀÀi˜ÌÞ…>Ã>œ˜}iÀ‡ÌiÀ“i>ÃivœÀ̅i>˜` 43 7 PARKING Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017106 C. Piccadilly Square • (+) Ideal location for capturing drivers departing the Rocky Mountain National Park (RMNP), before they enter the core of Downtown • ­³®*œÌi˜Ìˆ>vœÀ>ºÃ…œÜ«ˆiVi»«>ÀŽˆ˜}ÃÌÀÕVÌÕÀi̅>ÌÃiÀÛiÓՏ̈«i«ÕÀ«œÃiÃp«>ÀŽˆ˜}]>˜ˆ˜VÀi>Ãi ˆ˜ÀiÌ>ˆ>˜`ÀiÈ`i˜Ìˆ>œvviÀˆ˜}Ã]>˜`yœœ`“ˆÌˆ}>̈œ˜ • (=) “Downtime” for facility construction should be considered and closures phased, if possible, to limit disruption to parking access • (=) Land is privately-held • ­‡® Õi̜ÈÌi½ÃœV>̈œ˜]Ϝ«i]>˜`“Տ̈«i>VViÃ뜈˜ÌÃ]w˜>˜Vˆ>vi>ÈLˆˆÌÞ܈ˆŽiÞLi>Vœ˜ViÀ˜ D. Cleave Street Lot • (+) Potential for a smaller facility, perhaps only two stories • (+) Supports best practice concept of investing in distributed pockets of smaller parking assets around Downtown versus larger consolidated assets in one location • (=) Need to accommodate access for deliveries, loading and other functions could impact site viability E. Lot West of Moraine Avenue • (+) Potential for a smaller facility, perhaps only two stories • (+) Supports best practice concept of investing in distributed pockets of smaller parking assets around Downtown versus larger consolidated assets in one location There is additional opportunity to reconstruct the surface lot near Spruce Park (“Performance Park”) to >œÜvœÀˆ˜Ìi˜Ìˆœ˜>yœœ`ˆ˜}œv̅iœÌ`ÕÀˆ˜}>>À}iÀyœœ`iÛi˜Ì° Õi̜̅iœÌ½ÃœV>̈œ˜ˆ˜>Ãi˜ÃˆÌˆÛi yœœ`✘i>Ài>]`Àœ««ˆ˜}̅ii݈Ã̈˜}œÌ̜>œÜiÀiÛiVœÕ`…i«VÀi>Ìi>˜>ÌÕÀ>ºÀiÌi˜Ìˆœ˜>Ài>» ̅>ÌVœÕ`Li`iÈ}˜i`̜yœœ`>˜``À>ˆ˜“œÀiϜ܏ް "ÕÌœv̅iˆÃÌœv«œÃÈLi«>ÀŽˆ˜}ÈÌiÈ`i˜Ìˆwi`ˆ˜̅i«ÀiۈœÕÃÃiV̈œ˜]̅iÈÌi̅>ÌŜÜÃ̅i“œÃÌ promise for redevelopment into a multi-purpose, mixed-use facility that includes an opportunity for «>ÀŽˆ˜}]ÀiÈ`i˜Ìˆ>]ÀiÌ>ˆ]>˜`yœœ`“ˆÌˆ}>̈œ˜ˆÃ̅i*ˆVV>`ˆÞ-µÕ>ÀiœÌ° Õi̜ˆÌÏœV>̈œ˜]̅ˆÃ site also could serve as a functional “mobility basecamp” to RMNP, a multimodal hub for shuttles and bike share, and as a centrally-located public meeting gathering space. As this parcel is privately- …i`]>Vœ˜ÛiÀÃ>̈œ˜ŜՏ`wÀÃÌLi…>`܈̅̅i«Àœ«iÀÌޜܘiÀ̜`iÌiÀ“ˆ˜i̅iˆÀˆ˜ÌiÀiÃ̈˜ÈÌi redevelopment. This step should happen before any future conversations about the site are held. PARKING 7 December 2017 Estes Park, Colorado - Downtown Plan 107 Preparing for the Future The Estes Park Downtown Plan was designed to be a guiding framework that balances the multimodal access needs, trends and choices of today while also preparing for inevitable shifts in demographics, iVœ˜œ“ˆVÃ]ÌÀ>ÛiV…œˆViÃ]«…ÞÈV>`iÈ}˜Ã>˜`ÌiV…˜œœ}Þ°ƂÃÃÕV…]̅ˆÃw˜>ÃiV̈œ˜̜ÕV…iÃœ˜>viÜ i“iÀ}ˆ˜}ÌÀi˜`Ã̅>Ì܈ˆŽiÞˆ˜yÕi˜Vi>˜`Å>«i…œÜ«iœ«iÌÀ>Ûi̜>˜`>ÀœÕ˜`̅i/œÜ˜vœÀÞi>Àà to come: • Shared travel options • Data-driven management • Adaptive reuse principles (covered previously) • Electric vehicles (EVs) • Autonomous and connected vehicles (AV/CV) Shared Travel Options Promote shared travel options over tools that push users to a single mode each day. One-way travel options are rapidly expanding. These options include walking, transit, bike share, Transportation Network Companies (i.e., Uber and Lyft), carsharing (Car2Go) and much more. In the near future, shared autonomous vehicles will likely also join this category of transportation options. These ÌÀ>Ûiœ«Ìˆœ˜Ã>œÜÕÃiÀÃiÛi˜“œÀiœ«Ìˆœ˜ÃvœÀwÀÃÌ>˜`>ÃÌ“ˆiVœ˜˜iV̈ۈÌÞ]>˜`}Ài>ÌiÀœ««œÀÌ՘ˆÌˆià to live car-free or “car-lite” lifestyles. Data-Driven Management *ÕÀÃÕi`>Ì>‡`ÀˆÛi˜“>˜>}i“i˜Ì«À>V̈ViÃ̜ˆ“«ÀœÛiÃÞÃÌi“ivwVˆi˜VÞ>˜`Å>Àiˆ˜vœÀ“>̈œ˜ivviV̈ÛiÞ° Performance-based parking pricing, Uber’s “surge pricing,” and peak hour transit fares are all examples œvÕȘ}«ÀˆVˆ˜}̜>``ÀiÃëi>Ž`i“>˜`ð,i>‡Ìˆ“i`>Ì>VœiV̈œ˜>˜`>˜>ÞÈÃpÃÕV…>ÃVœ““ÕÌi mode detection that can distinguish between biking, Single Occupant Vehicle (SOV) use, carpooling >˜`ÌÀ>˜ÃˆÌÕÃip܈>Þ̅ivœÕ˜`>̈œ˜vœÀivviV̈ÛiÃÞÃÌi““>˜>}i“i˜Ì“œÛˆ˜}vœÀÜ>À`°ƂÃ̅i/œÜ˜ “œÛiÃ̅ÀœÕ}…ˆÌà œ““Õ˜ˆÌÞ œ˜ÛiÀÃ>̈œ˜>LœÕÌ œÜ˜ÌœÜ˜*>ÀŽˆ˜}pëiVˆwV>Þ܈̅Ài}>À`̜> Vœ˜ÛiÀÃ>̈œ˜>LœÕÌÃi>ܘ>«>ˆ`«>ÀŽˆ˜}pˆ`i˜Ìˆvވ˜}ÌiV…˜œœ}ÞÛi˜`œÀ툰i°]Ó>ÀÌ«>ÀŽˆ˜}“iÌiÀÃ] pay by phone/mobile app providers) that can help the Town make data-driven decisions is strongly recommended. 7 PARKING Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017108 Electric Vehicles (EVs) To support the trend of increased electric vehicle (EV) ownership, cities across the nation are looking at how to incorporate and prioritize EV investments into existing infrastructure. Items for consideration in conversation about the impact of EVs include: • Quantity and location charging stations, including possible location prioritization • Variety of charging stations offered (Levels 1-3) • Fee schedule or time stay limit for EV spaces • Full or self-service offerings • Communication and signage to promote utilization • Payment options Autonomous & Connected Vehicles (AVs & CVs) An autonomous vehicle (AV) is a car or truck that can guide itself without a human driver, while a connected vehicle (CV) is a vehicle that is equipped with internet access and likely with a local wide area network (WAN). While widespread testing of partially and fully autonomous vehicles is taking place across the globe, the parking industry as a whole likely won’t need to start redesigning parking assets to >VVœ““œ`>ÌiƂ6ÃÉ 6ÃvœÀ>̏i>ÃÌ>˜œÌ…iÀwÛiÞi>ÀÃœÀÜ°œÃÌœv̅iÀii>Ãi`>ÌiÃÃii˜vÀœ“Ƃ6É 6 developers for revenue service “aTaxis” is not until at least 2021. However, it isn’t clear what capabilities those “aTaxis” will have initially. Being able to drive on “any” street from any origin to any destination (and park in any lot) completely driverless is a pretty big challenge. Businesses and parking lot/garage owners that want to be early-adopters or trailblazers are encouraged to start partnering today with AV developers and parking facility designers to start piloting new concepts and doing demonstration projects. 44 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 109 FLOOD MITIGATION 8 PedPedTravelLaneTravelLane 15’8’11’12’11’ 15’8’ StormDrains Rain RainCentral 8 FLOOD MITIGATION Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017110 Black Canyon Creek and two major rivers, Big Thompson and Fall River, come together at the center of Downtown. The Town’s proximity to RMNP is both an asset and a vulnerability. From an access and >iÃ̅ïVÃÃÌ>˜`«œˆ˜Ì]̅i«>ÀŽ>˜`̅iÀˆÛiÀÃ>Àiܜ˜`iÀvՏ>ÃÃiÌÃvœÀ̅i/œÜ˜°Àœ“>yœœ`“ˆÌˆ}>̈œ˜ ÃÌ>˜`«œˆ˜Ì]̅i/œÜ˜ˆÃÛՏ˜iÀ>Li̜yœœ`ˆ˜}vÀœ“؜Ü“iÌ>˜`Ã̜À“ð1˜`iÀÈâi`LÀˆ`}iÃ>˜` ÀˆÛiÀÃiV̈œ˜Ã«ÀœÛˆ`i>``ˆÌˆœ˜>V…>i˜}iðƂÃÃii˜vÀœ“«>ÃÌyœœ`ˆ˜}]̅i/œÜ˜½Ãˆ˜vÀ>ÃÌÀÕVÌÕÀiˆÃ˜œÌ V>«>LiœvÃ>viÞ«>ÃȘ}>À}iÃ̜À“yœÜÃ܈̅œÕÌi˜`ÕÀˆ˜}È}˜ˆwV>˜Ìˆ“«>VÌ̜̅iÀˆÛiÀÃ]>˜`ÃV>«i and built environment. /…ˆÃV…>«ÌiÀ«ÀœÛˆ`iÃyœœ`“ˆÌˆ}>̈œ˜Vœ˜Vi«ÌÃÕȘ}>̅Àii‡iÛi>««Àœ>V…̅>̏œœŽÃ>Ì,i}ˆœ˜>] Town and Site/Property design. The concepts build on information from previously completely studies and recommendations in this document. Three Levels of Flood Mitigation Ƃ̅Àii‡iÛi>««Àœ>V…ˆÃÃÕ}}iÃÌi`̜`iÛiœ«Vœ˜Vi«ÌÃvœÀyœœ`“ˆÌˆ}>̈œ˜>Ì>À>˜}iœvÃV>ið Regional Level The regional level considers how solutions can be achieved in the upper watershed. This requires cooperation among agencies and governments. Opportunities may be limited due to inconsistencies in federal policies. Nonetheless, lands not federally owned above the Town that could provide opportunities for retention/detention and naturalized channel improvements such as diversions and drop structures should be investigated. The opportunity exists to work with Larimer County. The improvement concepts developed in the œÜ˜ÌœÜ˜*>˜ܜՏ`Li˜iwÌ̅iVœÕ˜ÌÞv>À̅iÀ`œÜ˜ÃÌÀi>“°/…iVœÕ˜ÌÞVœÕ`Li>«>À̘iÀˆ˜LœÌ… yœœ`Vœ˜ÌÀœ>˜`v՘`ˆ˜}° Àœ“>Ài}ˆœ˜>«iÀëiV̈Ûi]˜>̈œ˜>«>ÀŽ>˜`VœÕ˜Ìޏ>˜`ëÀœÛˆ`iœ««œÀÌ՘ˆÌˆiÃvœÀyœœ`“ˆÌˆ}>̈œ˜ œ˜>>À}iÃV>i]܅ˆV…VœÕ`«œÌi˜Ìˆ>Þ}Ài>̏ÞLi˜iwÌ̅i/œÜ˜>˜`̅i܅œiœv ÃÌiÃ6>iÞ°-œ“iœv those may be: • Regional retention/detention basin »,i}ˆœ˜>`iÌi˜Ìˆœ˜ÉÀiÌi˜Ìˆœ˜L>ȘÃLœÌ…ˆ˜‡ˆ˜i>˜`œvv‡ˆ˜iV>˜LiLi˜iwVˆ>̜>ÌÌi˜Õ>̈˜} the peak runoff rate. Attenuating the peak on one of the rivers or the creek until the other peak «>ÃÃiÃ̅ÀœÕ}…̜ܘV>˜Ài`ÕVi̅iœÛiÀ>“>}˜ˆÌÕ`i>˜`ˆ“«>VÌœv̅iyœœ`Ü>ÛiÃ̜̅i Town infrastructure. • Flood control dam »Ƃyœœ`Vœ˜ÌÀœ`>“ˆÃ>˜>LœÛi‡}ÀœÕ˜`ÃÌÀÕVÌÕÀi̅>̈ØœÀ“>Þi“«ÌÞ]LÕÌ̅>̈ÃÕÃi`̜ Ã̜Àiyœœ`Ü>ÌiÀÃ>˜`>ÌÌi˜Õ>Ìi«i>ŽyœÜð >“ÃÌi˜`̜Li>À}iÀÃÌÀÕVÌÕÀiÃ̅>˜`iÌi˜Ìˆœ˜É retention basins. The Colorado Division of Water Resources Dam Safety Section administers the Dam Safety Program for the state. Steel bulkheads can be used to contain larger UVQTOCPFƃQQFƃQYU (NQQFEQPVTQNFCOUCTGWUGFVQUVQTGƃQQFYCVGTU CPFCVVGPWCVGRGCMƃQYU FLOOD MITIGATION 8 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 111 • Divert a portion of the river flow around the Town »"««œÀÌ՘ˆÌˆiÃ̜Ài`ˆÀiVÌyœÜÕ«ÃÌÀi>“Ü̅>̈ÌLÞ«>ÃÃiÃ̅i/œÜ˜ŜՏ`Liˆ˜ÛiÃ̈}>Ìi`°˜ >À}iÃ̜À“Ã]ܓiœv̅iyœÜVœÕ`«œÃÈLÞLi`ˆÛiÀÌi`̜>`ˆvviÀi˜ÌÜ>ÌiÀVœÕÀÃi]œÀ>˜iÜ conveyance around the Town. The runoff could be permanently diverted to a different watershed, or join back with the river downstream of the Town. /…i`ˆÛiÀȜ˜œv>«œÀ̈œ˜œv̅iyœÜ>ÀœÕ˜`̅i/œÜ˜ˆÃÀiVœ““i˜`i`]LÕ̘œÌ܅œiÃV>i`ˆÛiÀȜ˜œv iˆÌ…iÀÀˆÛiÀ°/…iÀˆÛiÀÃ>Ài>“>œÀvi>ÌÕÀiœv̅i/œÜ˜]>˜`ܓiyœÜŜՏ`Li“>ˆ˜Ì>ˆ˜i`° Town Level “«ÀœÛi“i˜ÌÃ̜̅iÌܜÀˆÛiÀÃ>˜` >VŽ >˜Þœ˜ ÀiiŽ>ÀiÀiVœ““i˜`i`vœÀyœœ`“ˆÌˆ}>̈œ˜°ƂÌ̅i same time, mitigation measures can provide opportunities to access waterways in a way that enhances the Estes Park experience. Improvement ideas include: • Provide a multi-tiered channel section such that lower magnitude storms are conveyed at the lower level, and the upper tiers can be used for trails and passive uses. In larger, less frequent storms the Li˜V…i`>Ài>܈Vœ˜ÛiÞyœÜ° • 7ˆ`i˜V…>˜˜iÃiV̈œ˜Ãˆ˜ܓi>Ài>ð/…ˆÃV>˜`ˆÃÈ«>ÌiyœÜi˜iÀ}Þ>˜`Vœ˜ÛiÞ>``ˆÌˆœ˜>yœÜˆ˜ ̅iV…>˜˜i°/…ˆÃVœÕ`Ài`ÕViœÛiÀ̜««ˆ˜}œv̅iL>˜ŽÃœv̅iV…>˜˜i>˜`yœœ`ˆ˜}ˆ˜Ìœ̅i/œÜ˜° • ˜VœÀ«œÀ>ÌiÌÀ>ˆÃ>˜`LˆŽiÜ>ÞÃ̜>VVœ““œ`>ÌiœÜۜÕ“iÃ̜À“Ã]>˜`«ÀœÛˆ`iyœœ`Vœ˜ÌÀœˆ˜ higher volume storms. • Utilize bulkheads, steel structures used as part of hard-surface plazas, terraces and trail structures to Vœ˜Ì>ˆ˜yœÜ°Ƃ}œœ`ÕÃiœv>LՏŽ…i>`ܜՏ`>ÃœLi̜Ài`ˆÀiVÌyœÜˆ˜Ìœ>«>ÀŽÃiÌ̈˜}vœÀ>«>Þ pool or interactive education space. • œ˜ÛiÀÌÃÌÀiiÌÃvÀœ“˜œÀ“>]VÀœÜ˜i`ÃÌÀiiÌ̜ˆ˜ÛiÀÌi`VÀœÜ˜Ã̜`ˆÀiVÌyœœ`yœÜÃ>Ü>ÞvÀœ“ businesses. • Incorporate a Best Management Low Impact Development Toolbox. »Center median bioswales: Bioswales, ditches that are used for water quality treatment and ˆ˜wÌÀ>̈œ˜]V>˜LiÕÃi`̜«ÀœÛˆ`iœ«i˜ˆ˜}ȘVÕÀLÃ̜>œÜÀ՘œvv̜yœÜˆ˜Ìœ>«>˜Ìi`>Ài>ˆ˜ the roadway median. »Tree wells: Trees can be planted adjacent to the street and sidewalk in an underground open- bottom box with a grate “lid” around the tree. Runoff from the street and adjacent sidewalks can yœÜˆ˜Ìœ̅iÌÀiiÜi]i>ۈ˜}ÃÌÀiiÌÃ>˜`È`iÜ>ŽÃ`ÀÞ° »Depressed water quality treatment areas: Swales, curb islands and street landscaping can be œÜiÀi`̜VœiVÌÀ՘œvv°/…iÀ՘œvvˆÃÀi“œÛi`vÀœ“ÃÕÀv>ViÃ>˜`ÌÀi>Ìi`̅ÀœÕ}…ˆ˜wÌÀ>̈œ˜° »Chicanes: Chicanes bump-out of the sidewalk/landscape area into the street and can be used to ϜÜ`œÜ˜ÌÀ>vwV>˜`«ÀœÛˆ`i>Ài>ÃvœÀ`i«ÀiÃÃi`Ü>ÌiÀµÕ>ˆÌÞÌÀi>̓i˜Ì° • 1Ãi̅iÀˆÛiÀÃ>˜`yœœ`ˆ˜}œv̅i/œÜ˜̜i`ÕV>ÌiÀiÈ`i˜ÌÃ>˜`ۈÈ̜Àð »Divert water to play pools. » iÛiœ«i`ÕV>̈œ˜>ˆ˜ÌiÀ>V̈Ûivi>ÌÕÀiÃÀi>Ìi`̜…Þ`Àœ«œÜiÀ]yœœ`iiÛ>̈œ˜Ã]̅iˆ“«>VÌœv `iLÀˆÃ]yœœ`«Àœœw˜}]`ˆÛiÀ̈˜}yœÜ>˜`yœœ`“i>ÃÕÀi“i˜Ì° A central channel concept similar to the one pictured above could be used in conjunction with the inverted crown of West Elkhorn to assist with VJGECRVWTGCPFEQPXG[CPEGQHUVQTOƃQYUCPF ƃQQFYCVGT 7UGVJGTKXGTUCPFƃQQFKPIQHVJG6QYPVQGFWECVG residents and visitors. 45 8 FLOOD MITIGATION Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017112 • Design surface parking areas for water detention. A portion of parking lots could be set aside to hold water for a short period of time. This would require carefully planning and siting the detention areas so that residents and visitors would not be cut off from their vehicles in storm events. »*iÀۈœÕë>Ûi“i˜Ì\*œÀœÕë>Ûi“i˜Ì>˜`LÀˆVŽÃV>˜LiÕÃi`̜ˆ˜wÌÀ>ÌiÀ՘œvvvÀœ“>«>ÀŽˆ˜} lot. »Underground storage and surface storage: Underground storage can be a good option, though ˆÌV>˜LiVœÃÌ«Àœ…ˆLˆÌˆÛi>˜`ܜՏ`ÀiµÕˆÀi>VœÃÌÉLi˜iwÌ>˜>ÞÈð • Lower parks from nearby landscape to serve as detention areas. • Utilize drop structures, concrete or boulder structures that decrease the bottom of a river (the river inverts) two to three feet in a short span. Drop structures create ripples and eddies in the river, which are aesthetically pleasing. They help reduce velocity for minor events, but will not be effective for major events. Key Flood Mitigation Opportunities /…ˆÃÃiV̈œ˜`iÃVÀˆLiÃܓiœv̅iŽiÞyœœ`“ˆÌˆ}>̈œ˜œ««œÀÌ՘ˆÌˆiðƂ``ˆÌˆœ˜>œ««œÀÌ՘ˆÌˆiÃ>Ài discussed in Chapters 4 and 5 of this Plan. A. The Fall River Bridge at West Elkhorn Avenue The bridge over Fall River is a major choke point of the river as it enters the Downtown core. Upgrading ̅iLÀˆ`}iVœÕ`Li…ˆ}…ÞLi˜iwVˆ>°“«i“i˜Ìˆ˜}̅iÃiÕ«}À>`iÃ]…œÜiÛiÀ]ܜՏ`˜ii`̜Li coordinated with the owner of the adjacent property. The Town should consider negotiating an acquisition of this property to provide space to expand the bridge. OBJECTIVES: • Reduce possibility of bridge overtopping. • ˆÌˆ}>Ìiyœœ`ˆ˜}œvLÕȘiÃÃiÃ>`>Vi˜Ì̜̅iLÀˆ`}i>˜`>œ˜}7iÃÌ Ž…œÀ˜ƂÛi˜Õi° ADDITIONAL CONSIDERATIONS: • Increase the capacity of river and infrastructure downstream of the bridge to accommodate larger yœÜð B. West Elkhorn Avenue Inverted Cross Section 7…i˜>,ˆÛiÀ…ˆÌÃ7iÃÌ Ž…œÀ˜ƂÛi˜Õiˆ˜ …>À>VÌiÀƂÀi>Ó]>«ˆ˜V…«œˆ˜ÌV>ÕÃiÃœÛiÀyœÜ`œÜ˜̅i street. Convert West Elkhorn Avenue from a normal crown cross-section to an inverted crown with an enhanced pedestrian realm with rain gardens along the street edge. 7RITCFKPIUGNGEVDTKFIGUECPJGNRKORTQXGƃQQF conveyance while also providing space for trail underpasses. Rain gardens collect and treat runoff from storm and snow events. FLOOD MITIGATION 8 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 113 OBJECTIVES: • ˆÌˆ}>Ìiyœœ`yœÜÃLÞV>«ÌÕÀˆ˜}>˜`Vœ˜Ûiވ˜}ˆ˜̅iÃÌÀiiÌ>Ü>ÞvÀœ“LՈ`ˆ˜}ð • Improve water quality. ADDITIONAL CONSIDERATIONS: • Potential to extend the rain garden concept farther east • May dilute the “specialness” of the western segment. • ,i>̈œ˜Ã…ˆ«̜«œÌi˜Ìˆ>LÀˆ`}iˆ“«ÀœÛi“i˜ÌÃÜiÃÌœv̅iviÃ̈Û>ÃÌÀiiÌ>Ài>pÀi«>Vˆ˜}̅ˆÃLÀˆ`}i with the street redesign will provide a valuable redundancy while also offering valuable construction ivwVˆi˜Vˆið • iÛiœ«“i˜Ì>Ã>˜>“i˜ˆÌÞ“>Þi˜VœÕÀ>}i«i`iÃÌÀˆ>˜ÉÛi…ˆVՏ>ÀÌÀ>vwV̜iÝ«œÀi>˜`>V̈Û>Ìi̅i west side of Town. C. Weist Drive Realignment and Fall River Widening The west-east section of Weist Drive could be realigned/straightened to create space (~100’) for the widening on the north side of Fall River. Additionally, redesigning approximately 30 parking spaces would allow the river to expand an additional 30 feet on the south side. OBJECTIVES: • ˆÌˆ}>Ìiyœœ`yœÜÃLÞ«ÀœÛˆ`ˆ˜}>܈`iÀÃiV̈œ˜œv̅iÀˆÛiÀ̜“>˜>}i…ˆ}…iÀyœÜð • Provide space to support active and passive access on both sides of the river. • Enhance the pedestrian experience. • Enhance the interface between buildings on the north side of the river. ADDITIONAL CONSIDERATIONS: • Value of property acquisitions D. Confluence Park (at the confluence of Big Thompson and Fall Rivers) iÛiœ«>˜iÜ œ˜yÕi˜Vi*>ÀŽ>Ã>˜œ«i˜ë>Vi°"˜i«Àœ«iÀÌÞܜՏ`˜ii`̜Li>VµÕˆÀi`̜ >VVœ““œ`>Ìi>«>â>]>}Àii˜ë>Vi]>ÀˆÛiÀÈ`iÌÀ>ˆ]>˜`̅iÀi…>LˆˆÌ>̈œ˜œv̅ii݈Ã̈˜}ÌÀ>vwVLÀˆ`}i° ,ˆÛiÀÈ`iLÀˆ`}iܜՏ`LiÀi`iÈ}˜i`̜“>ˆ˜Ì>ˆ˜ÌÀ>vwVVœ˜ÛiÞ>˜Vi>˜`>Ãœ̜Li>“>œÀۈÃÕ> accent. Additionally, the bridge would provide a grade-separated crossing for pedestrians and bicyclists. OBJECTIVES: • ˆÌˆ}>Ìiyœœ`yœÜÃLÞˆ“«ÀœÛˆ˜}̅iV>«>VˆÌÞœv̅iLÀˆ`}i܈̅̅iÀi`iÈ}˜° • Provide space to support active and passive access/use adjacent to the river and along the trail. • ˜…>˜Vi̅i«i`iÃÌÀˆ>˜iÝ«iÀˆi˜ViLÞ>œÜˆ˜}«i`iÃÌÀˆ>˜Ã̜ˆ˜ÌiÀ>VÌ>œ˜}È`iyœÜˆ˜}Ü>ÌiÀ° ADDITIONAL CONSIDERATIONS: • Value of property acquisition • This bridge is scheduled for replacement as part of the one-way couplet project, but would need `iÈ}˜“œ`ˆwV>̈œ˜̜>VVœ““œ`>Ìi̅ˆÃ*>˜Vœ˜Vi«Ì°/…i“œ`ˆwV>̈œ˜̜«ÀœÛˆ`i>}À>`i separated crossing would enhance the use of the trail in a safe manner. The rivers are a major feature and draw of the Town. This is an excellent location to create a sense of arrival with a visually pleasing infrastructure project that supports community and connectivity. Realigning Weist Drive and widening the Fall River will create additional space for an enhanced pedestrian experience. 6GTTCEGFYCNNUCPFƃQQFFGVGPVKQPCTGCUECPCNUQ provide passive recreation amenity spaces during VKOGUQHNQYYCVGTƃQY 8 FLOOD MITIGATION Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017114 Site/Property Level ˜`ˆÛˆ`Õ>«Àœ«iÀ̈iÃ…>ÛiLii˜ˆ“«>VÌi`LÞyœœ`ˆ˜}ˆ˜̅i/œÜ˜ÆëiVˆwV“i>ÃÕÀiÃ]LœÌ…ÃÌÀÕVÌÕÀ>>˜` non-structural, can be taken to protect them. Structural: • œœ`«Àœœw˜}LՈ`ˆ˜}Ã܈̅yœœ`«ÀœÌiV̈œ˜Ü>Ã • ,>ˆÃˆ˜}œÜiÀyœœÀÃœvi݈Ã̈˜}LՈ`ˆ˜}à • Raising buildings on supports • Raising entry doors by sloping up sidewalks; providing ramps into businesses • Local detention storage such as tree wells, bioswales adjacent to buildings • Reduce impervious areas by breaking up pavement with landscaped areas Non-Structural: • Ordinances: iw˜i>˜`i˜vœÀViLՈ`ˆ˜}>˜`yœœ`«>ˆ˜œÀ`ˆ˜>˜ViÃ̜V>ÀˆvÞ>VVi«Ì>Liˆ“ˆÌ>̈œ˜Ã œvLՈ`ˆ˜}ˆ˜yœœ`Ü>ÞÃ]̜ÃiÌw˜ˆÃ…i`yœœÀÃœv˜iÜLՈ`ˆ˜}>˜`̜ÀiµÕˆÀiyœœ`«Àœœw˜}° • Property acquisition:*ÕÀV…>Ãi«Àœ«iÀ̈iÃ̅>ÌVœ˜Ìˆ˜Õ>Þ…>ÛiÃÕLÃÌ>˜Ìˆ>`>“>}ivÀœ“yœœ`ÃÆ purchase properties to provide more open, natural space. • Zoning and land planning:/…ˆ˜Ž>LœÕÌyœœ`“ˆÌˆ}>̈œ˜>Ì>ÃÌ>}iÃœv̅i✘ˆ˜}>˜`«>˜˜ˆ˜} process to ensure a sustainable community. • Flood insurance:*Àœ«iÀÌޜܘiÀÃŜՏ`Lii˜VœÕÀ>}i`̜«ÕÀV…>Ãiyœœ`ˆ˜ÃÕÀ>˜Vi܅i̅iÀ̅iÞ >Àiˆ˜> Ƃ“>««i`yœœ`«>ˆ˜œÀ˜œÌ° • Flood insurance: iVœ“i>“i“LiÀœv̅i Ƃ œ““Õ˜ˆÌÞ,>̈˜}-ÞÃÌi“̜Ài`ÕViyœœ` insurance requirements. • Floodplain regulations: Review and update regulations regularly. /…i/œÜ˜ŜՏ`Vœ˜Ãˆ`iÀ̅ivÕÌÕÀiyœœ`«>ˆ˜“>«ÃVÕÀÀi˜ÌÞ՘`iÀ`iÛiœ«“i˜ÌLÞ Ƃ܈̅> mitigation options. Landscaped parking islands capture parking lot runoff and provide water quality treatment and KPƂNVTCVKQP 46 FLOOD MITIGATION 8 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 115 Storm water entry point Photo 1 shows a chicane (bump out of landscape and curb area) with zero curb face to allow street runoff to enter landscaped area. Runoff enters the NCPFUECRGFCTGCHTQOVJGUVTGGVCVVJG\GTQHCEGEWTDKPVJGHQTGITQWPFCPFKUUVQTGFCPFKPƂNVTCVGUKPVJGNCPFUECRGFCTGC2JQVQUJQYUCDKQUYCNGYKVJ PCVWTCNTQEMCPFNQECNNCPFUECRKPI6JKUKUWUGFHQTYCVGTSWCNKV[VTGCVOGPVCPFKPƂNVTCVKQP2JQVQUJQYUCEWTDUKFGDKQTGVGPVKQPYKVJKPVJGRWDNKETKIJVQH way. This image shows a curb cut leading to a bioretention area that street runoff enters and drains into the planted area for treatment. PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 117 UTILITY INFRASTRUCTURE 9 9 UTILITY INFRASTRUCTURE Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017118 Utility Infrastructure Systems Town-wide utility infrastructure systems are described below. Water Domestic water is provided to downtown by the Town of Estes Park Water Division via the Mary’s Lake Water Treatment Facility and the Glacier Creek Water Treatment Facility. Both treatment plants treat ÃÕÀv>ViÜ>ÌiÀ° œ“iÃ̈VÜ>ÌiÀˆÃ>ÃœÕÃi`vœÀwÀiˆ˜iÃ>˜`ˆÀÀˆ}>̈œ˜ÃÞÃÌi“ð Water System Assessment: The existing water system has been modeled with the following assessments made; • The Town’s Water Division has plans to up-size and improve water mains in the downtown corridor prior to/in conjunction with the completion of the proposed Downtown Loop Project. These ˆ“«ÀœÛi“i˜ÌÃ܈…i«܈̅wÀiyœÜÃ]ۜÕ“i>˜`ÛiœVˆÌˆiȘ̅iˆ““i`ˆ>Ìi`œÜ˜ÌœÜ˜>Ài>>ÃÜi as the surrounding area. These improvements area included in the Plan Area. • ˜ˆ“ˆÌi`>Ài>Ã]Ü>ÌiÀ“>ˆ˜Ã>Ài̜œÓ>̜“iiÌvÕÌÕÀi«œÌi˜Ìˆ>wÀiyœÜÀiµÕˆÀi“i˜Ìð iÛiœ«iÀà >ÀiÀiµÕˆÀi`̜`iÈ}˜>˜`Vœ˜ÃÌÀÕVÌ>˜`ɜÀv՘`ˆ“«ÀœÛi“i˜ÌÃ̜“iiÌwÀiÃÕ««ÀiÃȜ˜ÃÌ>˜`>À`Èv or when they become required, usually upon substantial redevelopment. • The water pressure within the Town’s distribution system is adequate at this time for existing development. Light and Power The Town’s electricity is provided to downtown by the Town of Estes Park Light and Power (L&P) Division. The Town purchases power from the Platte River Power Authority. The power is transmitted to Estes Park on the Western Area Power Administration (WAPA) power lines to each of our two substations (Lake Estes and Mary’s Lake). From there, the L&P staff distributes the metered electricity to residents and businesses. Electrical System Assessment: • The existing electric system is deemed to be adequate for the anticipated build out within the `œÜ˜ÌœÜ˜VœÀÀˆ`œÀ°Ƃ˜iÜVœ˜ÃÌÀÕV̈œ˜­}Àii˜wi`>˜`Ài‡`iÛiœ«“i˜Ì®܈ÀiµÕˆÀi՘`iÀ}ÀœÕ˜` electric service in the interest of safety and protecting the Town’s view corridors. New electric services are funded by private developers. This section of the Plan provides an overview of the utility infrastructure improvements that will be required to support the projected Downtown development. ,iVœ““i˜`>̈œ˜ÃvœÀÃ̜À“`À>ˆ˜>}i]Ü>ÃÌiÜ>ÌiÀ]Ü>ÌiÀ]iiVÌÀˆV>˜`wLiÀœ«ÌˆVÃ>Ài«ÀœÛˆ`i`°1̈ˆÌÞˆ˜vÀ>ÃÌÀÕVÌÕÀiÃÞÃÌi“Ã>ÀiÌÞ«ˆV>Þ>̜ܘ‡Üˆ`iˆÃÃÕiÆ ̅iÀivœÀi œÜ˜ÌœÜ˜‡Ã«iVˆwVˆ˜vÀ>ÃÌÀÕVÌÕÀiˆ“«ÀœÛi“i˜ÌÃŜՏ`LiÀi‡iÛ>Õ>Ìi`>ÃÃÞÃÌi“ˆ“«ÀœÛi“i˜ÌÃ>Ài“>`iˆ˜œÌ…iÀ«>ÀÌÃœv̜ܘ° 47 UTILITY INFRASTRUCTURE 9 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 119 Fiber Optics /…i/œÜ˜œv ÃÌiÃ*>ÀŽˆÃiÝ«œÀˆ˜}̅iVœ˜Vi«Ìœv̅i`ˆÃÌÀˆLṎœ˜œvwLiÀœ«ÌˆV툘>``ˆÌˆœ˜̜܅>̈à currently offered by other private/commercial entities). The Town recognizes the needs and desires of its customers for advancing technologies as related to high speed internet service. This infrastructure would iÃÃi˜Ìˆ>Þ˜ii`̜Liˆ˜ÃÌ>i`vÀœ“ÃÌ>ÀÌ̜w˜ˆÃ…°/…iiÝ«iVÌ>̈œ˜ˆÃ̅>̈˜}i˜iÀ>]wLiÀܜՏ`À՘ˆ˜ existing rights-of-way or easements occupied by L&P infrastructure both overhead and underground. Wastewater Downtown sewer demands are serviced by two private sewer districts, Upper Thompson Sanitation District (UTSD) and the Estes Park Sanitation District (EPSD). While UTSD has mains running through but not serving the downtown area, EPSD provides service to the vast majority of properties downtown. Wastewater System Assessment: • After October 2017, EPSD will have replaced and upsized 520-feet of mainline and two manhole structures because of aging infrastructure and compromised pipe. • EPSD currently has sixteen F.O.G. (Fats, Oils, and Grease) interceptors in the Elkhorn corridor and currently nine other food establishments need them. • /…iÀi>ÀiVÕÀÀi˜ÌÞÓ{™ä‡viiÌœv6ˆÌÀˆwi` >Þ«ˆ«i­6 *®ˆ˜̅i`œÜ˜ÌœÜ˜ Ž…œÀ˜VœÀÀˆ`œÀ̅>Ì܈ need to be replaced in the future with PVC (Poly Vinyl Chloride) pipe. »Starting at manhole “Elkhorn 19” and ending at manhole “Elkhorn 10 + 80 feet” • 10 manhole Structures • 1420-feet of 15” VCP to be replaced with 15” PVC • 400-feet of 10” VCP to be replaced with 15” PVC »Starting at manhole “Elkhorn 8” and ending at manhole “Elkhorn 5” • 3 manhole structures • 610-feet of 10” VCP to be replaced with 12” PVC • Note: This portion of sewer main is undersized. It is also completely underneath streetscape, which makes it nearly impossible to replace because of obstructions and the cost of replacement. »Coming out of manhole “Elkhorn 8” there is a section of 6” VCP that heads North and needs to be replaced with 8” PVC. • Very few service lines in the downtown corridor have been replaced with updated materials. Approximately 42 service lines will need to be replaced at some point in the future, either because of failure or to avoid failure. • Sump pumps in the downtown corridor are connected to the sanitary sewer system and annually introduce storm water into the wastewater treatment plant. These need to be disconnected from the sanitary sewer and be connected to storm sewer, which currently does not exist. 9 UTILITY INFRASTRUCTURE Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017120 Table 9.1 - Downtown Plan Buildout Estimate Stormwater A stormwater master plan for the Estes Valley Development Area is expected to be completed by ̅ii˜`œvÓä£Ç°/…ˆÃ«>˜܈ˆ˜VÕ`i̅iˆ`i˜ÌˆwV>̈œ˜œvi݈Ã̈˜}>˜`«œÌi˜Ìˆ>˜iÜÃ̜À“Ü>ÌiÀ ˆ˜vÀ>ÃÌÀÕVÌÕÀi­iÝ>“«iÃ>Ài\`iÌi˜Ìˆœ˜«œ˜`Ã>˜`yœœ`“ˆÌˆ}>̈œ˜«ÀœiVÌî]`iÛiœ«“i˜Ìœv> «ÀˆœÀˆÌˆâ>̈œ˜“>ÌÀˆÝœv“>ˆ˜Ìi˜>˜Vi>˜`Vœ˜ÃÌÀÕV̈œ˜L>Ãi`«Àˆ“>ÀˆÞœ˜VœÃÌ>˜`˜ii`]>˜`ˆ`i˜ÌˆwV>̈œ˜ of potential funding sources, such as a stormwater utility. Water quality management objectives may be ˆ`i˜Ìˆwi`ˆ˜̅ivÕÌÕÀi>˜`«œÌi˜Ìˆ>Þ“>ÞLiˆ˜VœÀ«œÀ>Ìi`ˆ˜Ìœ>Ã̜À“Ü>ÌiÀ“>˜>}i“i˜Ì«Àœ}À>“° Downtown Plan Buildout Estimate Table 9.1 provides an estimate of new development anticipated to occur in the Plan Area over the next twenty years. This rough estimate is intended to serve as a general guide for the Town in anticipating infrastructure upgrades as the Plan is implemented. The buildout estimate is based on the aspiration for ˜i܈˜w`iÛiœ«“i˜Ì`iÌ>ˆi`ˆ˜̅ˆÃ*>˜VœÕ«i`܈̅>˜>˜>ÞÈÃœv̅iˆŽiˆ…œœ`œv«Àœ«iÀ̈iȘ the Plan Area to develop or redevelop within the Plan horizon. It is conservative in that it includes sites that are highly likely to develop as well as sites that are moderately likely to develop. Actual buildout will ultimately be determined based on available infrastructure, market factors, property owner preferences and other conditions. UTILITY INFRASTRUCTURE 9 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 121 Overarching Utility Infrastructure Policies The following overarching policies should be used in guiding all infrastructure investments in Downtown: • Continue to monitor, analyze, assess and improve the capacity of Downtown and Estes Park’s utility infrastructure components such that new Downtown growth anticipated in this Plan is adequately accommodated. • Prior to construction of any building in Downtown, ensure that adequate utility infrastructure is in place to support the proposed project and ensure that no negative impacts are incurred by other properties in Downtown or Estes Park. • Where feasible, coordinate public utility investments with other infrastructure improvements, such as streetscape design projects. 48 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan 123 IMPLEMENTATION 10 10 IMPLEMENTATION Estes Park, Colorado - Downtown Plan DRAFT September 2017124 This chapter provides a strategy for implementing the recommendations contained in the Downtown Plan. Successful implementation requires a coordinated effort between public and private entities. Economic development and revitalization of Downtown will require vision, investment and commitment vÀœ“>LÀœ>`L>Ãi܈̅ˆ˜̅i/œÜ˜]ˆ˜VÕ`ˆ˜}«ÀˆÛ>ÌiVˆÌˆâi˜Ã]«ÕLˆVœvwVˆ>Ã>˜`/œÜ˜`i«>À̓i˜Ìð The community should use a bilateral approach to implement the Plan. It should be both proactive and responsive, follow the priorities and phasing recommendations, but remain ready to modify in response to private sector initiatives. The Town should coordinate its actions with the work of other agencies and adjust phasing plans as opportunities arise. For example, if Public Works plans to construct new curbs and repair sidewalks along a section of a street, then the intersection improvements recommended in this Plan should occur at the same time. The Downtown Plan implementation strategy includes the following key recommendations, which are detailed further in this chapter. 1. Create an Estes Park Downtown Partnership to oversee implementation of the Downtown Plan and to serve as the overarching coordinating group for advancing projects, programs and policies within the Plan Area. 2. Set aside some portion of Town funds to support Plan implementation. 3. Establish a Downtown Development Authority (DDA) to provide funding for both infrastructure projects, and ongoing management of Downtown and Plan priorities. 4. Establish incentives to encourage development/redevelopment in the DDA area. 5. Support the evolution and growth of the Arts District. 6. Identify outside sources of funding which can be leveraged via local funding. 7. Explore parking as a revenue source. Implementation Recommendations /…ˆÃÃiV̈œ˜«ÀœÛˆ`iÓœÀiëiVˆwVˆ“«i“i˜Ì>̈œ˜ÀiVœ““i˜`>̈œ˜ÃvœÀi>V…œv̅i-Փ“>ÀÞ Recommendations above. Establish a Downtown Partnership While many individual staff and commission members will have opportunities to implement individual ii“i˜ÌÃœv̅i*>˜]ˆÌˆÃˆ“«œÀÌ>˜Ì̅>Ìœ˜iœvwViLiÀi뜘ÈLivœÀ“œ˜ˆÌœÀˆ˜}ˆ“«i“i˜Ì>̈œ˜>˜` coordinating work efforts. One of the key concerns heard during the engagement process was the sheer number of districts and organizations investing in the Estes Park area, the lack of coordination amongst them, and the lack of a clear leader in shepherding projects, programs, and policies, which would include this Downtown Plan. To address this, formation of a partnership organization is recommended – the Estes Park Downtown Partnership. This group would not replace the roles of other existing entities in Estes Park, but rather would be a body that brings diverse resources and perspectives together and, in a managed group setting, determines how best to collaborate and deploy resources. IMPLEMENTATION 10 DRAFT September 2017 Estes Park, Colorado - Downtown Plan 125 Membership The Partnership should be comprised of key organizations that will have a direct impact on the Downtown Plan Area. At a minimum, the following organizations should be key participants: • /œÜ˜œv ÃÌiÃ*>ÀŽ\iÞÃÌ>vv«iÀܘ˜i>˜`iiVÌi`œvwVˆ>ÃŜՏ`Liˆ˜VÕ`i`̜«ÀœÛˆ`i}Ո`>˜Vi and support in implementing projects and also to be a liaison to developers and address issues that arise. • Estes Park Economic Development Corp. (EDC): The EDC plans for and promotes the economic development of Estes Park in ways that are compatible with those qualities that make it a unique mountain community. Their role would be to provide guidance on the economic strategies associated ܈̅̅ˆÃ*>˜>˜`̜LÀˆ˜}w˜>˜Vˆ>ÀiÜÕÀViÃ̜̅iÌ>Li܅iÀi«œÃÈLi° • Visit Estes Park/Estes Park Local Marketing District: Visit Estes focuses its resources on advertising, marketing and promoting tourism. Their role would be to consider how to support or develop projects and programs that amplify and expand the tourism offerings in Downtown. • Estes Arts District: The Estes Arts District aims to cultivate excitement, promote interaction and create memorable experiences for the betterment of the Estes community. They play an important role in bringing together the community through arts, creative programming and new experiences, all of which relate to economic resilience. Their role would be to amplify the creative and cultural differentiators that Estes Park provides. • Downtown Development Authority (DDA): If established, the DDA would also be a critically ˆ“«œÀÌ>˜Ì«>ÞiÀˆ˜̅ˆÃ*>À̘iÀň«]«ÀœÛˆ`ˆ˜}v՘`ˆ˜}V>«>VˆÌÞ̜…i«v՘`ëiVˆwVˆ˜ˆÌˆ>̈ÛiÃ܈̅ˆ˜ its boundaries. The group does not need to be limited to these partners, but these are likely to be the principal partners. Other organizations may also participate in a variety of ways, depending on their role in the community. ˜ˆiÕœvÃÌ>À̈˜}>˜iܘœ˜«ÀœwÌœÀVœÀ«œÀ>̈œ˜]̅i«>À̈Vˆ«>̈˜}œÀ}>˜ˆâ>̈œ˜ÃŜՏ`VÀi>Ìi>˜ agreement document that outlines how they will operate, how decisions get made, and parameters of «>À̈Vˆ«>̈œ˜°/…i}œ>œv̅i œÜ˜ÌœÜ˜*>À̘iÀň«ˆÃ̜ˆ“«i“i˜Ì̅i œÜ˜ÌœÜ˜*>˜>˜`w˜`Ü>Þà to connect the Downtown more broadly to things happening in Estes Park and in Larimer County. Mission and Roles The mission of the organization is to serve as a collective and collaborative voice to implement the Downtown Plan and identify opportunities to advance the Downtown. Roles of the Partnership in achieving this mission are to: • Be the champion of the Downtown Plan. Each year the Partnership should set an annual work plan and budget based on the priorities of the Plan. • Be a collective funding source. Each partner should provide funding to the Partnership that supports initiatives set forth in the Plan. The Partnership should also identify ways to leverage funding and explore other funding sources. • Be an advocate for and educator about the important of Downtown and advancing the Downtown Plan. • Keep organizations operating in Estes Park working in harmony, collaborating and sharing resources.49 10 IMPLEMENTATION Estes Park, Colorado - Downtown Plan DRAFT September 2017126 Partnership Decisions A clear set of operational protocols should be developed up front to ensure decisions are made in a democratic way. Bylaws should be set out, including: • How many representatives from each organization • Who are voting vs. non-voting members • 7…i̅iÀw˜>˜Vˆ>«>À̈Vˆ«>̈œ˜ˆÃÀiµÕˆÀi`̜Li>ۜ̈˜}“i“LiÀ • How often meetings are held • Who will serve as chair, secretary, treasurer and/or which positions are needed, how long people serve, etc. • Attendance requirements Potential Year One Priorities Year one priorities for the Partnership could include: • Formalize the Partnership, including structure and operations, partners and funding • Set year one and year two priorities and budget • Initiate a feasibility study for a Downtown Development Authority, including identifying funding • />À}iÌi` œ`iV…>˜}iÃ̜iˆ“ˆ˜>ÌiVœ˜yˆVÌÃ܈̅̅i œÜ˜ÌœÜ˜*>˜ Dedicate Town Funds for Plan Implementation 7…ˆi̅i/œÜ˜½Ãv՘`Ó>ÞLiˆ“ˆÌi`ˆ˜ÌiÀ“Ãœvˆ˜ÛiÃ̓i˜Ìˆ˜“>œÀV>«ˆÌ>]ˆÌ“ÕÃÌLi>w˜>˜Vˆ> player in implementation. This could occur through a variety of mechanisms as described below. General Fund/Capital Improvement Project Funding Commitments Each year, the Town may allocate a portion of its General Fund toward implementation of capital improvements, based upon a Capital Improvement Project (CIP) Plan. These funds must be spent on public serving projects, and are generally best suited for projects that can be completed within a single year or that can be phased without a multi-year commitment. Additionally, these funds are often used to leverage other funds, such as grants, for larger projects. The Town should initiate a CIP planning process >Ã>˜œÕÌVœ“iœv̅ˆÃ*>˜]`i“œ˜ÃÌÀ>̈˜}ëiVˆwV«ÀœiVÌÃ̅>ÌV>˜Li>`Û>˜Vi`° General Obligation Bonds General obligation bonds commit a portion of the Town’s annual income stream to designated projects which are supported by ad valorem taxes. A Town election is held to approve General Obligation Bonds, and thus spreads the costs over the entire tax base. Bonds are then issued for work, based on projected ÀiÛi˜Õiði˜iÀ>œLˆ}>̈œ˜Lœ˜`Ã>ÀiLiÃÌÃՈÌi`vœÀ«ÀœiVÌÃ̅>Ì«ÀœÛˆ`i}i˜iÀ>«ÕLˆVLi˜iwÌð/…ˆÃ approach spreads the costs of improvements over a wider population and can speed up implementation schedules. Revenue Bonds ƂÃi«>À>ÌiLœ˜`ˆ˜}ÜÕÀViˆÃ>,iÛi˜Õi œ˜`ˆ˜܅ˆV…Ã>iÃÌ>ÝÀiÛi˜ÕiÃ>Ài«i`}i`vœÀ>ëiVˆwV project. The Town could utilize existing sales tax revenues, or could also explore a slight increase in sales tax and utilize that increased revenue to bond for public improvements. IMPLEMENTATION 10 DRAFT September 2017 Estes Park, Colorado - Downtown Plan 127 Create a Downtown Development Authority (DDA) Ƃ œÜ˜ÌœÜ˜ iÛiœ«“i˜ÌƂÕ̅œÀˆÌÞ­ Ƃ®ˆÃ>w˜>˜Vˆ˜}̜œvÀiµÕi˜ÌÞÕÃi`vœÀv՘`ˆ˜}ˆ˜vÀ>ÃÌÀÕVÌÕÀi] «ÕLˆVˆ“«ÀœÛi“i˜ÌÃ>˜`>`“ˆ˜ˆÃÌÀ>̈œ˜°ÌˆÃ>˜ivviV̈ÛiÜ>Þœv>««Þˆ˜}Ì>݈˜VÀi“i˜Ìw˜>˜Vˆ˜}­/® while also providing for the ability to implement a mill levy (either together with the TIF or separate) in order to leverage additional resources. TIF is one of the most impactful tools in helping communities strategically invest in infrastructure. TIF works by capturing an increase in property tax revenues and/or sales tax revenues over a period of time – increases that may be generated by development and improvements to the area as well as overall value increases over time. The tax increment from TIF is created without raising taxes and without dipping into the tax value present at the time of adoption. TIF is most commonly utilized to promote economic development, encourage new development, eliminate blight, address environmental issues, and undertake redevelopment and adaptive reuse. There are two statutory tools in Colorado that allow for the use of TIF in a community. These are: • Urban Renewal Authority (URA): A URA may be established to eliminate slummed or blighted >Ài>Ã܈̅ˆ˜>“Õ˜ˆVˆ«>ˆÌÞ° ÃÌ>LˆÃ…ˆ˜}>1,ƂÀiµÕˆÀiÃ>w˜`ˆ˜}œvLˆ}…Ì­Ûˆ>>Lˆ}…ÌÃÌÕ`Þ®>˜`>˜ argument that “but for” its use, development would be unlikely. There must be a determined need for an urban renewal plan before it is adopted, and the applicable municipal governing body must “>Ži̅>Ì`iÌiÀ“ˆ˜>̈œ˜œÀëiVˆwVw˜`ˆ˜}°7…ˆi̅i«Àˆ“>ÀÞLi˜iwÌœv>1,ƂˆÃ̅iÕÃiœvÌ>݇ ˆ˜VÀi“i˜Ìw˜>˜Vˆ˜}­/®]̅i«œÜiÀœvi“ˆ˜i˜Ì`œ“>ˆ˜ˆÃ>Ãœ>Û>ˆ>Li̜1,ƂÃ̜>VµÕˆÀi«Àœ«iÀÌÞ] when necessary, to alleviate blight. • Downtown Development Authority (DDA): A DDA can provide both organizational focus and w˜>˜Vˆ˜}̜ÃÕ««œÀ̈“«ÀœÛi“i˜ÌÃ̜>˜>Ài>°ˆŽi1,ƂÃ] ƂÃ…>Ûi̅i>LˆˆÌÞ̜Ṏˆâi/]LÕÌ they may also impose a special levy of up to 5 mills for DDA operations, if approved by the Town and voters. A DDA is authorized by the Town Board and managed by a board of 5-11 directors appointed by the Town Board. A majority of these directors must reside or own property in the DDA area. DDAs facilitate partnerships, joining businesses and property owners with local government. In addition, DDAs create a self-sustaining organization to champion the district for the long-term. Unlike a URA, vœÀ“>̈œ˜œv̅i Ƃ`œiØœÌÀiµÕˆÀi>w˜`ˆ˜}œvLˆ}…ÌœÀ>ºLÕ̇vœÀ»>À}Փi˜Ì° ƂÓÕÃÌLi created in the core downtown area of a municipality. DDAs and URAs differ primarily in the following ways: • A URA has the power of eminent domain, whereas a DDA does not. • Ƃ Ƃ…>Ã̅i>LˆˆÌÞ̜>ÃÃiÃÃ>˜>``ˆÌˆœ˜>“ˆiÛÞˆ˜̅i`iw˜i`>Ài>]܅iÀi>Ã>1,Ƃ`œi؜̰ • A URA requires a blight study and a “but-for” argument, whereas a DDA does not. Both organizations are bodies politic and corporate, meaning they have attributes of both a political and corporate organization by law. Table 10.1 shows a side-by-side comparison of the URA and DDA models. 10 IMPLEMENTATION Estes Park, Colorado - Downtown Plan DRAFT September 2017128 Table 10.1-DDA and URA Comparison municipal lessees 50 IMPLEMENTATION 10 DRAFT September 2017 Estes Park, Colorado - Downtown Plan 129 A DDA for Downtown Estes Park In Estes Park, the creation of a DDA is recommended as the preferred tool for supporting Plan implementation. It will be the more effective tool for purposes of raising both capital and operational dollars for the following reasons: • DDAs provide the ability to utilize one tool to collect tax increment, while also having the ability to impose a mill levy for operational support. TIF or mills can be used together, or alone and can be turned on or off during the life of the district. • DDAs do not require a blight study, making them more cost and time effective to form. • DDAs cannot utilize eminent domain, meaning their powers are more limited than a URA. • DDAs are overseen by an independent, appointed board. • Estes Park has a negative history with URAs, including disbanding a previously formed URA in 2010 by referendum. The URA was originally formed in the aftermath of the 1982 Lawn Lake Flood and it helped rebuild Downtown. The URA was funded through property and sales taxes collected from within the district, and opponents claimed it was diverting money that could have been going to other entities such as the schools, hospital and library. The URA provided more than $18 million in Downtown public improvements over 25 years. Based upon past histories and current concerns about the use of such tools, it is recommended that iÝ«œÀ>̈œ˜œv> ƂwÀÃ̏œœŽ>Ì̅iÕÃiœv/>œ˜i°˜vÕÌÕÀiÞi>ÀÃ]ˆvˆÌˆÃ`iÈÀi`]̅iVœ““Õ˜ˆÌÞ“>Þ amend the DDA structure to add a mill levy component. Potential Financial Capacity of a DDA /…ˆÃÃiV̈œ˜`iÃVÀˆLiÃ̅i«œÌi˜Ìˆ>w˜>˜Vˆ>V>«>VˆÌÞœv> ƂL>Ãi`œ˜̅i œÜ˜ÌœÜ˜*>˜LœÕ˜`>ÀÞ° The Downtown Plan Buildout Estimate included in Chapter 9 of this Plan was used to forecast growth. Future value calculations and their impact on assessed values (AV) are demonstrated in Table 10.2. The estimates, as shown, are extremely conservative and show current actual square footage and assessed value of both residential and commercial properties, as well as proposed square footage and assessed value at the end of 20 years, if the growth forecasts are correct. The estimate does not assume increases in assessed value per square foot, though this is likely to be a possibility. *Includes 130 hotel rooms, avg sf of hotel room is 330 sf, plus 10K sf open space **363 units, avg. home size is 1,000 sf Table 10.2-Assessed Value Projections Existing Square Footage Increased Square Footage per Downtown Plan Current Assessed Value Increase in Assessed Value per Downtown Plan Total After Plan Implementation 10 IMPLEMENTATION Estes Park, Colorado - Downtown Plan DRAFT September 2017130 "ÛiÀÓäÞi>ÀÃ]̅i œÜ˜ÌœÜ˜*>˜>ÃÃՓiÃ>LœÕÌ>È£¯ˆ˜VÀi>Ãiˆ˜̅i̜Ì>>ÃÃiÃÃi` value of property in the Plan Area. Table 10.3 takes the total assessed value over 20 years and averages it on a yearly basis to demonstrate how much tax increment could be collected, and how much could actually be utilized after giving back a portion of this amount to other taxing bodies. Utilizing very conservative estimates, this table ˆ`i˜ÌˆwiÃf£Óx]ää䳈˜>˜˜Õ>ˆ˜VÀi“i˜Ì]œÀLœ˜`ˆ˜}V>«>VˆÌÞœv>˜Þ܅iÀiLiÌÜii˜ $3-5Million depending also on sales tax increment retained. Table 10.4 demonstrates what could be generated annually if the DDA also utilized a mill levy, utilizing today’s assessed values (not taking into account assumed Plan Area growth and increases in value). DDA Creation Process and Costs The DDA organizational process includes the following steps: 1. Create a DDA operational plan that includes, at a minimum, the following items: • Boundaries • *>VŽ>}iœv«ÀœiVÌÃ̜Liw˜>˜Vi`]>˜`…œÜw˜>˜Vi` • Whether a mill will be included, what that mill will be and what it will pay for. If a mill levy is not initially included, the plan should also address what future steps need to be taken to include it. • Powers and limits on powers • Governance and terms (will be important to create a clear and transparent governance structure) • Debt plan and limits • Information on outcomes of negotiation with school districts/other districts to determine how much tax increment will go into DDA vs. to them 2. Send the plan and ordinance language to the Town Board to approve. Before approving, the Town Board must submit the organizing question to an election œvºµÕ>ˆwi`iiV̜Àû܅ˆV…ˆ˜VÕ`iÀiÈ`i˜ÌÃ]>˜`œÜ˜iÀÃ]iÃÃiiÃ܈̅ˆ˜̅i boundary area. 3. œ`>/Ƃ ",iiV̈œ˜°ƂëiVˆ>L>œÌˆÃÃi˜Ì̜µÕ>ˆwi`iiV̜ÀÃ]>È`i˜Ìˆwi` above. A simple majority of ballots returned must be in favor of the DDA. Please note that elections are done in accordance with November election timeframes. The TABOR election may be used to authorize the creation of the DDA, as well as the mill levy and ability to bond if desired, or these last two items may be done as separate elections. The cost to establish a DDA can run between $75,000 to $100,000 or more and requires the support of both a special district consultant and special district attorney. Cost can vary depending on the size and complexity of the district. Timeline to Create a DDA This Plan recommends advancement of a DDA for the November 2018 election. Table 10.5 sets out tasks and a timeline to achieve this. Table 10.3-DDA Tax Increment Forecast Table 10.4-DDA Mill Levy Scenarios IMPLEMENTATION 10 DRAFT September 2017 Estes Park, Colorado - Downtown Plan 131 Establish Incentives The DDA will only be effective if and when development actually does occur. To that end, the Town must consider incentives to encourage development. We heard from stakeholders that the following challenges are affecting development and growth: • A need for code changes • Concerns about the outcomes of the currently underway FEMA Flood Insurance Study and revised Flood Insurance Rate Maps • Concerns about potential changes forthcoming from Rocky Mountain National Park. In October 2017 the National Park Service proposed steep increases in entry fees, more than doubling the park-season gate fee to $70 in order to fund infrastructure and amenity improvements. Rocky Mountain National Park set visitation records in 2014, 2015 and 2016 welcoming some 4.5 million visitors and is on pace to do the same in Óä£Ç°-ˆ}˜ˆwV>˜ÌV…>˜}iÃ̜̅iviiÃÌÀÕVÌÕÀi]>ëÀœ«œÃi`]VœÕ`…>Ûi>˜ impact on visitation to Estes Park. Overcoming some of these development challenges means that the Town must look for ways to advocate for and incentivize development and growth that meets the vision set out in this Plan. There are a number of ways the Town could structure incentives and provide support tools to drive growth. These include: • Establish a Development Facilitator Role: There will be the need for a person who will assist developers to advance projects consistent with the Plan. A development facilitator, or ombudsman, should be designated for this role. This person would work with property owners to help guide appropriate projects through the Town’s review and permitting processes. This may be a Town staff person, perhaps in the Community Development i«>À̓i˜Ì"vwVi]œÀˆÌVœÕ`Li>«œÃˆÌˆœ˜…œÕÃi`܈̅ˆ˜̅i recommended Estes Park Downtown Partnership. This person would also troubleshoot issues and connect investors to incentives, tools, programs and potential partners. • Ài>Ìi>/œœŽˆÌœv˜Vi˜ÌˆÛià ÕÀÀi˜ÌÞƂÛ>ˆ>Li\Ƃ˜Õ“LiÀœvw˜>˜Vˆ> tools are already available through the federal government and the -Ì>Ìiœv œœÀ>`œ̜ÃÕ««œÀÌiVœ˜œ“ˆV}ÀœÜ̅°/…iÃi>Àiˆ`i˜Ìˆwi`>˜` described in Appendix B. • Utilize the DDA to Provide Direct Incentives: TIF derived from the DDA VœÕ`LiṎˆâi`̜«ÀœÛˆ`i`ˆÀiVÌw˜>˜Vˆ>ÃÕ««œÀÌ̜«ÀœiVÌÃ]LiˆÌ through incentives, direct support for infrastructure and other similar initiatives. Guidelines for how DDA could use funds for this purpose would need to be developed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able 10.5-Timeline for Advancement of DDA 51 10 IMPLEMENTATION Estes Park, Colorado - Downtown Plan DRAFT September 2017132 • Provide Incentives through the Development Review Process: For new development that meets the Downtown vision, the Town could reduce development or permitting fees and fast-track the review process. Support the Estes Arts District Art and culture have long had a profound impact on community, but today they are shifting how people engage, spend time and come together. There is growing interest and demand for unique experiences. Creative ventures that provide unique opportunities, reveal interesting spaces, and give people an opportunity to express themselves are in demand. Authenticity is paramount. This cultural shift impacts communities, including Estes Park. People want to live in places that inspire them, and visit places that offer something different. There is already a creative culture brewing in Downtown. Working to capitalize on that, the Estes Arts ˆÃÌÀˆVÌÜ>ÃvœÀ“i`LÞ>}ÀœÕ«œvۜÕ˜ÌiiÀȘÓä£x>˜`iÃÌ>LˆÃ…i`>Ã>x䣭V®­Î®˜œ˜«Àœẅ˜Óä£È° With strong volunteer activity, Town support and some fundraising, the organization has focused on promotion and programming. This should be leveraged. Stakeholders suggest programming provided by Estes Arts has had its most profound impact on the local community, bringing community members together and giving them local opportunities to gather for events and activities that are for them, not necessarily targeted at visitors coming to or passing through Estes Park. To play that important role, the Estes Arts District will need support. This well-organized group has made big strides as a volunteer organization, but now require support and a platform to deliver on their mission and expand their work. Supporting the Estes Arts District includes three key recommendations: 1. 'UVCDNKUJ&QYPVQYP'UVGU2CTMCUCUVCVGEGTVKƂGF%TGCVKXG&KUVTKEV Organized Creative Districts concentrate creative activity in order to stimulate economic growth vœÀLœÌ…̅i«Àœ`ÕViÀÃ>˜`̅iVœ““Õ˜ˆÌÞ>Ã>܅œi°-Ì>ÌiViÀ̈wi` Ài>̈Ûi ˆÃÌÀˆVÌÃ>Àiiˆ}ˆLi ̜ÀiViˆÛiw˜>˜Vˆ>>˜`ÌiV…˜ˆV>ÃÕ««œÀÌ]˜iÌܜÀŽˆ˜}]>˜`ÌÀ>ˆ˜ˆ˜}«Àœ}À>“ð˜̅i>ÃÌÌi˜Þi>Àà in particular, creative industries have become a large part of modern economies, and have been ˆ˜VÀi>Ș}ÞÃii˜>Ã>È}˜ˆwV>˜Ìv>V̜Àˆ˜̅i}ÀœÜ̅>˜``iÛiœ«“i˜ÌœvÕÀˆÃ`ˆV̈œ˜Ã° Ài>̈Ûi Districts are often hubs of creative energy and innovation, and tend to draw younger, diverse generations to reside in an area. In addition to giving tourists a unique and thoughtful experience, creative areas enhance livability, and help to build sustainable local economies. Establishing a formal Creative District could codify and create a platform for the arts to be a solid economic driver for the community, and one of the Town’s key differentiators. /…i ÃÌiÃƂÀÌà ˆÃÌÀˆVÌ՘ÃÕVViÃÃvՏÞ>««ˆi`Ì܈Vi̜LiVœ“i>ÃÌ>Ìi‡ViÀ̈wi``ˆÃÌÀˆVÌ]ˆ˜Óä£{>˜` 2016. Based upon the results of that process, and current state of the Estes Arts District, and the œÜ˜ÌœÜ˜*>˜ivvœÀÌ]>Ài˜iÜi`>ÌÌi“«Ì̜>««ÞvœÀÃÌ>ÌiViÀ̈wV>̈œ˜ˆ˜Óä£nˆÃÀiVœ““i˜`i`° Please see Appendix B for more information about Colorado’s Creative District program. IMPLEMENTATION 10 DRAFT September 2017 Estes Park, Colorado - Downtown Plan 133 2. 2TQXKFG'UVGU#TVUYKVJƂPCPEKCNUWRRQTVCPFOGODGTUJKRKPVJGTGEQOOGPFGF&QYPVQYP Partnership. "LÌ>ˆ˜ˆ˜} Ài>̈Ûi ˆÃÌÀˆVÌViÀ̈wV>̈œ˜ÃÌ>ÌÕÃÀiµÕˆÀiÃ̅>Ì̅i Ài>̈Ûi ˆÃÌÀˆVÌ…>Ûi>̏i>ÃÌ> $10,000 annual budget and paid staff. Achieving these requirements can be challenging, but in cases where communities have supported this, the statistics show that the return is measurable. The Town, Marketing District and EDC should coordinate with Estes Arts to provide some seed-funding on a 3-year basis to get the organization to a place where it can deliver with the support of a budget and paid staff, lifting some of the volunteer fatigue off the organization and giving it a solid foundation vœÀÃÕVViÃð̈ëœÃÈLi̅>Ì ÃÌiÃƂÀÌÃVœÕ`Å>ÀiÃÌ>vw˜}܈̅̅i˜iÜ œÜ˜ÌœÜ˜*>À̘iÀň«] or a portion of an employee’s time from one of these existing community organizations could be allocated to serving the Estes Arts organization. 3. Empower Estes Arts. Provide Estes Arts with key roles in the community, including administration of the Public Art program which is currently administered by the Parks Advisory Board. As the lead arts organization in Estes Park, Estes Arts should have oversight over or direct involvement in all arts-related programming in the community. Any funding associated with the program should also shift to Estes Arts. ˜>``ˆÌˆœ˜̜̅iëiVˆwVÀiVœ““i˜`>̈œ˜Ã>LœÛi>˜`̅œÃiˆ`i˜Ìˆwi`ˆ˜ …>«ÌiÀ{œv̅ˆÃ*>˜] explore other opportunities to support the arts in Estes Park, including an art program requirement for development projects or public improvements. This could apply to both public and private ˆ˜ÛiÃ̓i˜ÌÃ]܅iÀi£¯œÀܓiœÌ…iÀ«iÀVi˜Ì>}iœv̅i̜Ì>«ÀœiVÌVœÃÌ}œiÃ̜«ÕLˆV>ÀÌœÀœÌ…iÀ art programming in the community. Such moves empower the arts community and show Estes Park’s commitment to the arts. Leverage Outside Funding Grants from foundations and public agencies will be needed for many major Downtown projects. Federal >˜`ÃÌ>Ìi>}i˜VÞv՘`ˆ˜}]vœÀiÝ>“«i]“>ÞLi>Û>ˆ>LivœÀyœœ`“ˆÌˆ}>̈œ˜]œÕÌ`œœÀÀiVÀi>̈œ˜>˜` transportation projects. Other, smaller grants may help with installation of public art and construction of small parks. See Appendix B for a listing and description of potential grant sources. 10 IMPLEMENTATION Estes Park, Colorado - Downtown Plan DRAFT September 2017134 Explore Parking as a Revenue Source Often considered as a best practice nationwide, managing parking operations as a “business” via an enterprise fund model can be advantageous. By aligning parking revenue streams (i.e., enforcement revenue, special event parking revenue, fee-in-lieu) into one parking enterprise fund, the Town can create, over time, a self-supporting enterprise that can cover its own operating and maintenance funding, v՘`«>ÀŽˆ˜}“>ˆ˜Ìi˜>˜ViÀiÃiÀÛiÃ>˜`Տ̈“>ÌiÞw˜>˜VivÕÌÕÀi«>ÀŽˆ˜}v>VˆˆÌˆið Parking revenues from the following sources should contribute to the parking enterprise fund: • Off-street parking revenues (i.e., permit parking for employees, when applicable) • On-street parking revenues (i.e., metered parking, when applicable) • *>ÀŽˆ˜}i˜vœÀVi“i˜ÌÀiÛi˜Õi툰i°]̈VŽï˜}]w˜iî • Special event parking revenues • Revenues from special districts and/or other parking-related taxes/fees, when applicable Setting Priorities In general, the community should set a high priority on any improvement that can help support private development that is consistent with this Downtown Plan. However, there will still be times when decision makers need to reassess the priority of a recommended action. When this occurs, use the following criteria. Projects that meet several of the criteria should be given the highest priority for near-term implementation. Financing Criteria • The project will generate funds to cover portions of development costs. (For example, resulting uses will generate rental income or sales tax revenues.) • /…i«ÀœiVÌ܈iÛiÀ>}iˆ˜ÛiÃ̓i˜ÌvÀœ“œÌ…iÀÜÕÀVið­œÀiÝ>“«i]«Àœ«iÀÌޜܘiÀÃ܈w˜>˜Vi> portion of sidewalk construction costs through an assessment program.) • Grant funds are available to cover portions of development costs. • /…i«ÀœiVÌwÌÃ܈̅ˆ˜>>À}iÀV>«ˆÌ>ˆ“«ÀœÛi“i˜Ì«ÀœiVÌ]ÃÕV…̅>ÌVœÃÌÃ>ۈ˜}Ã܈LiÀi>ˆâi`° (For example, streetscape improvements could be constructed when utilities are being improved in a street.) • Funding for maintenance of the improvement is provided. This is an important consideration for streetscape, gateways and parks improvements. • /…i«ÀœiVÌވi`ÃÈ}˜ˆwV>˜ÌÀiÃՏÌÃvœÀ̅iiÛiˆ˜ÛiÃ̓i˜Ì°Ì…>Ã>…ˆ}…ÀiÌÕÀ˜œ˜ˆ˜ÛiÃ̓i˜Ì° Location Criteria • The project is sited in a key part of Downtown. It is an opportunity site that would stimulate other investment. • The project will have high public visibility. (For example, a project visible along Elkhorn or Moraine Avenue or another major public right-of-way)52 IMPLEMENTATION 10 DRAFT September 2017 Estes Park, Colorado - Downtown Plan 135 Ownership and Project Control Criteria • The project already is under the appropriate ownership or control. • The project ownership or control can be acquired with reasonable effort. Public Benefits • /…i«ÀœiVÌ܈«ÀœÛˆ`i>`ˆÀiVÌLi˜iwÌ̜œV>ÀiÈ`i˜Ìð­œÀiÝ>“«i]ˆ“«ÀœÛˆ˜}VˆÀVՏ>̈œ˜>˜` access from abutting neighborhoods.) • The project will serve multiple users or interest groups. (For example, an outdoor plaza that may be used by local residents, visitors and that may be used for festivals.) Relationship to Other Projects • The project will connect to existing public improvements. (For example, construction of a missing link in a pathway that would connect two existing segments.) • The project will enhance existing improvements and will not cause other desired improvements to become obsolete. • The project provides opportunities to connect with other future public improvements. (For example, a gateway that can later serve as a trail head for a river connection) • The project will function well upon completion and later phases of construction are not required for this phase to perform adequately. Compliance with Community Plans and Administration • The project will help to accomplish broader goals of the community. • /…i«ÀœiVÌwÌÃ܈̅ˆ˜ܜÀŽ«>˜Ãœv œÜ˜ÌœÜ˜œÀ}>˜ˆâ>̈œ˜Ã>˜`/œÜ˜ÃÌ>vv° • Adequate administrative oversight is available for the project. 10 IMPLEMENTATION Estes Park, Colorado - Downtown Plan DRAFT September 2017136 Prioritization Categories Based on consideration of the previously described criteria, priorities for implementation are arranged in ̅ivœœÜˆ˜}wÛiV>Ìi}œÀˆiÃ\ Priority A These are the highest priority. They should be implemented as soon as possible. Many of these are items that must be set in place before other later projects can be accomplished. For example, adopting ̅i œÜ˜ÌœÜ˜>ÃÌiÀ*>˜>ÃœvwVˆ>«œˆVÞˆÃ>˜i>ÀÞÃÌi«̅>ÌŜՏ`LiÌ>Ži˜°/…iÃi>Ài}i˜iÀ>Þ scheduled for years 1-2 of implementation. Priority B These are also of high priority, but usually require more ground work to accomplish. In some cases, >`ˆvviÀi˜Ì*ÀˆœÀˆÌÞƂV>Ìi}œÀÞ“ÕÃÌLiˆ˜«>ViwÀÃÌ°/…iÃi>Ài}i˜iÀ>ÞÃV…i`Տi`vœÀÞi>ÀÃӇ{œv implementation. Priority C These are projects that require more ground work, fund-raising and coordination with other groups. These are scheduled for years 3-5 of implementation. Priority D /…iÃi>Ài“œÀiVœ“«iÝ«ÀœiVÌÃ]>˜`̅œÃi̅>ÌÀiµÕˆÀi̅>Ì>ÃÌÀœ˜}“>ÀŽiÌLiiÃÌ>LˆÃ…i`wÀÃÌ°/…iÞ also include later phases of special projects of systems improvements that may have been initiated in early stages. These are scheduled for years 5-10 of implementation. Priority E /…iÃi>Àiœ˜}‡À>˜}i«ÀœiVÌÃ]w˜>«…>ÃiÃœvÃÌ>}i`ˆ“«ÀœÛi“i˜ÌÃ]>˜`“œÀiVœ“«iÝ՘`iÀÌ>Žˆ˜}ð Some are feasible only when market conditions are in place to support them. These are scheduled for years 10+ of implementation. APPENDICES ESTES PARK, COLORADODOWNTOWN PLAN PUBLIC REVIEW DRAFT #2 DECEMBER 5, 2017 53 PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan A.3 APPENDIX A: DESIGN GUIDELINES A A DESIGN GUIDELINES Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017A.4 This Appendix provides design guidelines for public improvements and private development in Downtown. It is intended to complement the vision, principles, recommendations and concepts provided in the Downtown Plan. It should be used as a companion reference and resource for reviewing future public and private investments. Downtown Design Principles The following baseline principles apply to all public improvements and private development: Develop a Resilient Downtown • Develop a Resilient Downtown. Design infrastructure and development to adapt to closures due to disasters or disruptions. Streamside infrastructure should be designed to provide access, enjoyment >˜`«ÀœÌiV̈œ˜vÀœ“yœœ`ˆ˜}°Ƃ œÜ˜ÌœÜ˜«ÀœiVÌÃŜՏ`Li`iÈ}˜i`]LՈÌ>˜`“>˜>}i`̜ contribute to the larger goals of a resilient and adaptable Downtown. • Integrate with and Respect the Natural Environment. Downtown’s natural features, including landforms and outcroppings, waterways, and its dynamic wildlife, are critical to its physical identity. Private development and public improvements should celebrate these features by minimizing potential negative impacts to them, conserving them and creating views to geologic features and waterways. Sites and buildings should be designed to integrate with nature by working with topography, creating access to rivers and streams and orienting toward these wonderful amenities. Improvements should consider potential impacts to Estes Park’s wildlife habitat and ensure that their well-being is preserved. • Prioritize Placemaking. Design in the private and public realm should create interesting, memorable and comfortable places for residents and visitors. These should be planned for use in all seasons and function effectively under changing circumstances. Private development should orient to the public realm in a manner that energizes it and creates interest. Placemaking opportunities should be harnessed at all scales, from creating sidewalks that are functional and attractive to establishing a world-class Riverwalk experience. • Make Art Integral to the Downtown Experience. Art should be synonymous with the character of Downtown and a key placemaking driver. Buildings, streets and other public spaces should incorporate art. This ranges from designing a sidewalk with adequate width to allow temporary art displays to incorporating physical artwork in a site or building’s design. • Create Synergy Between the Public and Private Realm. The design of both public and private areas is critical to creating a high quality physical environment Downtown. More importantly, the Ài>̈œ˜Ã…ˆ«>˜`ˆ˜ÌiÀv>ViLiÌÜii˜«ÀˆÛ>ÌiÞœÜ˜i`>Ài>Ã>˜`«ÕLˆVÀˆ}…Ìǜv‡Ü>Þ`iw˜i̅iÕÃiÀ experience. The public realm refers to sidewalks, streets, the Riverwalk and other outdoor places like «>â>Ã>˜`«>ÀŽÃ°/…i«ÀˆÛ>ÌiÀi>“ˆ˜VÕ`iȘ`ˆÛˆ`Õ>«Àœ«iÀ̈iÃ̅>Ìy>˜Ž̅i«ÕLˆVÀi>“°/…i private realm includes all elements of a property, including buildings, parking areas and landscaped areas. All Downtown projects will be designed, built and managed to contribute to the larger goals of a resilient and adaptable Downtown. The relationship and interface between privately QYPGFCTGCUCPFRWDNKETKIJVUQHYC[FGƂPGVJG user experience. Placemaking opportunities should be harnessed at all scales. DESIGN GUIDELINES A PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan A.5 Private Realm Design Guidelines This section provides design guidelines for private development projects. The guidelines in this section should be followed for all development projects, regardless of Character ƂÀi>°/…i}Ո`iˆ˜iÃœÕ̏ˆ˜iœLiV̈ÛiÃvœÀ`iÈ}˜]LÕÌyi݈LˆˆÌÞˆ˜“iï˜}̅iÃiœLiV̈ÛiÃŜՏ`Li afforded for each individual project. Site considerations and context matter, so the application of these guidelines may differ from one site to another. Employ Resilient Design Principles A cornerstone principle of this Downtown Plan is designing for a resilient Estes Park. For Downtown, this means designing in a fashion that improves the ability to prevent, react, respond and recover to sudden or slowly occurring shocks to the economy and environment. Site design features and innovative building design approaches can help in this effort. Key guidelines include: • Locate a Building Strategically - Consider the pre-development conditions of a site or area and try ̜“>ˆ˜Ì>ˆ˜̅i˜>ÌÕÀ>ÕÀ}iœvÜ>ÌiÀ̜yœÜ°/…iÈ̈˜}>˜`«>Vi“i˜Ìœv>LՈ`ˆ˜}>˜`}À>`ˆ˜}œv> ÈÌiŜՏ`Li`œ˜iÃÌÀ>Ìi}ˆV>ÞÃÕV…̅>̈̓ˆ˜ˆ“ˆâiÃ`ˆÃÀի̈œ˜̜̅i˜>ÌÕÀ>yœÜœvÜ>ÌiÀ° • Design a Resilient Building‡ iÈ}˜>LՈ`ˆ˜}̜>VVœ““œ`>Ìi«iÀ“>˜i˜ÌœÀÌi“«œÀ>ÀÞyœœ` L>ÀÀˆiÀ“iV…>˜ˆÃ“Ã̜«ÀiÛi˜ÌÜ>ÌiÀˆ˜ÌÀÕȜ˜`ÕÀˆ˜}>yœœ`iÛi˜Ì° • Promote Buildings that Can Accommodate Flood Flows‡˜ܓiV>ÃiÃ]}ÀœÕ˜`‡yœœÀœVVÕ«>˜VÞ œvLՈ`ˆ˜}Ã܈LivœÕ˜`̜Liˆ˜>««Àœ«Àˆ>Ìi`Õi̜̅iœV>̈œ˜Liˆ˜}ÛՏ˜iÀ>Li՘`iÀyœœ` Vœ˜`ˆÌˆœ˜Ã°˜ܓiV>ÃiÃ]̅ˆÃ“>Þ«ÀiÛi˜ÌViÀÌ>ˆ˜ÕÃiÃœÀ>˜ÞÕÃiÃœ˜̅i}ÀœÕ˜`yœœÀ°1˜œVVÕ«ˆi` space or non-residential space may still be viable. In extreme cases, a building could include parking œ˜œÜiÀiÛiÃ̅>̈Ã`iÈ}˜i`̜>LÜÀL>˜`«iÀ“ˆÌÜ>ÌiÀyœÜ`ÕÀˆ˜}yœœ`iÛi˜Ìð • Employ Wildlife Friendly Design Features - Estes Park’s wildlife is one of its major assets and strongly contributes to its identity and sense of place. Sites and buildings should be designed such that they do not disrupt the natural movement patterns of wildlife. This may include employing special fencing or no fencing, setting back from sensitive areas or strategically preserving some parts of a site as open space. • Design for Disaster Preparedness - A building and site should be designed to accommodate emergency access and evacuation needs during a storm event or other potential disaster situation. This includes designing for clear egress, easy access to vehicles and operable windows that permit evacuation. Design in harmony with nature. A building could include parking on lower levels VJCVKUFGUKIPGFVQCDUQTDCPFRGTOKVYCVGTƃQY FWTKPIƃQQFGXGPVU 54 A DESIGN GUIDELINES Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017A.6 Preserve and Celebrate Downtown’s Natural Resources All development in Downtown should embrace the surrounding natural setting, while also being sensitive to critical features like rivers, creeks and mountainsides. Key design guidelines include: • Design in Harmony with Nature - Site and building designs should work with a natural setting harmoniously. Do not attempt to force the environment to adapt to a design, but rather adapt a design to conform to the natural setting with as little amount of disturbance as possible. This means `iÈ}˜ˆ˜}LՈ`ˆ˜}Ã̜ÌiÀÀ>Viˆ˜Ìœ>…ˆÃˆ`iˆ˜ÃÌi>`œv“>ÃÈÛiVÕÌ>˜`w>˜`̅iÕÃiœvÀiÌ>ˆ˜ˆ˜} walls. • Minimize Impacts to the Environment - Development should seek to minimize impacts on the natural environment, such as stormwater runoff into Downtown’s creeks and rivers. • Orient Toward Natural Amenities - Consider the possibility to take advantage of a natural amenity in the design of a new building. Orient an entry, outdoor seating area or private outdoor space toward natural features wherever possible. • Provide Access to Natural Features - Encourage a private development to provide public access to and along the rivers and creeks in Downtown wherever possible. This could include a public path connecting a public street to a waterway through a private development site. • Preserve and Create View Opportunities - Consider how a development can preserve and enhance the visual connection to nature that occurs in Downtown. This could include modulating the form of a building to preserve public viewsheds to the extent feasible or designing private outdoor spaces and rooftop decks such that scenic views from these features are maximized. Contribute to a Vibrant Downtown One of the key objectives for Downtown is that it be a lively, active place throughout the year. This means people, activities and action during the day and at night. Private development can contribute to creating a vibrant Downtown by employing some or all of the following guidelines. • Employ an Activity-Generating Use Mix - A new development should pursue land uses that promote activity in Downtown, particularly in off-peak seasons and at night. Creating mixed-use `iÛiœ«“i˜ÌÃ̅>ÌVœ“Lˆ˜i…œÕȘ}]Vœ““iÀVˆ>]…œÃ«ˆÌ>ˆÌÞ>˜`œvwVi>V̈ۈ̈iÃV>˜…i«vÕi>˜ active Downtown by establishing a symbiotic relationship between various uses on a site as well as other activities Downtown. • Incorporate Social Gathering Spaces - New development should consider opportunities to create great outdoor spaces that help to enliven the public realm. Locating such spaces to be highly visible along a street or the Riverwalk will help achieve the desired vibrancy. • Create “Eyes on the Street.” - Creating “eyes on the street” enhances a feeling of safety in i˜ÛˆÀœ˜“i˜ÌψŽi œÜ˜ÌœÜ˜°>݈“ˆâˆ˜}v>X>`iÌÀ>˜Ã«>Ài˜VÞ>˜`VÀi>̈˜}œVVÕ«ˆi`Õ««iÀyœœÀ residential space create a feeling of safety in Downtown, contributing to overall vibrancy and activity. • “Spill” into the Public Realm - Private development, and commercial space in particular, should be designed to “spill” onto the street, add visual interest and enhance the vibrancy of Downtown. Orient outdoor public spaces toward natural amenities. Encouraged the private realm to “spill” into the public realm. DESIGN GUIDELINES A PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan A.7 Contribute to Downtown Connectivity Increasing connectivity around the Downtown is a primary goal of this Plan. This means expanding the existing network to provide additional options for multi-modal transportation operations. Doing so will ˜œÌœ˜Þ>iۈ>Ìi«ÀiÃÃÕÀiœ˜̅i«Àˆ“>ÀÞÀœ>`Ü>ÞÃÞÃÌi“Ã]LṎ˜̅iV>ÃiœvÛi…ˆVՏ>ÀyœÜ]V>˜VÀi>Ìi alternative transportation routes that contribute to a resilient Estes Park. Allowing public access through a private development site will require coordination between the Town and private landowners, but is possible. Some basic principles include: • Expand the Roadway Network - Create public roadways through a larger site or private, street-like drives. • Provide Pedestrian and Bike Access Through a Site - Consider how a site can be designed to permit public access between streets. Examples include designing a site to permit access from Elkhorn Avenue to the Fall River to the south or Cleave Street to the north. Design for Walkability Enhancing walkability is a key objective of this Downtown Plan. This is critical throughout the Downtown and especially along major streets like Moraine Avenue, Elkhorn Avenue, Cleave Street and the Riverwalk. Buildings and sites should be designed to maximize pedestrian connectivity and create a pleasant and comfortable walking experience on adjacent sidewalks. • Provide Visual Interest - As mentioned above, buildings and sites should be designed to provide interest to those walking by on adjacent sidewalks and other public spaces. • Frame the Public Realm - Buildings should be placed and oriented such that they “frame” the street, providing a sense of enclosure for pedestrians. This helps add comfort for pedestrians. • Facilitate a Safe Walking Experience - Buildings should not encroach on the public sidewalk or œÌ…iÀ«ÕLˆVë>ViȘ>“>˜˜iÀ̅>ÌÀiÃÌÀˆVÌÃ̅iyœÜœv œÜ˜ÌœÜ˜«i`iÃÌÀˆ>˜Ã°7…iÀiœÕÌ`œœÀ seating is used, it must permit adequate space on the sidewalk for people to safely and comfortably pass one another. Private development should strategically use low, downward- facing lighting to enhance pedestrian safety and comfort. The Town’s “Dark Sky” code policies should be followed when designing lighting plans for any site. Expand the existing network to provide additional options for multi-modal transport options. Orient a building to face a street, plaza or the Riverwalk. Residential entries and balconies can also help to activate the public realm. A DESIGN GUIDELINES Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017A.8 Accommodate Access for All Modes Sites and buildings Downtown should be designed to promote walkability and bicycling, while still safely accommodating vehicle access. Designs should be sensitive to the needs of all transportation modes. Key guidelines include: • Minimize Conflicts‡ iÈ}˜ÈÌi>VViÃÃ>˜`VˆÀVՏ>̈œ˜̜“ˆ˜ˆ“ˆâi«œÌi˜Ìˆ>Vœ˜yˆVÌÃLiÌÜii˜ automobiles, bicycles and pedestrians. Carefully locate access drives and utilize signage, striping and «>ۈ˜}VÀi>̈ÛiÞ̜…i«>``ÀiÃÃVœ˜yˆVÌð • Minimize Vehicular Access Points Along Pedestrian Routes - Provide the fewest number of vehicular access points needed for the functionality of a site so that pedestrian interactions with vehicles are minimized. Where access points are provided, minimize the width of the driveway. • Avoid Vehicular Access Off of Primary Pedestrian Streets - Provide vehicular access to a site from a side street wherever possible. This is particularly important on roadways that are envisioned to be highly pedestrian-oriented, such as Elkhorn Avenue and Moraine Avenue. Design circulation to promote walkability and bicycling, while still safely accommodating vehicle access. Design a building to provide interest to those walking by and on adjacent sidewalks. 55 DESIGN GUIDELINES A PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan A.9 Design in Context Development in Downtown should consider context. This means understanding the relationship of a building to its built and natural surrounding and being sensitive to that surrounding, if necessary. Guidelines for context-sensitive design in Downtown are as follows: • Transition to Sensitive Neighboring Properties - Where a new development occurs adjacent to a sensitive neighboring property, such as a single-family residential zone, consider employing design features that help provide a transition at the interface between the two properties. »Transition in Scale - Where a taller building is developed adjacent to an area zoned for a lower scale, consider stepping down the scale of the building adjacent to the lower-scaled area. Where the new building is at a lower grade than the lower-scaled area, this may not be needed as the natural terrain will provide a natural transition. »Transition in Use - Where a commercial or mixed-use building is located adjacent to a residentially-zoned area, consider locating compatible uses and activities adjacent to the residential areas. In a mixed-use project containing residential and commercial uses, this may mean locating the residential component at the transition interface. For a purely commercial building, a development should strategically avoid placing odor- or noise-emitting operations at an interface with a sensitive residential use. »Provide a Buffer - In some cases, a sensitive transition can be established by simply setting a building further back from a sensitive interface or by providing a landscape buffer (trees, shrubs, etc.) between the two properties. • Respect the Fine Grain Building Patterns in the Downtown Core - When designing a project in the Downtown Core, respond to the fundamental architectural patterns. In the Downtown Core, ̅ˆÃ“i>˜Ã«ÀœÛˆ`ˆ˜}È}˜ˆwV>˜ÌÛiÀ̈V>>À̈VՏ>̈œ˜̅>ÌLÀi>ŽÃ`œÜ˜>>À}iÀLՈ`ˆ˜}ˆ˜ÌœÓ>iÀ …œÀˆâœ˜Ì>“œ`ՏiÃ̅>ÌÀiyiVÌ̅i˜>ÀÀœÜLՈ`ˆ˜}܈`̅Ãœv̅iœ`iÀ]i݈Ã̈˜}LՈ`ˆ˜}𠜘ÛiÀÃiÞ] using a variety of materials, colors and design treatments appropriately responds to the Downtown Core’s eclectic architectural diversity. • Design for the Estes Park Character - Downtown is inarguably connected to nature. As such, a fusion of nature and Town is a fundamental design principle for the Plan Area. When designing a new development, consider using natural materials in the design, such as stone and wood. Synthetic, masonry or even metal materials are appropriate, but these buildings are encouraged to interweave ˜>ÌÕÀ>“>ÌiÀˆ>Ã̅ÀœÕ}…œÕÌ̅iˆÀ`iÈ}˜Ã>Ã>VVi˜Ìvi>ÌÕÀiÃœÀ̜LiÌÌiÀ`iw˜iŽiÞ>ÀV…ˆÌiVÌÕÀ> elements. Designers should be encouraged to use a variety of materials in their designs, while using some design cues that represent the natural environment, such as wood or stone. A DESIGN GUIDELINES Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017A.10 Express a Human Scale “Human scale” is used to describe how a person perceives a building element or a group of building elements in relation to themselves. A person relates better to building features that are of a size and scale similar to that of a human. For example, a blank wall that spans multiple stories does not properly i݅ˆLˆÌ…Õ“>˜ÃV>i°/…iÃ>“iÜ>V>˜Li}ˆ˜̜iÝ«ÀiÃÃ…Õ“>˜ÃV>iLÞ`i“>ÀV>̈˜}yœœÀÃ>˜` adding appropriately sized windows and doors. Expressing human scale is critical for new buildings in Downtown, and particularly for those that are larger and taller. Building articulation methods include vertical and horizontal changes in materials, color, wall plane or other elements that reduce the real and/ or perceived mass of a structure. The following articulation techniques should be utilized in Downtown: • Façade Articulation - Physical design elements that break down a building into human scale components and express a sense of horizontal and vertical scale. These methods typically do not È}˜ˆwV>˜ÌÞ>vviVÌ̅iœÛiÀ>õÕ>ÀivœœÌ>}iœv>yœœÀœÀLՈ`ˆ˜}°/Þ«ˆV>v>X>`i>À̈VՏ>̈œ˜ approaches include: »Windows and fenestration »Color changes »Material changes »Horizontal and vertical expression lines »Minor wall offsets »Door Alcoves • Mass Variation‡ iÈ}˜ii“i˜ÌÃÛ>ÀÞ̅iLՈ`ˆ˜}“>ÃÃÈ}˜ˆwV>˜ÌÞi˜œÕ}…̅>Ì̅iÞÀi`ÕVi̅i >VÌÕ>“>ÃÃ>˜`ÃV>iœv̅iLՈ`ˆ˜}°/…iÃiˆ˜VÕ`i̅i“œ`Տ>̈œ˜œv>LՈ`ˆ˜}yœœÀœÀÜ>ˆ˜> manner that creates a physical relief in the architectural form. Mass variation techniques include: »Stepbacks »Increased setbacks »Major wall offsets »Stepdowns to respond to topographical changes Mass variation techniques include stepbacks, increased setbacks and wall offsets. Vary the mass of a building to step with changes in landform. DESIGN GUIDELINES A PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan A.11 Reinforce Estes Park’s Eclectic Architectural Character Estes Park is known for its eclectic and vibrant architecture and diversity in the built environment. The community and this Plan support this eclecticism, and future development that continues this tradition should be encouraged. • Encourage Variety in Style - No one architectural style should be assigned for buildings in Downtown. Instead, architects and designers should be encouraged to incorporate variety in design, materials and the use of color in Downtown, and “outside the box” creativity should be supported. • Promote Creative Use of Materials - Designers should be encouraged to use a variety of materials in their designs, while using some design cues that represent the natural environment ubiquitous in Downtown. These may include using wood or stone accents on a building that otherwise utilizes modern materials. Use of traditional materials is also appropriate and should be encouraged if desired. • Utilize Art - Incorporate public art into the design of a building. This may include reserving space for public art or incorporating artistic elements into the building itself. • Avoid a Monotonous Feel - Downtown’s eclectic character should be reinforced by its architecture. Design of individual buildings should be encouraged to be unique and add to the variety that `iw˜ià œÜ˜ÌœÜ˜̜`>Þ°ƂVœœŽˆiVÕÌÌiÀ>««Àœ>V…ˆÃˆ˜>««Àœ«Àˆ>Ìi>˜`ŜՏ`Li>ۜˆ`i`̜ prevent a homogenous feel. Employ Winter City Design Principles Estes Park is a winter city given its high altitude and its extended periods of snow and cold temperatures. The conditions that winter cities experience during colder months must be thoughtfully considered in the design of private development. A development should be designed such that it takes advantages of opportunities created by seasonal changes. • Maximize Solar Exposure - When designing a site and building, carefully locate and design critical features to maximize solar exposure. During winter months, this can help facilitate solar heating, making a space more comfortable. Designing the form of a building to permit solar access to key walking areas can also be critical to prevent ice buildup that can detract users and potentially cause an accident. Sites and buildings in Downtown should not be designed strictly for summer months when snow is not an issue. Designers should be encouraged to employ a variety of materials in their designs, while using some design cues that represent the natural environment. 56 A DESIGN GUIDELINES Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017A.12 Celebrate the Riverfront Buildings and sites located adjacent to Downtown’s rivers and creeks should design their interface with the river to respond to the importance of these natural features. This may be relevant for the Fall and Big Thompson Rivers, as well as Black Canyon Creek. • Step Down in Scale - A building should generally step down in scale as it approaches the river edge. • Orient to the River - A building should be designed to orient toward and animate the river edge. This means locating entrances, outdoor seating areas, patios and other features to open toward the river. In some cases, this will require double-fronted buildings that have an interface with a waterway and the public street. • Set Back from the River - Buildings should be set back generously from the rivers in Downtown. As ܈̅Õ««iÀyœœÀÃiÌL>VŽÃ]ܓië>Vi܈…i«̜ViiLÀ>Ìi>˜`Ài“>ˆ˜ÃÕLœÀ`ˆ˜>Ìi̜̅iÃiVÀˆÌˆV> natural features. • Provide Access to the River - A site should be designed to permit public access to the river, either at the edge of a site or through the middle. In no cases shall a new development further restrict river access. • Coordinate with the Riverwalk - Where possible, design site elements and circulation features to coordinate with key elements on the Riverwalk. For example, where a public bridge from the Riverwalk is provided, locate a key site circulation feature to lead to the bridge. River Riverside Path Outdoor plaza associated with private development Riverfront Neighborhood Development Active open/green spaceProperty LineDESIGN GUIDELINES A PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan A.13 Incorporate On-Site Flood Mitigation ƂÌiÀ˜>̈ÛiÃvœÀLՈ`ˆ˜}ˆ˜yœœ`✘iÓÕÃÌLi`iÛiœ«i``Õi̜̅ii݈Ã̈˜} œÜ˜ÌœÜ˜Vœ˜`ˆÌˆœ˜Ã° *>ÀÌÃœv œÜ˜ÌœÜ˜>Àiˆ˜̅iyœœ`Ü>Þ]>˜`œÌ…iÀÃ>Àiˆ˜̅iyœœ`«>ˆ˜>Ã`iÈ}˜>Ìi`LÞ Ƃ“>«Ã° /…iÃi`iÈ}˜>̈œ˜Ã>ÀiÕÃi`vœÀ>Û>ÀˆiÌÞœvyœœ`“>˜>}i“i˜Ì«œˆVˆiÃ>˜`Ài}Տ>̈œ˜Ã°œœ`ˆ˜ÃÕÀ>˜Vi and local building codes also are linked to these maps. Flood mapping can change over time, as new information becomes available, and such an update is anticipated for Estes Park in the Fall/Winter of 2017. The results of remapping may change the way in which some properties can develop, especially in the near term. In any case, understanding the range of options that could be permitted is important. The Downtown Plan proposes proactive changes to river sections in the Downtown that, in the long term, VœÕ`Ài“œÛiܓi«Àœ«iÀ̈iÃvÀœ“̅iyœœ`Ü>Þ>˜`«iÀ…>«ÃiÛi˜̅iyœœ`«>ˆ˜ˆ˜̅ivÕÌÕÀi°/…i Plan also recommends continuing to explore other work higher up in the drainage basins that also could improve development opportunities. In the interim, before in-stream improvements can be achieved, there are a variety of ways a property can Liˆ“«ÀœÛi`°"˜i>««Àœ>V…ˆÃ̜iiÛ>Ìi̅i}ÀœÕ˜`iÛi]LÞwˆ˜}>ÈÌiˆ˜>VVœÀ`>˜Vi܈̅yœœ`«>ˆ˜ regulations. However, doing so cannot affect the Base Flood Elevation (BFE). Thus, this approach is not likely to be feasible in the Downtown Plan area. There are, however, some building options (outlined LiœÜ®̅>ÌVœÕ`LiVœ˜Ãˆ`iÀi`]`i«i˜`ˆ˜}Õ«œ˜ˆv̅i«Àœ«iÀÌވÏœV>Ìi`ˆ˜̅iyœœ`«>ˆ˜œÀyœœ`Ü>Þ and upon the type of use that is planned. These are some potential approaches to development, based œ˜«ÕLˆV>̈œ˜ÃvÀœ“ Ƃ° œÌi̅>Ì“œÀiëiVˆwVÃÌÕ`ˆiÃ`ÕÀˆ˜}*>˜ˆ“«i“i˜Ì>̈œ˜“>ÞV…>˜}i some of these options. Applicable federal, state and local regulations must be adhered to. Architectural screens may be used to provide visual interest at the street level, if they are FGUKIPGFVQRGTOKVYCVGTVQƃQYVJTQWIJ The ground story of this parking deck has a facade designed to emulate traditional buildings KPKVUEQPVGZVJQYGXGTVJGITQWPFNGXGNKUQRGP RGTOKVVKPIƃQQFYCVGTUVQRCUUVJTQWIJ A DESIGN GUIDELINES Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017A.14 Scenario A - Building with an unoccupied ground level (Floodway) Features: • The ground level is used for parking or storage. • "«i˜vœÕ˜`>̈œ˜Ã>Ì̅i}ÀœÕ˜`iÛi>Ài`iÈ}˜i`̜«iÀ“ˆÌyœœ`Ü>ÌiÀÃ̜“œÛi̅ÀœÕ}…̅i }ÀœÕ˜`iÛi°Ì`œi؜̈˜VÀi>Ãiyœœ`…iˆ}…Ìð • Architectural screens may be used to provide visual interest at the street level, if they are designed to «iÀ“ˆÌÜ>ÌiÀ̜yœÜ̅ÀœÕ}…° • "VVÕ«ˆi`yœœÀÃ>ÀiiiÛ>Ìi`̜>ÃÕvwVˆi˜ÌiÛi>LœÛi  ° • "VVÕ«ˆi`ÕÃiÃœ˜ÃiVœ˜`yœœÀ>˜`>LœÛi“>ÞLiVœ““iÀVˆ>œÀˆ˜`ÕÃÌÀˆ>]LÕ̘œÌÀiÈ`i˜Ìˆ>° Comment: While this option is not as desirable as others in terms of providing an active use at the ground level, it could result in more compact use of land, since parking would be tucked under the building. It may be ̅iœ˜Þœ«Ìˆœ˜vœÀ>˜œVVÕ«ˆi`ÃÌÀÕVÌÕÀiˆ˜̅iyœœ`Ü>ÞˆÌÃiv°Ƃ˜Þ˜iÜ`iÛiœ«“i˜Ìˆ˜̅iyœœ`Ü>Þ “ÕÃÌ…>Ûi>˜œ‡ÀˆÃi>˜>ÞÈÃ>˜`ÃÕLÃiµÕi˜Ì˜œ‡ÀˆÃiViÀ̈wV>ÌiœÀ>Vœ˜`ˆÌˆœ˜>iÌÌiÀœv“>«ÀiۈȜ˜ˆÃ obtained. Scenario B - No permanent structure (Floodway) Features: • Use is limited to outdoor spaces, which could be parking lots, parks and plazas. • An open-air structure, such as a band shell, is generally discouraged but may be allowed if a no-rise ViÀ̈wV>̈œ˜œÀViÀ̈wV>ÌiœÀ>Vœ˜`ˆÌˆœ˜>iÌÌiÀœv“>«ÀiۈȜ˜ˆÃœLÌ>ˆ˜i`° • No below-grade uses would be included. Comment: This approach would be useful where public plazas and surface parking lots are planned. Mobile services, such as food trucks or outdoor markets, could be included as temporary means of activating these places. Scenario C - Occupied structure with non-residential use at the ground level (Floodplain) Features: • Occupied space is permitted. This could include residential and commercial uses, including retail, `ˆ˜ˆ˜}>˜`œvwVið • /…i}ÀœÕ˜`iÛiܜՏ`Li`iÈ}˜i`̜“ˆ˜ˆ“ˆâi«œÌi˜Ìˆ>yœœ`ˆ“«>VÌÃ]œÀœÌ…iÀ܈Ãiyœœ` «Àœœvi`°7ˆ˜`œÜÃ]vœÀiÝ>“«i]ܜՏ`LiÃiÌ>LœÛi«œÌi˜Ìˆ>yœœ`iÛiÃ>˜``œœÀÜ>ÞÃܜՏ`Li `iÈ}˜i`̜>VVœ““œ`>Ìiœ«iÀ>Liyœœ`L>ÀÀˆiÀð • No below-grade uses would be included. Scenario D - Addition constructed in the Conveyance Shadow Features: Ƃ˜>``ˆÌˆœ˜ˆÃVœ˜ÃÌÀÕVÌi`œ˜̅iÈ`iœv̅iLՈ`ˆ˜}̅>Ì܈LiœÕÌœv̅iÜ>Þœv`ˆÀiVÌyœœ`Ü>ÌiÀ «>̅°/…i>ÃÃՓ«Ìˆœ˜ˆÃ̅>̈Ã`œi؜̓œ`ˆvÞ̅iyœœ`«>ÌÌiÀ˜°/…ˆÃ“>Þ…>Ûiˆ“ˆÌi`>««ˆV>̈œ˜ˆ˜ Downtown Estes Park, but may merit some consideration on a case-by-case basis. Applicable federal, state and local regulations must be adhered to. 5EGPCTKQ#1EEWRKGFƃQQTUCTGGNGXCVGFCDQXG BFE. Scenario B - Use is limited to outdoor spaces which could be parking lots, parks and plazas. 57 DESIGN GUIDELINES A PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan A.15 Site-Specific Flood Mitigation -ˆÌi‡Ã«iVˆwVyœœ`“ˆÌˆ}>̈œ˜>V̈œ˜Ã«ÀœÛˆ`iiÝVii˜Ìœ««œÀÌ՘ˆÌˆiÃ̜“iiÌyœœ`>L>Ìi“i˜ÌœLiV̈Ûià in Downtown. These are strongly encouraged in all new private and public development, including parking structures, new buildings and new parks. Refer to the section on “Private Realm Design Concepts” for more information on this topic. -ˆÌi‡Ã«iVˆwVœÀ«Àœ«iÀÌއiÛi܏Ṏœ˜Ã“>Þ…>ÛiÓ>iÀœÛiÀ>ˆ“«>VÌȘ`ˆÛˆ`Õ>Þ̅>˜̅œÃi>Ì̅i regional or Downtown level, but they are attractive because they can be implemented more quickly. These are solutions that existing property owners could initiate or those that could be incorporated into vÕÌÕÀi`iÛiœ«“i˜Ì°*Àœ}À>“ÃVœÕ`>ÃœLiiÃÌ>LˆÃ…i`̜«ÀœÛˆ`iw˜>˜Vˆ>>ÃÈÃÌ>˜ViœÀˆ˜Vi˜ÌˆÛið *Àœ«iÀÌއiÛi܏Ṏœ˜Ãˆ˜VÕ`iˆ˜VœÀ«œÀ>̈˜}>˜`ÃV>«ivi>ÌÕÀiÃ̅>Ì>œÜÜ>ÌiÀˆ˜wÌÀ>̈œ˜ˆ˜Ìœ̅i }ÀœÕ˜`]L>Ãi“i˜ÌÀiÌÀœwÌÃ>˜`Ìi“«œÀ>ÀÞL>ÀÀˆiÀÃ̅>Ì«ÀœÌiVÌÃ̜ÀivÀœ˜ÌÃvÀœ“yœœ`Ü>ÌiÀðˆÌˆ}>̈œ˜ projects at the individual property level include these measures for existing buildings: • Temporary Barrier System for an Existing Building - These can be erected at times of rising waters to protect storefronts and building entries. • Elevate Ground-Level Floor of Existing Building - In some buildings, it may be possible to raise the yœœÀiÛi>LœÛi̅i Ո`ˆ˜}œœÀ iÛ>̈œ˜° • Abandon the Basement Level of an Existing Building - Removing mechanical and electrical systems from basements and modifying them such that they cannot be occupied helps reduce risk of damage to existing buildings. œÀ˜iÜLՈ`ˆ˜}Ã]̅iÃiœ«Ìˆœ˜Ã“>ÞLivi>ÈLi]`i«i˜`ˆ˜}Õ«œ˜̅iyœœ`…>â>À``iÈ}˜>̈œ˜vœÀ̅i site: • Develop for Outdoor Use Only - Use would be parking lots, parks and plazas. • Develop with an Unoccupied Ground Level‡/…i}ÀœÕ˜`iÛiˆÃ`iÈ}˜i`̜«iÀ“ˆÌyœœ`Ü>ÌiÀà to pass through. It may be used for parking. • Develop with a Non-residential Use at the Ground Level - This may include retail, dining and œvwVið/…i}ÀœÕ˜`iÛiܜՏ`Li`iÈ}˜i`̜“ˆ˜ˆ“ˆâi«œÌi˜Ìˆ>yœœ`ˆ“«>VÌÃ]œÀLiœÌ…iÀ܈Ãi yœœ`«Àœœvi`° /…iÃiLՈ`ˆ˜}ÃVi˜>ÀˆœÃVœÕ`LiVœ“Lˆ˜i`܈̅ÃÌÀÕVÌÕÀi`ÌiÀÀ>Vˆ˜}̜>VVœ““œ`>Ìiyœœ`Ü>ÌiÀÃ>à well. Temporary barrier systems can be erected at times of rising water to protect storefronts and building entries. A DESIGN GUIDELINES Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017A.16 Public Realm Design Guidelines /…ˆÃÃiV̈œ˜«ÀœÛˆ`iÃ`iÈ}˜}Ո`iˆ˜iÃvœÀ«ÕLˆVˆ“«ÀœÛi“i˜ÌÃ]ˆ˜VÕ`ˆ˜}yœœ`Àiȏˆi˜Viˆ˜vÀ>ÃÌÀÕVÌÕÀi] active transportation facilities, streets and other similar topics. Flood Resilience œœ`“ˆÌˆ}>̈œ˜ˆÃ>«Àˆ“>ÀÞœLiV̈Ûi°Ƃ“Տ̈‡v>ViÌi`>««Àœ>V…ˆÃÀiµÕˆÀi`̜>``ÀiÃÃyœœ`ˆ˜}ˆÃÃÕià Downtown and to ensure that existing buildings and future investments are protected from catastrophic events. The Plan approaches the issue at three levels. Flood resilience includes a variety of strategies which have been divided into the following levels: • Regional -,i}ˆœ˜>܏Ṏœ˜Ãˆ˜VÕ`iˆ˜ˆÌˆ>̈ÛiÃ̅>Ì>``ÀiÃÃyœœ`ˆ˜}܈̅ˆ˜̅iÜ>ÌiÀÅi`Ã>LœÛi Town that impact Downtown. • Local - œV>܏Ṏœ˜Ã>Ài«ÀœiVÌÃ̅>Ì>``ÀiÃÃyœœ`ˆ˜}܈̅ˆ˜̅i*>˜ƂÀi>ˆÌÃiv° • Site Specific - Property level solutions are design features and mechanisms, both permanent and temporary, for individual properties Downtown. Specific Public Realm Opportunities • iÈ}˜̅iœœ«ÃÕV…̅>̈v«>ÀÌœvˆÌˆÃVœÃi`LÞ>yœœ`]>VVˆ`i˜ÌœÀëiVˆ>iÛi˜Ì]ˆÌVœÕ`Li converted back to a two-way system or reverse direction. • *>˜̅i«i`iÃÌÀˆ>˜ÃÞÃÌi“̜“>ŽiˆÌ«œÃÈLi̜…ˆŽiˆ˜œÀœÕÌœv œÜ˜ÌœÜ˜ˆ˜>>À}iyœœ`°6ˆiÜ the pedestrian system as an emergency facility for evacuation and rescue. Link walkways to “areas of refuge” where people can take shelter and EMS can stage operations. • Treat the park shuttle bus system as a critical facility. It is an economic lifeline for Downtown. • /Ài>Ì؜ÜÃ̜À>}i>Ài>Ã>˜`«ÕLˆV«>ÀŽˆ˜}>ȘÌi}À>«>ÀÌÃœv̅iyœœ`>Li>Ài>ÃÃÌÀ>Ìi}Þ° • *Àœ“œÌiLiÌÌiÀyœœ`Ü>À˜ˆ˜}ÃÞÃÌi“LJˆ˜ÃÌ>“œÀi}>Õ}iÃÕȘ}ÃÌ>Ìiœv̅i>ÀÌÃi˜ÃœÀ ÌiV…˜œœ}Þ° œ˜Ãˆ`iÀ>˜º>“LiÀ>iÀÌ»‡ÃÌޏiÃÞÃÌi“vœÀyœœ`ˆ˜}ˆ˜ œÜ˜ÌœÜ˜° • ˜Ìi}À>Ìi«ÕLˆV>˜`«ÀˆÛ>Ìiˆ˜ÛiÃ̓i˜ÌÃ̜“iȉ>À}iÀÀiȏˆi˜ViœÕÌVœ“iLJˆ`i˜ÌˆvÞwÛi strategically sequenced catalyst projects that are connected. • iÈ}˜]v՘`>˜`LՈ`>˜iÜLÀˆ`}i>˜`>`>«Ì>Li>««Àœ>V…̜yœœ`ˆ˜}>Ì7iÃÌ Ž…œÀ˜>˜`> ,ˆÛiÀ‡‡>}>ÌiÜ>Þ>˜`º˜œââi»vœÀ>,ˆÛiÀ̅>ÌÀi`ÕViÃyœœ`ˆ˜}LÞV…>˜}ˆ˜}̅iëii`>˜`yœÜ of the river as it enters Downtown. Local Site Regiona l 6JKUFKCITCOKNNWUVTCVGUVJGVJTGGNGXGNUQHƃQQF TGUKNKGPEG0QVGVJCVpUKVGqNGXGNƃQQFTGUKNKGPEGKU discussed in the previous section. DESIGN GUIDELINES A PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan A.17 Regional Flood Mitigation ,i}ˆœ˜>܏Ṏœ˜Ã«ÀiÃi˜ÌiÝVii˜Ìœ««œÀÌ՘ˆÌˆiÃ̜>ˆ`ˆ˜ œÜ˜ÌœÜ˜yœœ`“>˜>}i“i˜Ì]LÕÌ also present some of the greatest challenges of the three levels. Because regional solutions require «Àœ«iÀÌÞ]ÀiÜÕÀViÃ>˜`È}˜ˆwV>˜ÌVœœ«iÀ>̈œ˜Liޜ˜`̅iˆ“ˆÌÃœv̅i/œÜ˜œv ÃÌiÃ*>ÀŽ]̅iÞ are likely to take longer and cost more. Regional solutions could involve permanent upstream ˆ˜ÌiÀÛi˜Ìˆœ˜Ã̜ϜÜœÀ`ˆÛiÀÌyœœ`Ü>ÌiÀð>À}iÀiÌi˜Ìˆœ˜œÀ`iÌi˜Ìˆœ˜>Ài>Ã>˜``>“Ã>Ài examples. These are large, multi-jurisdictional capital improvements. • Upstream Channel Widening examines opportunity sites that have the space to expand the ܈`̅œv>ÀˆÛiÀœÀÃÌÀi>“V…>˜˜i°/…ˆÃ…i«Ã̜Ài`ÕVi̅iœÛiÀ>«ÀiÃÃÕÀivÀœ“ˆ˜ˆÌˆ>yœœ` ÃÕÀ}ið/…iÃi܏Ṏœ˜Ã“ˆÌˆ}>Ìi̅iˆ˜ˆÌˆ>yœœ`Vœ˜ViÀ˜ÃLÞ`iVÀi>Ș}yœœ`ÃÕÀ}iÃ]…i>`Ü> strength and intensity, which provides increased warning time for an event. • Regional Flood Control Infrastructure can include dams, reservoirs, dikes or levees. These >À}i‡ÃV>ii˜}ˆ˜iiÀˆ˜}«ÀœiVÌÃVœ˜Ì>ˆ˜]`ˆÛiÀÌ>˜`>À“œÀ>}>ˆ˜ÃÌyœœ`iÛi˜Ìð Local Flood Mitigation Local solutions are ones that are directed by the Town and that occur within its boundaries. They «ÀiÃi˜Ìœ««œÀÌ՘ˆÌˆiÃ̜>ˆ`ˆ˜yœœ`“>˜>}i“i˜Ì]>˜`̅iÞ>Ài>ÌÌÀ>V̈ÛiLiV>ÕÃi̅iÞ>Ài“i>ÃÕÀià over which the Town may have more direct control. While inter-jurisdictional cooperation will still be required in some cases, the potential is more certain and the results may be realized more quickly as compared to regional level projects. Downtown-level solutions would include widening channels at key locations and building more effective local stormwater management infrastructure. These can be designed as amenities like open spaces and parking areas that can double as detention areas. /i“«œÀ>ÀÞˆ“«ÀœÛi“i˜ÌÃ]ÃÕV…>Ã`iÌ>V…>Liyœœ`L>ÀÀˆiÀÃ]“>Þ>ÃœLiœ«Ìˆœ˜Ã°ˆÌˆ}>̈œ˜«ÀœiVÌà as the Town Level include: • Strategic Widening of Channels - These may be naturalized designs, with sloping, landscaped banks or structured ones, with stepped terraces that accommodate outdoor uses during times of ˜œÀ“>yœÜ°/…ˆÃ܈ˆ˜VÀi>ÃiV>«>VˆÌÞ>˜`VœÕ`i>`̜>`ÕÃ̓i˜ÌȘyœœ`“>«Ã̅>ÌܜՏ` facilitate appropriate uses in other areas. • Grade Separated Bike and Pedestrian Routes Along River Edge - These are structures that are `iÈ}˜i`̜>VVœ““œ`>ÌiÜ>ÌiÀ`ÕÀˆ˜}yœœ`iÛi˜Ìð/…iÌÀ>ˆyœœÀˆÃœV>Ìi`˜i>À̅i˜œÀ“> river bed elevation in some places. • Bridge Upgrades‡˜VÀi>Ș}̅iV>«>VˆÌÞvœÀÜ>ÌiÀyœÜÃ՘`iÀLÀˆ`}iÈÃ>ŽiÞ>V̈œ˜° This involves enlarging the cross section of the opening, with a combination of widening and increasing height. • Streetscape Designs to Retain and Convey Floor Waters - These devices direct water to areas that can absorb it or direct it to locations where it can be managed. They include rain gardens, bioswales and special gutter designs, including inverted road systems.This image shows an example of a widened waterway channel that would be appropriate in the outer areas of Downtown. 4GIKQPCNƃQQFEQPVTQNKPHTCUVTWEVWTGECPKPENWFG dams, reservoirs, dikes or levees. 58 A DESIGN GUIDELINES Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017A.18 Streetscape Design Streets in Downtown should be designed to accommodate all users, including pedestrians, bicyclists and vehicles. They should also contribute to placemaking efforts by creating spaces for social interaction, special events and opportunities for private businesses to extend into the public realm with outdoor seating, displays, public art and other features. Additionally, streets in Downtown should be designed to support resiliency efforts by ensuring safe and adequate vehicle access and contributing to stormwater “>˜>}i“i˜Ì>˜`yœœ`“ˆÌˆ}>̈œ˜° A streetscape “cluster” is an organization of the street furnishings and art. Generally, a cluster of benches, bike racks, planters, trash receptacles, etc. should be provided approximately every 100 feet in the Downtown Core. Outside the Downtown Core, streetscape clusters should be provided at every transit stop, or at least one cluster per block. Some elements within the clusters could be removed and stored during winter months for improved longevity and snow clearance This image shows a street that supports a mix of primary circulation modes including bicycles, pedestrians, passenger vehicles and transit. DESIGN GUIDELINES A PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan A.19 Pedestrian Facilities Connecting Pedestrians: Best Practices and Applications in Estes Park Walking is the most basic mode of transportation. Creating a community that is walkable for both recreation and transportation purposes requires the following: • Establish comfortable and connected walking routes that are separated and/or buffered from “œÌœÀÛi…ˆViÌÀ>vwV° • Provide routes that offer direct and convenient access to key destinations, such as businesses, parks, natural features and other transportation facilities (i.e. bicycle parking, vehicle parking and transit stops). • Develop routes consistent in style, size and type so that pedestrians can visually understand the system. • *ÀœÛˆ`iÜ>Þw˜`ˆ˜}È}˜>}i܈̅ˆ˜vœÀ“>̈œ˜œ˜`ˆÃÌ>˜Vi>˜`>««ÀœÝˆ“>Ìï“i̜>VViÃà destinations. • Create diverse visual interest along routes and walkways, such as windowed storefronts, landscaping, art and natural features; routes along blank building walls or in areas with little visual interest will not be inviting to pedestrians. • Supply adequate space for pedestrians along sidewalks and other routes and provide pedestrian amenities such as landscaping, shade, benches and trash receptacles. • Provide intersection and mid-block crossings that reduce the distance pedestrians must cross, enhance the visibility and prominence of pedestrians to motor vehicles, and provide adequate signal time for users of all ages and abilities to cross. 2GFGUVTKCPQTKGPVGFYC[ƂPFKPIUKIPCIGYKVJVTCXGN distances and destination information welcomes pedestrians to experience the community and engage in commerce. (Source: www. FQYPVQYPƂPFNC[EQOCPF#RRNKGF9C[ƂPFKPI Midblock signage in Longmont, CO alerts motor vehicle drivers of crossing pedestrians. A DESIGN GUIDELINES Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017A.20 Sidewalks: Four Distinct Zones To enhance the comfort, convenience and enjoyment of pedestrians and to encourage walking among users of all ages and abilities, sidewalks should be of adequate size and include four distinct zones: A. Frontage zone that extends from the building or adjacent land uses (typically 0’-2’) B. Pedestrian zone (4’-12’) C. Greenscape/furnishing zone (typically 5’-6’) D. Curb zone (typically 6’) The Curb zone may contain shoulders, curb extensions, bike facilities, parking or other uses. Zone widths and uses depend on the level of pedestrian activity and land uses adjacent to the sidewalk. For instance, the curb zone could be used for parking and the greenscape/furniture zone could be used for landscaping in applicable settings. The Americans with Disabilities Act (ADA) sets a minimum pedestrian ✘i܈`̅œvvœÕÀviiÌ>˜`ÀiVœ““i˜`Ã>✘iœv>̏i>ÃÌwÛiviiÌ° Multi-use Paths: Integrating Pedestrians and Bicyclists Multi-use paths combine pedestrians with bicyclists (and other users, such as skateboarders and rollerbladers) in a dedicated, separated facility. Multi-use paths typically run parallel and adjacent to roadways as “sidepaths” or completely separated from the road right-of-way. Separated multi-use paths are typically either direct routes meant for bicycle transportation and commuting or meandering recreational routes that highlight prominent natural areas or features. Paved surfaces are more comfortable for pedestrians and bicyclists, particularly those who would like to maintain higher speeds. ,i}>À`iÃÃœv̅iëiVˆwV>««ˆV>̈œ˜]“Տ̈‡ÕÃiv>VˆˆÌˆiÃŜՏ`Li>“ˆ˜ˆ“Õ“œv£äviiÌ܈`i̜ accommodate pedestrians and permit bi-directional bicycle travel. Widths typically range to a maximum of 14 feet. The appropriate width depends on pedestrian/bicyclist volume, land use, user type and how the path operates. Paths with a higher projected pedestrian use, for instance, should be closer to 14 feet in width. Sidewalk zones 59 DESIGN GUIDELINES A PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan A.21 Pedestrian Crossings Comfortable and convenient intersection and mid-block crossings are essential to creating a walkable community. Walking routes themselves can feel safe, but users often feel uncomfortable crossing streets at intersections and mid-block locations. Users often report crossings (such as at Big Thompson Avenue near the Visitor’s Center) as the most dangerous locations in pedestrian systems. These locations œvÌi˜`iÌiÀ«iœ«ip«>À̈VՏ>ÀÞޜ՘}iÀˆ˜`ˆÛˆ`Õ>Ã>˜`Ãi˜ˆœÀÃpvÀœ“Ü>Žˆ˜}Vœ“vœÀÌ>LÞ°ˆŽi pedestrian routes, the appropriate treatment to enhance the comfort and convenience of pedestrians >̈˜ÌiÀÃiV̈œ˜Ã>˜`VÀœÃȘ}ÈÃVœ˜ÌiÝ̇ëiVˆwV°i˜iÀ>`iÈ}˜}Ո`iˆ˜iÃ>˜`LiÃÌ«À>V̈ViÃvœÀ pedestrian crossings are summarized below. Pedestrian Crosswalks: Standardizing Placement and Type Crosswalks indicate to pedestrians where to cross the street and show cars where to expect pedestrians ̜Liˆ˜̅iÀœ>`°˜ŜÀÌ]̅iÞ`iˆ˜i>ÌiVœ˜yˆVÌ✘ið ÀœÃÃÜ>ŽÃŜՏ`\ • "Àˆi˜Ì«iÀ«i˜`ˆVՏ>À̜̅iyœÜœvÛi…ˆVՏ>ÀÌÀ>vwV • Be located only at critical and likely pedestrian crossing locations • Connect to adjacent sidewalks via ADA-compliant curb ramps • Mark the shortest path across the street This Plan recommends that crosswalks be installed using thermoplastic markings in the high-visibility ºVœ˜Ìˆ˜i˜Ì>VÀœÃÃÜ>Ž»ÃÌޏi°/…iÀ“œ«>Ã̈VV>˜VœÃÌ>««ÀœÝˆ“>ÌiÞwÛï“iÓœÀi̅>˜ÌÀ>`ˆÌˆœ˜> painted stripes; however, its higher visibility creates a safer environment for crossing pedestrians. The increased costs are partially offset by the nearly three times longer lifespan of thermoplastic pavement markings compared to paint. High-visibility continental crosswalks are the preferred type at intersection and mid-block locations. Pedestrian refuge islands can be integrated into midblock crossings. (Source: USDOT Federal Highway Administration) Public art can be integrated into curb extensions. 5QWTEG,QJP)TGGPƂGNFHTQO3WKEM$WKNFUHQT Better Streets, PeopleforBikes) A DESIGN GUIDELINES Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017A.22 Curb Extensions (“Bump Outs”) Curb extensions physically narrow the roadway, which creates shorter crossings for pedestrians and increases the overall visibility of pedestrians by aligning them with parking lanes. Additionally, curb extensions tighten intersection radii and encourage slower turning speeds. /Ài>̓i˜ÌÃÀ>˜}ivÀœ“«iÀ“>˜i˜ÌVœ˜VÀiÌi܏Ṏœ˜Ã̜œÜ‡VœÃÌ«>Ûi“i˜Ì“>ÀŽˆ˜}Ã>˜`yi݈Li bollards. Flexible vertical bollards add physical separation and better delineate these areas. Bump out areas created with bollards can also be used as snow storage in the winter, so long as pedestrian lanes are maintained. Mid-Block Crossing Crossing mid-block, between intersections, is often necessary to allow pedestrians to connect to adjacent Ü>Žˆ˜}v>VˆˆÌˆiÃœÀŽiÞ`iÃ̈˜>̈œ˜Ã°/…iÃiœV>̈œ˜ÃV>˜Li`ˆvwVՏÌ«>ViÃ̜VÀœÃÃ]>ëi`iÃÌÀˆ>˜Ã>Ài often not completely visible and motor vehicle drivers are not expecting them. Guidance from industry best practices suggests that crossings at mid-block locations should: • Provide pedestrians with the shortest possible length to cross using curb-extensions or median pedestrian refuge islands • Create an unobstructed view for pedestrians of oncoming motor vehicles. • Make pedestrians prominent and completely visible to motor vehicle drivers, using marked crosswalks, signage, signals, raised crossings (where appropriate) and maintain adequate site lines while avoiding obstructions such as parked cars, landscaping and sidewalk elements. • Include clear guidance to motor vehicle drivers on where to stop in advance of mid-block crossings. • Provide pedestrians clear guidance on when it is appropriate to cross the street. When determining what types of mid-block pedestrian crossing treatments are warranted, the Town ŜՏ`Vœ˜`ÕVÌi˜}ˆ˜iiÀˆ˜}iÛ>Õ>̈œ˜Ã>˜`ÀiۈiÜ-Ì>Ìiœv œœÀ>`œ}Ո`>˜Viœ˜ÌÀ>vwV>˜`՘ˆvœÀ“ ÌÀ>vwVVœ˜ÌÀœÃ° Pedestrian circulation should be enhanced with crossing improvements. Curb extensions or ‘bulb- outs’ increase pedestrian visibility and decrease pedestrian crossing time. The ‘bulb-out’ pictured above also includes a curb-cut to collect water HTQOUVQTOƃQYUCPFUPQYOGNV DESIGN GUIDELINES A PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan A.23 Pedestrian-Activated Beacons: Rectangular Rapid Flash Beacon (RRFB) iޜ˜`ÃÌ>̈V«i`iÃÌÀˆ>˜VÀœÃȘ}VÀœÃÃÜ>ŽÈ}˜>}i>˜`Vœ˜Ìˆ˜ÕœÕëi`iÃÌÀˆ>˜y>ÅLi>Vœ˜Ã]>`ޘ>“ˆV pedestrian-activated beacon can be placed at critical mid-block crossings to increase the visibility of crossing pedestrians and increase yield/stop compliance among motor vehicle drivers. Chief among these is the Rectangular Rapid Flash Beacon (RRFB). Ƃ˜,, ˆÃ>ÕÃiÀ«ÕÅLÕÌ̜˜‡>V̈Û>Ìi`y>ň˜}Li>Vœ˜̅>Ì«ÀœÛˆ`iÃi˜…>˜Vi`È}˜>̜`ÀˆÛiÀÃ܅i˜ «i`iÃÌÀˆ>˜Ã>ÀiVÀœÃȘ}°,, Ã>Ài…œÀˆâœ˜Ì>ˆ}…Ìi“ˆÌ̈˜}`ˆœ`i­ ®ˆ}…Ì՘ˆÌÃÌÞ«ˆV>Þ>vwÝi`̜ stationary curb-side or median island pedestrian signage. RFFBs emit a rapid, intermittent, and irregular y>ň˜}È}˜>܅i˜>V̈Û>Ìi`°7…i˜ÕÃi`ˆ˜Vœ˜Õ˜V̈œ˜܈̅>««Àœ«Àˆ>ÌiVÀœÃÃÜ>ŽÈ}˜>}i>˜` advanced stop/yield warning signage, RRFBs have improved driver yielding behavior. An RRFB would be a potential solution to mid-block crossings, such as those along Big Thompson Avenue. Below-Grade Crossing A below-grade crossing provides a seamless crossing for pedestrians below the roadway or transit alignment. A common example of a below-grade crossing is an underpass, which is more convenient for both pedestrians and automobile drivers. Although below-grade crossings are generally more expensive than at-grade crossings, they provide an added element of safety and convenience for all users. Pedestrian Refuge Islands Pedestrian refuge islands are physical elements placed in the street median to offer a place for «i`iÃÌÀˆ>˜Ã̜ÀiÃÌœÕÌÈ`i̅iyœÜœvÛi…ˆVՏ>ÀÌÀ>vwV܅ˆiVÀœÃȘ}>ÃÌÀiiÌ°,ivÕ}iˆÃ>˜`ÃV>˜Li placed at pedestrian crossings with long crossing distances to break up a long “one-stage” crossing into a “two-stage” crossing with two shorter segments. Two-stage crossings with a median refuge island provides pedestrians a more accessible ETQUUKPIKPCTGCUYKVJJKIJGTVTCHƂEXQNWOGUQT speeds. (Source: National Association of City 6TCPURQTVCVKQP1HƂEKCNU Protected bike lane. (Source: Arlington County, VA) 60 A DESIGN GUIDELINES Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017A.24 Bicycle Facilities Incorporating Bicycles: Best Practices and Applications in Estes Park Creating a bikeable community requires the following: • Establish comfortable and connected biking routes that are separated and/or buffered from vehicular ÌÀ>vwV° • Provide routes that offer direct and convenient access to key destinations, such as businesses, parks, natural features and other transportation facilities (i. e. bicycle parking, vehicle parking and transit stops). • Develop routes consistent in style, width, color and type, wherever possible, so bicyclists can visually understand the system. • *ÀœÛˆ`iÜ>Þw˜`ˆ˜}È}˜>}i܈̅ˆ˜vœÀ“>̈œ˜œ˜`ˆÃÌ>˜Vi>˜`̅i>««ÀœÝˆ“>Ìï“iˆÌÌ>ŽiÃ̜>VViÃà destinations. • Offer space for bicyclists to queue at intersections and clear markings to alert both bicyclists and motor vehicle drivers of bicyclist paths through intersections. • Provide available and convenient amenities, such as bicycle parking, repair stations and bike share stations. Bicyclists in a protected bike lane are buffered from motor vehicles, which provides a comfortable experience. Shared-use path facilities serve transportation and recreation bicycling purposes. On-street bicycle facilities include bike lanes and other facilities that are located within the street right-of-way. DESIGN GUIDELINES A PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan A.25 Bikeway Design Considerations The type of bike facility required depends on the context: whether the facility will be on-street or off- street, how much space is available, what the facility will be connecting and how it will integrate with other modes of transportation. This section summarizes design guidelines and best practices to consider with the recommended bicycle facility types in the Town. On-Street Bicycle Lane /…i“œÃÌL>ÈVvœÀ“œv`i`ˆV>Ìi`œ˜‡ÃÌÀiiÌLˆVÞViv>VˆˆÌˆiÃ]LˆVÞVi>˜iÃ]>ÀiÀiVœ““i˜`i`̜LiwÛi to six feet in width (exclusive of any curbside gutter pan). They can be placed either against the curb, away from the curb, or on the inside of vehicle parking, travel, or turn lanes. Where curb-to-curb street space exists, a bicycle lane placed against the curb and buffered from moving vehicles by parked cars (typically eight feet in width) is the preferred orientation. In such instances, on-street bicycle lanes are referred to as “protected bike lanes” or “cycle tracks.” Where appropriate and possible, motor vehicle lanes may be narrowed to 12 or 10 feet to create extra width for on-street bicycle facilities. Protected LˆŽi>˜iëÀœÛˆ`iˆ˜VÀi>Ãi`Vœ“vœÀÌ]>ÃLˆVÞVˆÃÌÃ`œ˜œÌ…>Ûi̜Àˆ`i>œ˜}È`i“œÛˆ˜}Ûi…ˆVՏ>ÀÌÀ>vwV° Shared Lane Markings Shared lane markings, often referred to as “sharrows,” are painted onto roadways that are part of a bicycle circulation system, but that do not have adequate right-of-way to provide an on-street bicycle lane. These markings are prominently striped on a roadway to indicate to motorists that they are driving in an environment that experiences heavy bicycle usage. Multi-Use Path Multi-use paths provide comfortable off-street connectivity for pedestrians and bicyclists. These facilities are physically separated from vehicular travel lanes and are wide enough to safely accommodate two-way bike and pedestrian travel. Painted bicycle lanes should be a minimum of ƂXGHGGVYKFGCPFKFGPVKH[URCEGHQTDKE[ENKUVUCPF motor vehicles. (Source: www.bikeportland.org) A protected two-way bike lane on the side of the road offers space for bicyclists separated from the motor vehicle lane and the sidewalk. Green paint is used to mark where bicyclists cross the path of turning motor vehicles. Properly maintaining pedestrian and bicycle facilities after snow and ice events is critical to supporting year-round walking and bicycling. A DESIGN GUIDELINES Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017A.26 Parking Facilities Integrate Adaptive Reuse Principles in Future Structures, Where Financially Feasible Parking structures are unique building types. They are typically open to the environment and are designed to be storage facilities (Group S occupancy); they’re generally not conditioned, occupied ë>Við/…iÞ>ÀiÌÞ«ˆV>Þ“œÀi…œÀˆâœ˜Ì>̅>˜ÛiÀ̈V>ˆ˜Vœ˜w}ÕÀ>̈œ˜°/…i«Àˆ“>ÀÞvœVÕÃœv«>ÀŽˆ˜} ÃÌÀÕVÌÕÀi`iÈ}˜…>ÃLii˜̜ivwVˆi˜ÌÞ“œÛiV>ÀȘ]Ã̜Ài̅i“>˜`̅i˜“œÛi̅i“L>VŽœÕÌ°˜ contrast, buildings for non-parking uses focus on making the occupied space safe, habitable, appealing and accessible for people. There are a number of design features of a parking structure that don’t lend themselves to non-parking uses: • Story heights. Typically, parking structure story heights range between 10 feet and 11 feet, six ˆ˜V…ið/…œÃi“i>ÃÕÀi“i˜ÌÃ>Ài˜œÌÃՈÌ>LivœÀ“œÃÌVœ““iÀVˆ>œvwViÉÀiÌ>ˆœÀÀiÈ`i˜Ìˆ>ÕÃið • Sloped floors.*>ÀŽˆ˜}ÃÌÀÕVÌÕÀiÃÀiµÕˆÀiϜ«i`yœœÀÃ̜v>VˆˆÌ>ÌiÛi…ˆVՏ>ÀVˆÀVՏ>̈œ˜LiÌÜii˜ parking levels and for drainage. • Size, number and layout of stairs and elevators. Stairs are a means of egress for life safety and are sized based on code-prescribed occupant load factors associated with an occupancy use V>ÃÈwV>̈œ˜°œÀ«>ÀŽˆ˜}ÃÌÀÕVÌÕÀiÃ]̅iœVVÕ«>˜Ìœ>`v>V̜ÀˆÃÓääõÕ>ÀiviiÌ«iÀ«iÀܘ]܅iÀi>à vœÀ>˜œvwVi­ÀœÕ« ®>˜`“iÀV>˜Ìˆi­ÀœÕ«®V>ÃÈwV>̈œ˜Ã]ˆÌˆÃ£ää>˜`ÈäõÕ>ÀiviiÌ«iÀ person, respectively, which results in a requirement for wider stair widths and/or additional stairs. Stairs and accompanying elevators are typically located along the perimeter of a parking structure. In contrast, in non-parking use buildings, stairs are typically located within the interior of the building footprint. • HVAC systems are not provided for parking floor areas. Many jurisdictions don’t require parking ÃÌÀÕVÌÕÀiÃ̜…>ÛiwÀiëÀˆ˜ŽiÀÃvœÀwÀi«ÀœÌiV̈œ˜LÕÌ`œÀiµÕˆÀi̅iÃÞÃÌi“ȘœÌ…iÀŽˆ˜`Ãœv buildings. • The minimum code-prescribed floor live loading for parking structures is 40 pounds per square foot.œÀœÌ…iÀÕÃiÃÃÕV…>ÃœvwVi]ÀiÌ>ˆ]ˆLÀ>ÀÞÀi>`ˆ˜}Àœœ“Ã]«ÕLˆV“iï˜}ë>ViÃ]>˜`̅iˆÀ corridors, the requirement is between 50 and 100 pounds per square foot. As the Town explores a variety of options for investment in additional structured parking assets, to mitigate and/or compensate for the standard parking structure design features described above by doing the following: • ˜VÀi>ÃiÃ̜ÀÞ…iˆ}…Ìð7iVœÕ`“>Ži̅i…iˆ}…Ìœv̅iwÀÃÌÃ̜ÀÞ>“ˆ˜ˆ“Õ“œv£xviiÌ>˜`̅i height of typical upper stories 12 feet. These heights are more suitable to provide higher clear …iˆ}…ÌÃœv£Ó³viiÌvœÀ}ÀœÕ˜`‡iÛiVœ““iÀVˆ>ÉÀiÌ>ˆÕÃi>˜`™³viiÌvœÀœvwVi]Vœ““Õ˜ˆÌÞ“iï˜} œÀ«œÃÈLÞÀiÈ`i˜Ìˆ>ÕÃi°vÃÕvwVˆi˜ÌÈÌii˜}̅ˆÃ˜œÌ>Û>ˆ>Li̜«ÀœÛˆ`i>«>ÀŽi`œ˜‡À>“«܈̅ ̅iÃiÃ̜ÀÞ…iˆ}…ÌÃ]œÀ“œÀiy>ÌyœœÀ>Ài>ˆÃ`iÈÀi`]̅i˜>˜œ˜‡«>ÀŽi`‡œ˜iÝ«ÀiÃÃÀ>“«­ÜˆÌ…Ϝ«i greater than 6.67 percent) could be provided for a portion or the entire length of a ramp. These À>“«ÃVœÕ`LiÈÌÕ>Ìi`˜i>Ài˜`Ãœv̅iyœœÀ«>ÌiœÀ>œ˜}ˆÌÃÈ`iÃ̜«ÀœÛˆ`ivœÀ“œÀiy>ÌyœœÀ area. 61 DESIGN GUIDELINES A PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan A.27 • iÈ}˜̅iyœœÀvÀ>“ˆ˜}̜>œÜvœÀ̅iÀ>“«i`«>ÀŽˆ˜}L>Þ̜Li“œÀiÀi>`ˆÞ`i“œˆÃ…i`°"˜i way to accomplish this is to provide a double row of columns along the bay with the ramp and iÝ«>˜Ãˆœ˜ÉVœ˜ÃÌÀÕV̈œ˜œˆ˜ÌÃ>Ì̅i̜«>˜`LœÌ̜“œvi>V…yœœÀ‡Ìœ‡yœœÀÀ>“«Ãi}“i˜Ì°/…ˆÃܜՏ` likely require additional framing elements for lateral load resistance and detailing to facilitate load transfer and accommodate building movement at the expansion/construction joints. While this would >``̜̅iˆ˜ˆÌˆ>Vœ˜ÃÌÀÕV̈œ˜VœÃÌÃ]ˆÌܜՏ`>Ãœ«ÀœÛˆ`i>˜œ««œÀÌ՘ˆÌÞvœÀ“œ`ˆvވ˜}i>V…yœœÀ̜ Li>Vœ“«iÌiy>ÌyœœÀ«>ÌivœÀvÕÌÕÀiÕÃi° • Include 25- to 30-foot-wide light wells between parking bays to provide space for the construction œv>``ˆÌˆœ˜>iiÛ>̜À>˜`ÃÌ>ˆÀVœÀiÃ>˜`y>̇yœœÀVœ˜ÃÌÀÕV̈œ˜vœÀVœÀÀˆ`œÀÃ܈̅ˆ˜̅iˆ˜ÌiÀˆœÀœv̅i building footprint. Foundations for these future pedestrian circulation elements could be constructed as part of the initial construction. • The perimeter stair and elevator cores that serve the parking structure could be located outboard to ̅iyœœÀ«>Ìi°/…ˆÃܜՏ`>œÜvœÀi>ÈiÀ`i“œˆÌˆœ˜œv̅iÃiii“i˜ÌÈv̅iÞ`œ˜½Ì>`iµÕ>ÌiÞÃiÀÛi the alternate use. • iÈ}˜yœœÀvÀ>“ˆ˜}vœÀ>``ˆÌˆœ˜>œ>`‡V>ÀÀވ˜}V>«>VˆÌÞLÞˆ˜VÕ`ˆ˜}«ÀœÛˆÃˆœ˜ÃvœÀ>``ˆ˜}VœÕ“˜Ã and beams to reduce beam and slab spans or supplement conventional and post-tensioned slab and Li>“Àiˆ˜vœÀVi“i˜Ì̜ÃÕ««œÀÌ>``ˆÌˆœ˜>yœœÀœ>`ð/…ˆÃ>``ˆÌˆœ˜>œ>`‡V>ÀÀވ˜}V>«>VˆÌÞVœÕ` >VVœ““œ`>Ìi>̜««ˆ˜}Ï>L̜iÛiœÕÌ̅iyœœÀ`À>ˆ˜>}iϜ«i° • /…iˆ“«>VÌÃœvyœœÀVÀœÃÃϜ«ivœÀ`À>ˆ˜>}iVœÕ`LiÀi`ÕVi`LÞ«ÀœÛˆ`ˆ˜}>``ˆÌˆœ˜>yœœÀ`À>ˆ˜Ã° • Building columns, walls and foundations could be designed to accept vertical expansion and the addition of a podium level for a public plaza recreational space or a one- or two-story light-framed (type-5-framed wood construction) building structure. • Design for either the removal of perimeter vehicle and pedestrian guard rails or detail connection points to accept future installation of building facade elements (e.g., curtain wall/storefront system, panelized EIFS or stucco wall system, etc.), including doors and windows to fully enclose the perimeter of the structure. • *ÀœÛˆ`i>``ˆÌˆœ˜>V>«>VˆÌÞˆ˜̅iiiVÌÀˆV>ÃiÀۈVi]Ã>˜ˆÌ>ÀÞÃiÜiÀ>˜`wÀi«ÀœÌiV̈œ˜ÃÞÃÌi“ð Include provisions for electrical and mechanical chases to accommodate duct work and cabling and >``ˆÌˆœ˜>ë>VivœÀ“iV…>˜ˆV>>˜`iiVÌÀˆV>ÃiÀۈVi>˜`wÀi«ÀœÌiV̈œ˜iµÕˆ«“i˜Ì­wÀi«Õ“«Ã] emergency generators, etc.). PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan A.29 APPENDIX B: IMPLEMENTATION RESOURCES B B IMPLEMENTATION RESOURCES Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017A.30 This Appendix provides additional background and resource material. It should be used in conjunction with Chapter 10, implementation. Economic Development Incentives Key state and federal economic development incentives that may be relevant for Downtown include, but are not limited to the following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ecember 2017 Estes Park, Colorado - Downtown Plan A.31 Parking Related Funding Tools Funding tools suitable for Downtown parking include, but are not limited to, the following: Parking Benefit District (PBD) Ƃ*>ÀŽˆ˜} i˜iwÌ ˆÃÌÀˆV̈ú>«Àœ}À>“̅ÀœÕ}…܅ˆV…>VˆÌÞœÀ̜ܘ>}ÀiiÃ̜ÀiÌÕÀ˜>œÀܓi«>ÀŽˆ˜} revenue (generated through parking meters, assessments, and/or taxes) to an area for improvements >˜`ɜÀLi>ṎwV>̈œ˜«ÀœiVÌð,iÌÕÀ˜ˆ˜}«>ÀŽˆ˜}“œ˜iÞ`ˆÀiV̏Þ̜̅iVœ““Õ˜ˆÌÞœvÌi˜ˆ“«ÀœÛiÃ̅i general public’s acceptance of paying for parking. Key stakeholders, such as businesses, developers, land owners, residents and government representatives need to work together to develop goals, objectives and a plan to create a parking district” (MTC 2007). These stakeholders will also decide where and how funds should be spent. One example of a successful PBD is in Old Pasadena, CA, where on-street «ÀˆVˆ˜}Ü>ÃÀ>ˆÃi`̜Žii«Û>V>˜VÞÀ>ÌiÃ>ÀœÕ˜`£x¯>˜`>«>ÀŽˆ˜}ÀiÛi˜ÕiÜ>ÃÕÃi`̜«ÕÀV…>ÃiÃÌÀiiÌ vÕÀ˜ˆÌÕÀi]ÌÀiiÃ>˜`ˆ}…ÌwÝÌÕÀiÃ>˜`̜`œÃÌÀiiÌVi>˜ˆ˜}>˜`“>ˆ˜Ìi˜>˜Vi°˜ œÕ`iÀ] "]̅i*  uses revenues to provide free universal transit passes, bicycle parking, and other services that encourage people to use alternative travel modes. Parking Tax District Parking Tax Districts are similar to BIDs and PBDs, but they only address parking issues, not neighborhood improvements more generally. In situations where a municipality provides most or all of an area’s parking, the special assessment is levied on all commercial (and sometimes multifamily residential) properties on a standard per unit basis. Exemptions may be permitted for those businesses that already provide most or all of their required parking. Parking tax districts are found in several states, notably California (Baron and Dorsett 2004). Impact Fees Impact fees are implemented by a local government on new/proposed development or land-use changes to help pay for the costs that the new development may impose on public services, including expanded off-site capital improvements such as roads, schools and/or sewer systems. These fees are usually implemented to help reduce the economic burden on local jurisdictions that are trying to deal with population growth. The property owner/developer pays impact fees, which are often one-time, upfront payments at the time a permit is issued for a development project. However, payment terms can vary, and a lien is typically placed on the property until the fee is paid in full. Conceptually, impact fee payments could be used for public or private district-scale infrastructure «ÀœiVÌÃÀ>̅iÀ̅>˜œ˜ÞvœÀ«ÕLˆV]Vi˜ÌÀ>ˆâi`ÃÞÃÌi“ð/…ˆÃܜՏ``i«i˜`>À}iÞœ˜̅iyi݈LˆˆÌÞ œv̅i“Õ˜ˆVˆ«>ˆÌ޽È“«>VÌvii«œˆVÞ>˜`̅i܈ˆ˜}˜iÃÃœv̅i/œÜ˜ œ>À`̜iÝ«œÀiw˜>˜Vˆ˜} infrastructure that is over and above what is already budgeted for impact fee funds. B IMPLEMENTATION RESOURCES Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017A.32 Payment/Fee-In-Lieu Some municipalities allow developers to pay a fee-in-lieu of constructing some or all of their parking (where parking is required). The collected fees are used to construct a public parking facility that serves a particular development and its surrounding uses. Most cities set a uniform fee per space, with the number of spaces per development dictated by the parking code. The fee itself is often less than the full cost per space for the public sector to provide the parking. Unless updated regularly, the fee may be considerably lower than the actual cost if the system has been around for a while. Vancouver, BC takes an interesting approach by setting the fee per space equal to the cost to construct that space in a public garage, minus the expected revenue the city will get from that space (Shoup 2005). In most cases, the developer can choose whether or not (and for how many spaces) to pay the in-lieu fee. Some cities may offer payment in lieu of parking only in certain districts, when the option is available ˆ˜`œÜ˜ÌœÜ˜Vœ““iÀVˆ>ÉLÕȘiÃÃ`ˆÃÌÀˆVÌð iޜ˜`̅iw˜>˜Vˆ>>ëiVÌÃœv«>ޓi˜Ìˆ˜ˆiÕœv«>ÀŽˆ˜}] ̅iÀi>Ài>˜Õ“LiÀœvLi˜iwÌÃ̜ÃÕV…«Àœ}À>“𠜘>`-…œÕ«­Óääx®ˆ`i˜ÌˆwiÃ>˜Õ“LiÀœv>`Û>˜Ì>}ià to payment in lieu of parking, including: • Ài>ÌiÀyi݈LˆˆÌÞvœÀ`iÛiœ«iÀÃ]܅ˆV…V>˜Li>Lœœ˜vœÀ…ˆÃ̜ÀˆV«ÀiÃiÀÛ>̈œ˜]}ˆÛi˜̅iV…>i˜}i parking can pose for adaptive reuse. • More shared parking, which potentially reduces the total number of spaces needed in the area. • Fewer surface lots, because lots have been consolidated into one surface lot or possibly a structure. • Fewer zoning variances that need to be issued, which expedites the development process and levels ̅i«>ވ˜}wi`vœÀ>`iÛiœ«iÀð • iÜiÀÃÕÀv>Vi«>ÀŽˆ˜}œÌÏi>`Ã̜LiÌÌiÀ>VViÃÓ>˜>}i“i˜Ì>˜`ˆ“«ÀœÛi`ÌÀ>vwVœ«iÀ>̈œ˜Ã° Public-Private Partnerships Public-private partnerships (P3) are a way to reduce the public sector’s direct debt burden while also providing needed infrastructure. A key element to these partnerships is the ability to enter into design- build contracts. IMPLEMENTATION RESOURCES B PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan A.33 Design-Build-Operate-Manage An example from Connecticut illustrates this innovative method. In 2000, the state issued bonds to cover the costs of constructing a new parking facility at the Bradley Airport in Hartford, CT. Due to the structure of the agreement, the bonds are actually guaranteed by a private entity. The state’s arrangement used the same entity to design and build the facility and then, after construction, to operate and manage through a lease from the state. The lease payments cover the state’s debt service and the facility revenues cover the lease payments. Excess revenues are split between the state and the private operator. -…œÕ`̅ii>Ãi«>ޓi˜ÌÃ>˜`ÀiÛi˜ÕiÅ>Àˆ˜}«ÀœÛiˆ˜ÃÕvwVˆi˜Ì̜VœÛiÀ̅i`iLÌÃiÀۈVi]̅i«ÀˆÛ>Ìi operator is responsible for making up the difference (Bier et al 2006). Private parking operators are currently employing this strategy in communities large and small. Build-Operate-Transfer A private entity may cover the costs associated with building public infrastructure, operate it until the costs are recovered and then transfer ownership to a public agency. Early parking meters were often installed in this fashion, with manufacturers of meters installing them and recovering costs until they were paid for (Shoup 2005). 63 B IMPLEMENTATION RESOURCES Estes Park, Colorado - Downtown Plan PUBLIC REVIEW DRAFT #2 December 2017A.34 Grant Funding Sources Key grant funding sources suitable for Downtown Plan implementation include, but are not limited to, the following. Pre-Disaster Mitigation (PDM) Program FEMA’s Pre-Disaster Mitigation (PDM) Program is a nationally competitive program that makes funding available to local, state and Indian Tribal governments to implement feasible and cost-effective hazard mitigation activities. Funding may be awarded for development or update of an all-hazards mitigation «>˜]œÀvœÀ>VœÃ̇ivviV̈Ûi…>â>À`“ˆÌˆ}>̈œ˜«ÀœiVÌ°/…iwÀÃÌ«ÀˆœÀˆÌÞˆÃ̜Vœ“«iÌi>˜>««ÀœÛ>Li«>˜° Local governments and Indian Tribal governments applying for PDM funds for local mitigation projects “ÕÃÌwÀÃÌ…>Ûi>˜>««ÀœÛi`œV>“ˆÌˆ}>̈œ˜«>˜°-ÕVViÃÃvՏ«ÀœiVÌÃÀiViˆÛiÇx¯vi`iÀ>v՘`ˆ˜}vœÀ ̜Ì>«ÀœiVÌVœÃÌð/…i>««ˆV>˜ÌˆÃÀi뜘ÈLivœÀÓx¯œv«ÀœiVÌVœÃÌð/…iœV>Å>Ài“>ÞLiˆ˜̅i form of in-kind services as well as dollars; however, no other federal source of money may be used to fund the local share. Flood Mitigation Assistance Program FEMA provides grants through the Flood Mitigation Assistance (FMA) Program to assist with the «>˜˜ˆ˜}>˜`ˆ“«i“i˜Ì>̈œ˜œvyœœ`“ˆÌˆ}>̈œ˜«ÀœiVÌÃ̅>̈˜VÕ`i“i>ÃÕÀiÃ̜Ài`ÕViyœœ`œÃÃià by elevation, acquisition, or relocation of National Flood Insurance Program (NFIP)-insured structures. ˆ}ˆLi>««ˆV>˜ÌÃ>ÀiÃÌ>Ìi]ÌiÀÀˆÌœÀˆ>]>˜`ÌÀˆL>}œÛiÀ˜“i˜ÌÃ]>˜`ViÀÌ>ˆ˜˜œ˜‡«ÀœwÌð˜`ˆÛˆ`Õ> homeowners and businesses may not apply directly to the program, but a community may apply on their behalf as a sub-applicant. Activities that are eligible under the FMA program include property acquisition and structure demolition, «Àœ«iÀÌÞ>VµÕˆÃˆÌˆœ˜>˜`ÃÌÀÕVÌÕÀiÀiœV>̈œ˜]ÃÌÀÕVÌÕÀiiiÛ>̈œ˜]`ÀÞyœœ`‡«Àœœw˜}œv˜œ˜‡ÀiÈ`i˜Ìˆ> ÃÌÀÕVÌÕÀiÃ]“ˆ˜œÀœV>ˆâi`yœœ`Ài`ÕV̈œ˜«ÀœiVÌÃ]>˜`yœœ`“ˆÌˆ}>̈œ˜«>˜˜ˆ˜}°Ƃ«ÀœiVÌ>V̈ۈ̈ià «iÀvœÀ“i`“ÕÃÌ…>Ûi̅iivviVÌœvÀi`ÕVˆ˜}̅iÀˆÃŽœvyœœ`ˆ˜}̜ *ˆ˜ÃÕÀi`«Àœ«iÀ̈iÃ]LՈ`ˆ˜}Ã>˜` ÃÌÀÕVÌÕÀið>ÌV…ˆ˜},iµÕˆÀi“i˜ÌÃ\i`iÀ>\Õ«̜Çx¯ œ˜‡i`iÀ>\Óx¯ Great Outdoors Colorado GOCO offers competitive grant programs for parks, trails, wildlife, and open space projects in the state of Colorado. Programs relevant to the Downtown Plan include the Local Park and Outdoor Recreation Grants, which help build or improve community parks, outdoor recreation amenities, outdoor athletic facilities, and environmental education facilities. Another program is the Connect Initiative, which funds projects that help connect regional and local trail networks and provides more bikeable and walkable access to outdoor recreation. IMPLEMENTATION RESOURCES B PUBLIC REVIEW DRAFT #2 December 2017 Estes Park, Colorado - Downtown Plan A.35 ˜Óään] œœÀ>`œ Ài>̈Ûi˜`ÕÃÌÀˆií ®]>`ˆÛˆÃˆœ˜œv̅i œœÀ>`œ"vwViœv Vœ˜œ“ˆV iÛiœ«“i˜Ì and International Trade (OEDIT) formerly known as the Colorado Council on the Arts, commissioned a study to examine the state of Colorado’s creative economy. The study concluded that the creative ˆ˜`ÕÃÌÀˆiȘ œœÀ>`œÜiÀi̅iwv̅>À}iÃÌÃiV̜ÀœvœLÃ]܈̅VÀi>̈ÛiœVVÕ«>̈œ˜ÃiÝ«iVÌi`̜}ÀœÜ Îä¯̜{x¯œÛiÀ̅i˜iÝÌÌi˜Þi>Àí œœÀ>`œ œÕ˜Vˆœ˜̅iƂÀÌÃ]Óään®°˜…œ«iÃœvV>«ˆÌ>ˆâˆ˜}Õ«œ˜ this growth and subsequent economic gains, House Bill 11-1031 was passed by Colorado legislation in 2011, which encouraged the formation of creative districts throughout the state. By recognizing and encouraging the development of creative districts, this bill hoped to create vibrant communities that >ÌÌÀ>VÌVÀi>̈Ûii˜ÌiÀ«ÀˆÃi>˜`ۈÈ̜ÀÃ]܅ˆV…ˆ˜ÌÕÀ˜Li>ṎwiØiˆ}…LœÀ…œœ`Ã>˜`VÀi>ÌiÃi˜…>˜Vi` economic activity. /œ`>Þ]̅i œœÀ>`œ Ài>̈Ûi ˆÃÌÀˆVÌëÀœ}À>“ˆ˜VÕ`iÃÓ£ViÀ̈wi` Ài>̈Ûi ˆÃÌÀˆVÌÃ>VÀœÃÃ̅iÃÌ>Ìi] >˜`«ÀœÛˆ`iÃ̅iÃiVœ““Õ˜ˆÌˆiÃ܈̅>VViÃÃ̜w˜>˜Vˆ>>˜`ÌiV…˜ˆV>ÃÕ««œÀÌ]˜iÌܜÀŽˆ˜}]>˜`ÌÀ>ˆ˜ˆ˜} programs. Data recently published by the State of Colorado indicates the following about the economic ˆ“«>VÌ̅iÃi`ˆÃÌÀˆVÌÃ…>`ˆ˜̅iwÀÃÌxÞi>ÀÃœv̅i«Àœ}À>“­Ó䣣‡Óä£x®\ • Ƃ£{¯ˆ˜VÀi>Ãiˆ˜VՏÌÕÀ>˜œ˜«ÀœwÌÀiÛi˜Õií̜Ì>œvfÓÈä°nˆ˜˜œ˜«ÀœwÌÀiÛi˜Õiî • Ƃ£Ó¯ˆ˜VÀi>Ãiˆ˜̅iV>«ÌÕÀiœv}À>˜ÌÃœv>Ü>À`i`­fnÓÓ°£}À>˜ÌÃ>Ü>À`i`® • Ƃx¯ˆ˜VÀi>Ãiˆ˜VÀi>̈Ûiˆ˜`ÕÃÌÀˆiÃi>À˜ˆ˜}í̜Ì>œvf™ÇÓ°xˆ˜i>À˜ˆ˜}î • Ƃίˆ˜VÀi>Ãiˆ˜̜Ì>VÀi>̈ÛiœLí̜Ì>œv£ä]Îx£œLî iVœ“ˆ˜}>ÃÌ>Ìi‡ViÀ̈wi` Ài>̈Ûi ˆÃÌÀˆVÌÀiµÕˆÀiÃ>Àˆ}œÀœÕÃ>««ˆV>̈œ˜>˜`ViÀ̈wV>̈œ˜«ÀœViÃí̅i application window opens once annually) that meets a number of important criteria: • i>ÀÞ`iw˜i`՘ˆµÕi«>Vi>˜`˜ˆV…i]>˜`ˆ`i˜ÌˆwV>̈œ˜œv܅>ÌÃiÌÃޜÕ>«>ÀÌ • ƂVi>À}iœ}À>«…ˆV>Þ`iw˜i`>Ài>̅>̈ÃVœ˜Ìˆ}՜ÕÃ>˜`Ü>Ž>Li • Distinguishing physical, artistic or cultural resources • A concentration of artistic and cultural activity • Engagement in promotion, preservation and educational aspects of arts and culture • Formal recognition of the area as a creative district by local government • Broad community support and buy-in • Sustainable funding sources • Paid district manager • Strategic plan • Governing board • Minimum $10,000 operating budget -Ì>Ìi‡ViÀ̈wi` Ài>̈Ûi ˆÃÌÀˆVÌÃÀiViˆÛiÈ}˜ˆwV>˜ÌLi˜iwÌÃ>˜`œ««œÀÌ՘ˆÌˆiÃ]ˆ˜>``ˆÌˆœ˜̜ÀiVœ}˜ˆÌˆœ˜ by the State of Colorado, which include: • Cash award • >ÀŽï˜}ÃÕ««œÀÌvÀœ“̅i œœÀ>`œ/œÕÀˆÃ“"vwVi • Economic data and impact analysis • Access to a technical assistance fund to support economic growth Colorado Creative Industries (CCI) Creative District Program 64 12/13/2017 1 ESTES PARK DOWNTOWN PLAN Town Board Study Session December 11, 2017 INTRODUCTIONS Randy Hunt, Community Development Director Audem Gonzales, Planner II TOWN STAFF CONSULTANT TEAM Winter & Company •Noré Winter •Brad Johnson •Nick DiFrank Kimley‐Horn •Vanessa Solesbee •Brian Valentine Centro •Jamie Licko BAS1S •Steve Lane studioINSITE •Jim Leggitt Race Studio •Bruce Race 12/13/2017 2 INTRODUCTIONS Kimberly Campbell Tom Dority Sue Doylen Ann Finley Ginny McFarland Holly Moore Greg Rosner Cydney Springer Ron Wilcocks Faith Zimmerman DOWNTOWN PLAN STEERING COMMITTEE TONIGHT: A READER’S GUIDE: •Project Overview •Community Process •Downtown Plan •Discussion 12/13/2017 3 PROJECT OVERVIEW ELKHORN LODGE STANLEY VILLAGE TOWN HALL PICCADILLY SQUARE PERFORMANCE PARK PLAN AREA PROJECT OVERVIEW It DOES: •Establish a long-term,community vision •Include recommendations, options and alternatives •Guide future public investment and private development •Provide an implementation strategy It DOES NOT: •Dictate specific outcomes for individual parcels •Create construction documents or determine final designs •Commit to specific projects WHAT DOES THE PLAN DO? 12/13/2017 4 PROJECT OVERVIEW •Land Use •Urban Design •Circulation •Vehicles & Transit •Pedestrians & Bicycles •Parking •Flood Mitigation •Utilities & Infrastructure •Implementation Resilience is considered in all topics. WHICH TOPICS ARE ADDRESSED? PROJECT OVERVIEW Creating a vision for the future, in the face of uncertainties. •Funding uncertainties •Economic uncertainties •Infrastructure uncertainties •Environmental uncertainties •Regional and State policies CHALLENGES 12/13/2017 5 PROJECT OVERVIEW EVERYONE: •Residents •New and returning visitors •Potential investors •Business owners •People of all demographics •Town staff and outside agencies •Community decision-makers WHO BENEFITS FROM THE PLAN? COMMUNITY PROCESS PROJECT SCHEDULE 12/13/2017 6 COMMUNITY PROCESS •Provides Feedback •Serves as a link to the Estes Park community •Works Together DOWNTOWN PLAN STEERING COMMITTEE (DPSC) •Kimberly Campbell •Tom Dority •Sue Doylen •Ann Finley •Ginny McFarland •Holly Moore •Greg Rosener •Cydney Springer •Ron Wilcocks •Faith Zimmerman COMMUNITY PROCESS DOWNTOWN PLAN STEERING COMMITTEE (DPSC) 12/13/2017 7 Community-wide events •Community workshops (3) •On-site work session (2-day) •DPSC Meetings (14) •Commissions meetings •Board certification •County certification Targeted stakeholders •Property owners •Outside agency reps •Other key stakeholders Independent input •Survey •Emails to staff •Comment forms PARTICIPATION OPPORTUNITIES COMMUNITY PROCESS PLAN OVERVIEW •Background information •Vision & principles •Policies •Recommendations •Alternative concepts •Best practices WHAT WILL YOU SEE 12/13/2017 8 PLAN OVERVIEW 1. Introduction 2. Community Process 3. Plan Vision 4. Concept & Framework 5. Character Areas 6. Circulation 7. Parking 8. Flood Mitigation 9. Utility Infrastructure 10. Implementation Appendices ORGANIZATION PLAN OVERVIEW INTRODUCTION and COMMUNITY PROCESS 12/13/2017 9 PLAN VISION •A “high level” picture of tomorrow •Overarching principles & policies for investment Refer to the plan vision when considering any  project in the downtown…. PLAN CONCEPT •Framework for physical design and circulation •Focuses on public and private realms •Focuses on Area-wide concepts and recommendations •Places individual projects into context FRAMEWORK 12/13/2017 10 FRAMEWORK MAP A family of neighborhoods…distinct gateways… water as an asset… PLAN OVERVIEW CONCEPT & FRAMEWORK – BICYCLE CIRCULATION An interconnected system…combining recreation with transportation 12/13/2017 11 PLAN OVERVIEW CONCEPT & FRAMEWORK – OPEN SPACE SYSTEM Combining amenities with mitigation PLAN OVERVIEW CHARACTER AREAS One place… with sub‐areas of different themes 12/13/2017 12 PLAN OVERVIEW CHARACTER AREA 1 PLAN OVERVIEW CHARACTER AREA 1 •The Arts are a focus •Connecting with nature •Outdoor performances •A mix of uses •Improved walkways 12/13/2017 13 PLAN OVERVIEW CHARACTER AREA 1 PLAN OVERVIEW CHARACTER AREA 1 Street sections…custom‐tailored to context… 12/13/2017 14 PLAN OVERVIEW CHARACTER AREA 1 Opportunities for selected sites are illustrated…. PLAN OVERVIEW CHARACTER AREA 2 12/13/2017 15 PLAN OVERVIEW CHARACTER AREA 2 An amenity with mitigation embedded in its design… PLAN OVERVIEW CHARACTER AREA 2 Alternative joint venture opportunities for the Town Hall site… 12/13/2017 16 PLAN OVERVIEW CHARACTER AREA 2 Rethinking Weist Drive as a new opportunity… PLAN OVERVIEW CHARACTER AREA 3 12/13/2017 17 PLAN OVERVIEW CHARACTER AREA 3 PLAN OVERVIEW CHARACTER AREA 4 12/13/2017 18 PLAN OVERVIEW CHARACTER AREA 4 A new entry corridor streetscape… PLAN OVERVIEW •Pedestrians •Bicycles •Vehicles •Transit CIRCULATION Crossing improvements connect the dots in the system… 12/13/2017 19 PLAN OVERVIEW •Management •Short and long-term actions •See also the separate Downtown Parking Study PARKING Operated and managed as a system… PLAN OVERVIEW FLOOD MITIGATION 1. Regional Level 2. Town Level 3. Property Level More detail is in the appendix… Embedded throughout the  plan… 12/13/2017 20 PLAN OVERVIEW UTILITY INFRASTRUCTURE Opportunities to  piggy‐back other  work with utility  upgrades… PLAN OVERVIEW IMPLEMENTATION 1. Establish a Downtown Partnership 2. Dedicate Town funds for Plan implementation 3. Create a Downtown Development Authority (DDA) 4. Establish incentives 5. Support the Estes Arts District 6. Leverage outside funding 7. Explore parking as a revenue source A long‐term commitment… Use $$$ to leverage  support from others… 12/13/2017 21 APPENDICES DESIGN GUIDELINES •Downtown Design Principles •Private Realm Design Guidelines •Funding Sources More detail for implementation… THE PLAN… •Sets a framework for investment •Is a long-term vision •Builds on downtown’s assets •Challenges the community to work together 12/13/2017 22 NEXT STEPS 1. Collect final comments 2. Prepare memo outlining final changes 3. Conduct adoption hearing 4. Prepare Final Plan Town Board Study Session Meeting December 12, 2017 Zero Net Carbon Study Results To view the presentation as a full screen please use the following link. Zero Net Carbon Portfolio Analysis 65 Copyright © 2017 Pace Global, a Siemens business. All Rights Reserved. Zero Net Carbon Portfolio Analysis Prepared for: Platte River Power Authority December 5, 2017 This Report was produced by Pace Global, a Siemens business (“Pace Global”) and is meant to be read as a whole and in conjunction with this disclaimer. Any use of this Report other than as a whole and in conjunction with this disclaimer is forbidden. Any use of this Report outside of its stated purpose without the prior written consent of Pace Global is forbidden. Except for its stated purpose, this Report may not be copied or distributed in whole or in part without Pace Global’s prior written consent. This Report and the information and statements herein are based in whole or in part on information obtained from various sources as of December 4, 2017. While Pace Global believes such information to be accurate, it makes no assurances, endorsements or warranties, express or implied, as to the validity, accuracy or completeness of any such information, any conclusions based thereon, or any methods disclosed in this Report. Pace Global assumes no responsibility for the results of any actions and inactions taken on the basis of this Report. By a party using, acting or relying on this Report, such party consents and agrees that Pace Global, its employees, directors, officers, contractors, advisors, members, affiliates, successors and agents shall have no liability with respect to such use, actions, inactions, or reliance. This Report does contain some forward-looking opinions. Certain unanticipated factors could cause actual results to differ from the opinions contained herein. Forward-looking opinions are based on historical and/or current information that relate to future operations, strategies, financial results or other developments. Some of the unanticipated factors, among others, that could cause the actual results to differ include regulatory developments, technological changes, competitive conditions, new products, general economic conditions, changes in tax laws, adequacy of reserves, credit and other risks associated with Platte River Power Authority and/or other third parties, significant changes in interest rates and fluctuations in foreign currency exchange rates. Further, certain statements, findings and conclusions in this Report are based on Pace Global’s interpretations of various contracts. Interpretations of these contracts by legal counsel or a jurisdictional body could differ. 66 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. TABLE OF CONTENTS BACKGROUND ............................................................................................................................................ 3 OVERVIEW .............................................................................................................................................. 3 ZERO NET CARBON ............................................................................................................................... 3 PROJECT INPUTS ................................................................................................................................... 4 METHODOLOGY ..................................................................................................................................... 4 CARBON REDUCTION GOALS ................................................................................................................... 7 ACCOUNTING FOR ZERO NET CARBON ............................................................................................. 7 MODELING APPROACH ............................................................................................................................ 10 AURORA OVERVIEW ............................................................................................................................ 10 LONG-TERM CAPACITY EXPANSION PLAN ...................................................................................... 10 ZERO NET CARBON (ZNC) MODELING PROCESS ........................................................................... 11 PORTFOLIO ANALYSIS ............................................................................................................................. 13 EXISTING INSTALLED CAPACITY ....................................................................................................... 13 THE 2016 IRP RECOMMENDED PORTFOLIO .................................................................................... 13 CONSTRUCTING THE ZERO NET CARBON PORTFOLIO ................................................................. 15 WIND AND SOLAR ECONOMICS ......................................................................................................... 15 VALUE OF STORAGE ........................................................................................................................... 17 ZERO NET CARBON PORTFOLIO ....................................................................................................... 18 EVALUATION OF COST IMPACT ......................................................................................................... 21 MARKET PURCHASES AND SALES .................................................................................................... 22 RISKS OF A ZERO NET CARBON (ZNC) PORTFOLIO ........................................................................... 24 CONCLUSIONS AND RECOMMENDATIONS ........................................................................................... 26 APPENDIX A: MARKET ASSUMPTIONS .................................................................................................. 30 STANDARD ASSUMPTION EXHIBITS .................................................................................................. 30 67 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. EXHIBITS Exhibit 1: 2030 ZNC Example with Imports and Exports Exchanged at a Rate of 1,803 lb/MWh ................ 8 Exhibit 2: 2030 ZNC Example with Imports and Exports Exchanged at a Rate of 1,434 lb/MWh ................ 9 Exhibit 3: ZNC Portfolio Carbon Output by Year .......................................................................................... 9 Exhibit 4: ZNC Modeling using AURORA Long-Term Optimization ........................................................... 11 Exhibit 5: 2030 Integrated Resource Plan (Capacity by Generation Type) ................................................ 13 Exhibit 6: 2018 Platte River Portfolio Composition (Nameplate Capacity) ................................................. 14 Exhibit 7: Generation for IRP Portfolio ........................................................................................................ 15 Exhibit 8: All in Wind and Solar Costs ......................................................................................................... 16 Exhibit 9: Wind vs. Solar All in Costs $/MWh .............................................................................................. 17 Exhibit 10: Levelized Cost of Energy .......................................................................................................... 18 Exhibit 11: Capacity Comparison (2018 vs. 2030) ...................................................................................... 19 Exhibit 12: Portfolio Buildout for ZNC Portfolio ........................................................................................... 20 Exhibit 13: Generation for ZNC Portfolio ..................................................................................................... 20 Exhibit 14: Financial Overview (Nominal Dollars) ....................................................................................... 21 Exhibit 15: Annual Costs for the ZNC Portfolio (Nominal Dollars) .............................................................. 22 Exhibit 16: Market Sales and Purchases for ZNC and IRP Portfolios ........................................................ 23 Exhibit 17: Capacity Mix of ZNC Portfolio ................................................................................................... 27 Exhibit 18: Cost of Alternative Portfolios Nominal ($000s) ......................................................................... 28 Exhibit 19: Total Portfolio Cost (shown in Nominal Dollars) ....................................................................... 28 Exhibit 20: Existing Plant Operating Parameters ........................................................................................ 30 Exhibit 21: New Technology Options ($2018) ............................................................................................. 30 Exhibit 22: National Gas Prices (Nominal Dollars) ..................................................................................... 31 Exhibit 23: Coal Prices (Nominal Dollars) ................................................................................................... 31 Exhibit 24: Emission Prices (Nominal Dollars) ............................................................................................ 32 Exhibit 25: Carbon Accounting for all Portfolios .......................................................................................... 32 Exhibit 26: Energy and Peak Demand (MW) .............................................................................................. 33 68 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. BACKGROUND OVERVIEW Pace Global, a Siemens business (“Pace Global”), has prepared this report as an independent assessment of the implications of Platte River Power Authority (Platte River) achieving and maintaining a “zero net carbon” (“ZNC”) target for its generation supply portfolio by 2030. In this report, the term “carbon” is used to expediently describe carbon dioxide, or CO2. Platte River Power Authority (Platte River) is a not-for-profit wholesale electricity generation and transmission provider that delivers safe, reliable, environmentally responsible, and competitively priced energy and services to its owner communities of Estes Park, Fort Collins, Longmont, and Loveland, Colorado for delivery to their utility customers. ZERO NET CARBON Platte River engaged Pace Global in 2017 to analyze the system cost to convert to a portfolio that will yield ZNC for its generating system by 2030. This approach differs from a zero -carbon portfolio in that traditional fossil-fueled resources are held in the portfolio to ensure system stability and reliability. To achieve zero net carbon, any carbon produced by fossil resources is offset through generation from excess renewable resources that is then sold to the regional power market, thus achieving a “net” zero carbon emission overall. The table below summarizes the key definitions for the different portfolio constructs. Zero Carbon Portfolio A portfolio where energy is produced and delivered to end-users using generation types that yield no carbon output. This type of portfolio includes only resources such as wind, solar, and battery storage. This system would not include any carbon producing generation or power imports and would operate largely in isolation of the regional grid. Zero Net Carbon (ZNC) Portfolio A portfolio where both zero carbon and carbon producing generation technologies can be used. However, the portfolio offsets any carbon produced either by producing and selling excess carbon-free generation (such as wind and solar) off system, or by purchasing carbon offsets. Carbon Offset An action or activity that compensates for the emission of carbon dioxide or other greenhouse gases to the atmosphere 69 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. PROJECT INPUTS Platte River, through guidance from its owner communities, provided high-level assumptions for this study, including: Objective Statement: Evaluate a least-cost portfolio of generation resources that can achieve and sustain zero net carbon by 2030. Key Assumptions: •All coal plants exit service by 2030 (Rawhide and Craig) •Maintain required resource adequacy / reserve margin of 15% •Maintain existing hydro power positions •Maintain existing renewable positions and add as necessary to meet ZNC targets •Retain existing CTs as a “free capacity option”; however, the units are not required to run •Consider 4-hour lithium-ion battery energy storage with a peak credit of 75% as a resource option •Determine the least-cost feasible generation mix that achieves the ZNC target considering a range of technology options (e.g. solar, wind, gas combined cycle, combustion turbines, reciprocating engines, battery storage) METHODOLOGY In preparing this report, Pace Global developed a portfolio for Platte River that fulfills the zero net carbon target by 2030, at the least-cost, while simultaneously maintaining a minimum planning reserve margin within existing transmission transfer capability limits. A wide range of technology options were considered as candidate technologies, including solar and wind as renewable options, battery energy storage, and several gas-fired technologies (simple cycle combustion turbines, combined-cycle combustion turbines, and reciprocating engines). Pace Global used AURORAxmp® (AURORA)—a chronological dispatch model which uses hourly production simulation—to assess portfolio options that can achieve ZNC by 2030. The AURORA model has the capability to assess construction and retirement options for generation units based on economic assessments under a variety of constraints. Many utilities use AURORA, and Pace Global has used it for more than 15 years in modeling the U.S. electric utility industry. Platte River also used AURORA for its 2016 Integrated Resource Plan (IRP). For this project, Pace Global modeled Platte River as a sub -region within the broader Colorado power market. The model was run on an hourly basis with the generation dispatched against the Plat te River system load and allows for economically beneficial, off-system sales and purchases. While this approach 70 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. does not address intra-hour intermittency, it is an industry-accepted approach for long-term planning purposes.1 Pace Global’s basic modeling approach included the following steps: 1.Define the marginal carbon emission rate of the existing regional power “market”—1,803 lb/MWh was used as the marginal carbon emission rate for the regional power market based on the published eGrid Rockies data for non-baseload generation.2 2.Establish a starting level of renewable energy requirements as a percentage of Platte River’s load. This is done because the AURORA cannot simultaneously solve for both the emission reductions required to hit net zero carbon emissions and the least-cost portfolio, so model iteration is required. 3.Solve for the least-cost mix of generation technologies based on capital costs, and fixed and variable operations and maintenance costs using hourly production modeling ove r the forecast horizon. 4.Assess the results to determine if ZNC is achieved each year beginning in 2030. 5.Modify the renewable generation capacity as a percentage of load and repeat steps 3 and 4 until ZNC is achieved in 2030 and then maintained beyond 2030.3 Pace Global developed assumptions, described in the body of this report and in the attached appendices. The key assumptions include: •Capital cost projections which reflect rapid declines in renewable and storage costs 4 •Fuel cost projections for coal, natural gas, and transportation5 •A carbon price trajectory that reflects a carbon regulatory future post 2024 but exhibits relatively low prices for carbon (under $10 per ton in real $2018 dollars through 2050) Platte River provided additional modeling assumptions including: •Wind and solar PPA costs and capacity factors •Transmission, integration, and congestion costs associated with PPA purchases 1 Intra-hour analyses would support refinement the results to assess the relative value of short term energy storage versus fast ramping, fossil fueled technologies for responding to the intra-hour production intermittency from wind and solar generation. This study, however, was designed to assess whether energy storage or fast ramping, fossil fueled technologies are more economic f or longer term support for renewable intermittency. 2 The 1,803 lb/MWh marginal market emission rate was held constant over life of the study. However, Pace Global determined that even if the market emission rate were 1,434lb/MWh “net zero” carbon emissions would still be achieved in year 2030 with the recommended portfolio. Pace Global assumed that any purchases or sales by Platt e River would not be large enough to impact baseload generation units of the broader regional market, but rather would impact the output and resulting emission of interm ediate or peaking generation units in the region. Under this approach, each renewable MWh that Platte River sells into the market serves to “offset” the generation of an existing fossil fueled generation unit in the broader regional market, and results in a reducti on of 1,803 lb/MWh to the overall market emissions. 3 Increments of 3% increase in renewable capacity were used to assess zero net carbon of each portfolio option – the iteration process was stopped when zero net carbon was achieved. Using smaller increments would have allowed us to meet the standard without over-achieving in each year but we do not expect a material change in buildout and associated costs. 4 For several technologies, capital costs and operating parameters for thermal units were provided by Platte River based on estimates provided to them from HDR Engineering. However, Pace Global determined these HDR Engineering developed costs were reasonably comparable to Pace Global’s independently developed estimates. 5 Using fuel and O&M data, power prices are solved for in the modeling. 71 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. •Energy efficiency assumptions •Transmission costs within Colorado •Plant operating parameters •In addition to identifying the least-cost zero net carbon portfolio, Pace Global also modeled and compared the least-cost ZNC portfolio to the cost of the recommended portfolio defined in Platte River’s 2016 IRP.6 By design, this analysis considered wind a nd solar generation and lithium-ion battery energy storage as the only zero-emission options. Other generation and storage options were briefly considered and dismissed due to their higher costs (e.g., fuel cells), higher risk of development (e.g., pumped storage and geothermal) or technological maturity (e.g., solar thermal). The analysis also did not review the costs and benefits associated with incremental energy and demand reduction investments beyond those included in Platte River’s IRP filings. This study was primarily designed to assess the costs of a ZNC portfolio to aid in future planning decisions for Platte River and its member-owners. 6 The recommended portfolio in the 2016 IRP was modeled using current assumptions for consistency with the assumptions used for the zero net carbon assessment. 72 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. CARBON REDUCTION GOALS Zero net carbon action plans are being considered by cities and utilities across the globe. There are widely accepted definitions of “Zero Net Carbon” or “carbon-neutrality” used in cities in Colorado and internationally. According to the Carbon Neutral Cities Alliance, a collaboration of cities that have ambitious carbon-neutral plans, the definition of ZNC is offsetting carbon emissions by “generating excess renewable energy and providing it to consumers outside the city or purchasing carbon offsets, which are tradable units that represent abatement of greenhouse gas emissions”7. For this study, generating excess renewable energy to offset gas, coal, and market purchases is used to calculate ZNC starting in 2030 for Platte River’s generating system. ACCOUNTING FOR ZERO NET CARBON For this Platte River study, Pace Global’s models achieved zero net carbon by selling surplus carbon-free power (wind and solar) into the market to offset emissions generated by fossil-fuel plants. Exhibits 1 and 2 illustrate the accounting methodology to produce ZNC (where net carbon emissions equal zero or less). Net carbon emissions are calculated by summing the product of the energy for each generation type (Column a) and its associated carbon emissions rate (Column b) and then adjusting for the carbon associated with making market sales and purchases. All mark et exports and imports are assumed to generate an emission rate of 1,803 lb/MWh.8 This rate is the publicly available eGrid Rockies emission rate for non-baseload generation. The general formula is shown below. Net carbon emissions = Σ(Energyunit type x Emissions rateunit type)/2000 – (Market sales x 1,803 lb/MWh)/2000 + (Market purchases x 1,803 lb/MWh)/2000 In Exhibit 1, 386,269 tons of carbon are generated to meet Platte River’s system demand. If net exports reduce emissions by at least 386,269 tons of carbon, zero net carbon-neutrality is achieved. Since all coal retires in 2030, carbon is produced solely from the gas-fired resources (the sum of CT and CC carbon in the example above). As evidenced by the negative value for the accounting tons of carbon, this portfolio has enough carbon-free energy (hydro, wind, solar) sales to more than offset all the carbon from thermal generation and market purchases. The goal is for the total accounting tons of carbon to be less than or equal to zero in 2030 and beyond. Exhibit 1 utilizes the actual carbon-neutral portfolio that was determined as the least-cost ZNC portfolio by the analysis. In all years after 2030, the total accounting tons of carbon must be less than or equal to zero. 7 Fort Collins: https://www.fcgov.com/climateaction 8 https://www.epa.gov/energy/egrid,USEPA, eGRID2014, January 2017 73 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. Exhibit 1: 2030 ZNC Example with Imports and Exports Exchanged at a Rate of 1,803 lb/MWh (a) 2030 Annual Generation (MWh) (b) Emissions Rate (lb/MWh) (c) Accounting Tons of Carbon Coal 0 2,087 - CT9 18,713 1,351 12,641 CC10 941,129 794 373,628 Hydro 611,793 0 - Solar 1,026,798 0 - Wind 1,385,805 0 - Total Plant Generation 3,984,238 386,269 Exports 586,287 (1,803) -528,537 Imports 47,658 1,803 42,964 Net Carbon Emissions (99,305) 11 Source: Pace Global 9 Simple Cycle Combustion Turbine (CT) 10 Combined Cycle Combustion Turbine (CC) 11 The requirement that the balance must be zero in every year from 2030 on results in a range of negative balance values in eac h year of the remaining planning horizon. Using smaller iterations for the optimization could have resulted in an outcome closer to zero but the additional effort did not justify getting more granular as we did not expect a material change in buildout and associ ated costs 74 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. In Exhibit 2, the same calculation method is used except that the current benchmarked carbon emission rate of 1,803 lb/MWh is lowered to 1,434lb/MWh. Under this assumption, the portfolio would still achieve the ZNC goal in 2030. If the market emission rate dropped further than 1,434 lb/MWh (which would decrease the value of renewable exports) additional renewable energy would need to be considered in the portfolio. Exhibit 2: 2030 ZNC Example with Imports and Exports Exchanged at a Rate of 1,434 lb/MWh (a) 2030 Annual Generation (MWh) (b) Emissions Rate (lb/MWh) (c) Accounting Tons of Carbon Coal 0 2,087 - CT 18,713 1,351 12,641 CC 941,129 794 373,628 Hydro 611,793 0 - Solar 1,026,798 0 - Wind 1,385,805 0 - Total Plant Generation 3,984,238 386,269 Exports 586,287 (1,434) -420,446 Imports 47,658 1,434 34,177 Net Carbon Emissions 0 Source: Pace Global As can be seen from Exhibit 3, ZNC is achieved in every year beyond 2029. Exhibit 3: ZNC Portfolio Carbon Output by Year Source: Pace Global (500) - 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 201820192020202120222023202420252026202720282029203020312032203320342035203620372038203920402041204220432044204520462047204820492050Carbon Accounting Tons of CO2 (000s)Carbon Neutral (Carbon Accounting)Carbon Neutral Portfolio (Actual Tons CO2) 75 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. MODELING APPROACH AURORA OVERVIEW Pace Global performed the modeling and construction of the ZNC portfolios using AURORA, an EPIS product for power modeling simulations. This was achieved through a specific feature in the model called the “Long-Term Capacity Expansion Plan (LTCE).” The goal of the modeling was to define the least-cost portfolio that achieved the ZNC target for each year from 2030 to 2050. The two portfolios modeled include 1)Platte River’s IRP Portfolio and 2) the Zero Net Carbon Portfolio. Pace Global used Aurora’s hourly chronological dispatch capabilities to define the ZNC portfolio that provided the least-cost mix of resources to achieve the target emissions within the transmission limitations and resource adequacy requirements. The simulation model was defined on a zonal basis by assigning separate areas for each of the entities considering joining the Mountain West Structure. The transmission system capability to transfer power between each of the areas was then added to the model structure. These were compared to the existing IRP Portfolios. In the next section we will review the modeling approach to achieve the ZNC target. LONG-TERM CAPACITY EXPANSION PLAN As a first step, new and existing resource parameters such as production costs and heat rates are defined as well as projected energy requirements, commodity price projections, and reserve margin targets. A mixed-integer program is used to make least-cost resource build and retirement decisions. The primary target objective is to minimize overall system costs for Platte River. The secondary target is to achieve the carbon-neutral goal, which was a unique approach used by Pace Global within the long-term capacity modeling framework. The process is described below. 76 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. ZERO NET CARBON (ZNC) MODELING PROCESS Pace Global used the following modeling process to define the least-cost ZNC portfolio. The process uses iteration to converge on the least-cost ZNC portfolio. The following description provides an elaboration and further detail behind the process steps described in the Background section of this study. Exhibit 4: ZNC Modeling using AURORA Long-Term Optimization Source: EPIS, LLC and Pace Global •Set an initial renewable energy requirement on a MWh basis as a percentage of load over time. The AURORA model is not designed to specifically model the ZNC constraint, so a start ing point for renewables as a percentage of load was established to begin model iterations. The renewable assets consist of both Platte River’s existing assets as well as potential new wind and solar builds. •Require that zero net carbon be met for each year between 2030 and 2050. Beginning in 2025, renewable builds ramp up to achieve the target in 2030. This allows for thermal or renewable units to be built economically while adhering to the ZNC goal. •Create a pool of supply resources for Platte River to build based on least-cost optimization and subject to minimum reserve margin constraints. 77 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. •Set the minimum reserve margin for Platte River at 15%. •Solve for the least-cost portfolio for the starting renewable energy requirement. •After the buildout is constructed, simulate a dispatch each hour from 2018-2050. •Check the dispatch results to see if ZNC goal is achieved by the process described in the “Accounting for Zero Net Carbon” section. If over or under the limit, adjust the starting renewable percentage accordingly and repeat the previous steps. After the modeling results were complete and buildout for the ZNC portfolio was solved to achieve the target in 2030 and throughout all years of the study, the two portfolios (the ZNC and the IRP) were compared. The key metrics reviewed were annual cost impacts from 2018-2050, market exposure, and generation mix. 78 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. PORTFOLIO ANALYSIS EXISTING INSTALLED CAPACITY Platte River’s current installed nameplate capacity is approximately 1,023 MW, of which about 20% or 200 MW is carbon-free capacity, including hydro, wind, and solar contracted capacity. In terms of thermal capacity, Platte River maintains ownership interest in the Rawhide and Craig coal plants with total installed coal generating capacity of 434 MW. The rem aining thermal capacity is natural gas-fired peaking capacity. With the total expected peak demand of approximately 670 MW, Platte River enjoys a healthy reserve margin of 38% after adjusting for the peak credit of wind and solar capacity. By 2030, the system capacity falls from 1,023 MW to 956 MW under the IRP portfolio. This contrasts with the ZNC portfolio shown later. Exhibit 5: 2030 Integrated Resource Plan (Capacity by Generation Type) Source: Platte River Power Authority THE 2016 IRP RECOMMENDED PORTFOLIO In its 2016 IRP, the recommended portfolio buildout changed over time because both Craig Units retired by 2030 and the Rawhide coal plant retired in 2047. The five peaking units and the hydro units did not retire during the study. The existing wind contracts end for Medicine Bow in 2029, Silver Sage in 2030, and Spring Canyon in 2040. The Rawhide solar contract ends in 2042. 79 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. Exhibit 6: 2018 Platte River Portfolio Composition (Nameplate Capacity) Plant Technology 2018 Planning Capacity MW (Current) 2030 Capacity MW Capacity Factor % (IRP) Capacity Factor % Rawhide Coal 278* 87% 278 83% Craig Unit 1 and 2 Coal 154 68% 0 CT 1-4 Gas 260 <1% 260 <1% FA Unit Gas 128 <1% 128 <1% CRSP Hydro 60 77% 60 77% LAP Hydro 31 77% 31 77% Medicine Bow Wind 6 0 Silver Sage Wind 12 32% 0 Spring Canyon Wind 60 39% 60 39% Rawhide Solar Solar 30 19% 30 19% Community Solar Solar 4.1 19% 4.1 19% New Wind Wind 0 50 39% New RICE Gas 0 55 13% New 1x1 CC Gas 0 0 Total Nameplate Capacity (MW) 1,023 956 Total Effective Summer Capacity 931 836 Peak Demand (MW) 673 685 Reserve Margin based on Effective Summer Capacity** 38% 22% * Platte River holds 2 MW of Rawhide’s total 280 MW capacity for spinning reserves in planning scenarios ** The assumed peak credit for wind is 12.5% and solar is 30% Source: Platte River Power Authority As shown in Exhibit 7, Platte River continues to rely on fossil-fueled generation under the IRP portfolio. Coal generation progressively decreases over time, first with the retirement of Craig units in 2030 and then the Rawhide unit in 2047. Generation from wind grows through the term of the plan and in the out years, and a new combined cycle gas plant replaces the generation lost from Rawhide’s retirement.12 The IRP Portfolio also indicates that Platte River shifts from net-exporter to net-importer status by 2030. 12 To replace capacity and keep the required reserve margin above the 15% levels, 50 MW of wind is added in 2030 and 85 MW in 2040. A 55 MW RICE unit is added in 2030 and again in 2043. Finally, to replace Rawhide capacity, a new 1x1 combined cycle pl ant with 286 MW capacity is added in 2047. This analysis was completed before consideration of the renewable bids that could add more renewable generation to the IRP mix. 80 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. Exhibit 7: Generation for IRP Portfolio Source: Pace Global CONSTRUCTING THE ZERO NET CARBON PORTFOLIO WIND AND SOLAR ECONOMICS As shown in Exhibit 8, there are four important components that determine the total cost of wind and solar. Starting in 2018, the all-in wind and solar costs are similar. Wind has a lower starting PPA price but higher transmission costs. Solar PPA costs are projected to decline relative to wind costs due to a steep expected decline in capital costs but also continued availability of investment tax credits at the 10% level. By 2030, the all-in cost for solar is slightly lower than wind. The transmission charge represents firm point -to-point transmission charges associated with contracted wind plants located outside the immediate Platte River System. Solar is assumed to be located inside (or relatively near) the Platte River system so limited incremental transmission fees are incurred. The transmission charge is calculated using the average firm -to-firm point charges in the PSCo and WAPA areas. The integration charge represents system balancing costs incurred within PSCo’s balancing authority. Two of the balancing authority charge types specifically apply to renewables, and are used to develop the 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 201820192020202120222023202420252026202720282029203020312032203320342035203620372038203920402041204220432044204520462047204820492050GWhCoal CT CC Hydro Solar Wind 81 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. integration cost assumption. Quantifying additional renewable impact costs, such as grid impacts, were beyond the scope of the study. Exhibits 8 and 9 show wind vs. solar “all-in” costs on a $/MWh basis. In the ZNC Portfolio, all-in solar is more economic than wind on an energy basis despite wind having a lower resource cost on a $/MWh basis. This is largely because of the transmission charges associated with contracted wind. Thus, the model favors more solar than wind in the least-cost portfolio. However, some wind is added since relying on solar alone is less economic given its lower peak credit for solar, and because solar is la rgely available during hours when demand is lower with potential for curtailment. Furthermore, transmission constraints also limit building solar alone. Building a combination of solar and wind allows energy exports to spread out over a larger number of hours given that solar and wind availability are not coincident. Exhibit 8: All-in Wind and Solar Costs Renewable Costs13 Wind Solar $/MWh PPA in (2018) $23.00 $32.50 PPA in (2030) $24.61 $32.95 Transmission (2018/2030) $12.52/$15.87 $2.50/$3.17 Integration (2018/2030) $4.50/$5.71 $4.50/$5.71 Congestion Costs $0.00 $0.00 Total (2018) $40.02 $39.50 Total (2030) $46.19 $41.82 Source: Platte River Power Authority and Pace Global 13 The PPA prices assume the current ITC and PTC provisions but do not include safe harboring assumptions. Safe harbor provisions could extend wind and solar tax credits by an additional two years. 82 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. Exhibit 9: Wind vs. Solar All-in Costs $/MWh Source: Platte River Power Authority and Pace Global VALUE OF STORAGE The capability and price of energy storage continue to improve, making it an increasingly viable component for power systems. Battery energy storage economics have improved both as a standalone technology and in combination with solar and thermal resources, although the total market penetration remains relatively low. An HDR storage study commissioned by Platte River indicated that lithium-ion battery energy storage costs are expected to decline by approximately 20% over the next five years. Much of the recent utility scale battery energy storage applications were driven more by mandates and the desire for utilities to gain experience with this technology. With improving economics, the installations and roles for batteries are expected to continue to expand. For the ZNC portfolio analysis, battery storage (four-hour duration) was considered as a long-term capacity expansion option. Based on Platte River’s study and expertise, the battery energy storage peak credit was assumed to be 75% for a long-duration battery. Based on the hourly modeling conducted for this study, battery storage resources proved uneconomic relative to other resources such as intermittent renewables and thermal generation capacity. Other sources of value for storage that would require intra-hour modeling, (e.g., fast ramping, frequency, and voltage control) were not analyzed.14. As storage technology matures 14 For example, short duration battery energy storage resources (one-hour storage duration) can serve to reduce Platte River’s integration charges. However, currently there is not enough precedence in vertically integrated utility regions to utilize battery energy storage purely for ancillary service needs. If ancillary services (integration services) are not procured and the battery fai ls to perform, the imbalance charges can be significant $20 $25 $30 $35 $40 $45 $50 $55 $60 201820192020202120222023202420252026202720282029203020312032203320342035203620372038203920402041204220432044204520462047204820492050$/MWh NominalWind All-In Cost Solar All-In Cost 83 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. and there is wider adoption, battery storage can also be considered a part of the portfolio mix for ancillary service needs. ZERO NET CARBON PORTFOLIO Exhibits 11 and 12 show the construction of the ZNC portfolio over time. In 2025, wind and solar resources enter the portfolio and by 2030, 950 MW of renewables are added. A 1x1 7FA CC is added in 2030 upon the retirement of the coal resources. The combined cycle resources are added primarily to meet the reserve margin needs of the system. Wind and solar are built to help meet the ZNC goal with the long-term capacity expansion functionality ensuring an optimal mix based on modeled constraints. There are several reasons why an additional thermal unit was built in 2030 as opposed to other technology options such as reciprocating engines, combustion turbine, battery, wind, solar, or additional coal. In order to meet the ZNC goal, all coal generation will need to be retired before 2030. It is difficult to reach the ZNC goal with a coal unit online since it yields a higher marginal emission rate than the market marginal rate of 1,803 lb/MWh. If coal generation were included in the portfolio, even more renewable resources would be required to offset carbon output, further increasing portfolio cost. An efficient combined cycle natural gas unit with a full load heat rate of 6,800 Btu/kWh and low fixed costs adds portfolio flexibility and is more able to meet the resource adequacy needs of Platte River’s system once significant amounts of baseload coal capacity retire. In addition, when wind and solar generation is unavailable, a combined cycle plant is the most efficient option to provide firming for the renewables relative to reciprocating engines, batteries, or combustion turbines. By 2050, 1,456 MW of new capacity is projected to be added (286 MW of natural gas, 500 MW of wind, and 670 MW of solar). Exhibit 10: Levelized Cost of Energy 0 10 20 30 40 50 60 70 80 90 100 Wind Solar Recip CC Wind + CC Solar + CC Wind + New CT Solar + New CT Wind + Storage Solar + Storage$/MWhResource Cost Firming Cost 84 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. As shown in Exhibit 11, in 2030, almost twice as much capacity is needed in the ZNC portfolio as compared to the IRP portfolio. The portfolio mix for the ZNC portfolio is shown on a year -by-year basis in Exhibit 12. Exhibit 11: Capacity Comparison (2018 vs. 2030) Source: Pace Global 85 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. Exhibit 12: Portfolio Buildout for ZNC Portfolio Source: Platte River Power Authority and Pace Global Exhibit 13 shows the generation mix over time as the portfolio evolves to meet the ZNC goals. By 2030, carbon-free energy accounts for 75% of the total energy generated by serving Platte River. After the retirement of all coal capacity in 2030, wind constitutes the largest portion of the generation mix, followe d by combined cycle generation, and finally solar and hydro. Although more solar capacity is added in the ZNC portfolio, wind provides more energy because of its higher average capacity factor (40% relative to solar’s 20%). Exhibit 13: Generation for ZNC Portfolio Source: Platte River Power Authority and Pace Global 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046 2047 2048 2049 2050 Hydro 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 Solar_New 100 200 300 400 500 600 600 600 600 600 600 600 600 600 600 610 610 630 630 670 670 670 670 670 670 670 Wind_New 50 100 150 200 250 350 350 350 350 350 350 350 350 350 350 400 450 450 450 450 500 500 500 500 500 500 Solar_Existing 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 4 4 4 4 4 4 4 4 4 Wind_Existing 78 78 78 78 78 78 78 78 78 78 78 72 60 60 60 60 60 60 60 60 60 60 CC_New 286 286 286 286 286 286 286 286 286 286 286 286 286 286 286 286 286 286 286 286 286 CT 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 Coal 432 432 432 432 432 432 432 432 355 355 355 355 - 500 1,000 1,500 2,000 2,500 Capacity (MW)0 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 201820192020202120222023202420252026202720282029203020312032203320342035203620372038203920402041204220432044204520462047204820492050MWhCoal CT CC Hydro Solar Wind 86 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. EVALUATION OF COST IMPACT Exhibit 14 details the breakdown of Platte River’s total system production cost. For this analysis, production costs include new thermal and renewable amortized capital costs, fuel costs, variable O&M costs, fixed O&M costs, emission costs, starts costs, and market sales and purchase costs. In AURORA, the total fuel consumed, generation profile, variable cost, start costs, and market exposure change depending on how Platte River-owned generation resources are dispatched. The fixed components are a function of new-build capital costs and ongoing fixed O&M expenses and are dispatch-independent. The 2018 projected total costs are approximately $105 million, net of mark et sales. Fuel expense constitutes a large portion of the costs as the portfolio is still dominated by thermal resources. However, by 2030, total costs increase to $175 million in the IRP portfolio. This is due to increase s in fuel and emission costs, fixed O&M costs, and Platte River becoming a net energy importer. In 2030, the total production cost for the ZNC portfolio is $210 million—approximately 20% higher than the IRP portfolio production cost. A large portion of the cost increase is attributable to the capital expenses involved in bringing on new renewables to meet the ZNC goals. In the ZNC portfolio, Platte River is a net energy exporter due to the additional renewable generation required to offset the carbon emissions from thermal resources. From a capacity perspective, Platte River’s ZNC portfolio total nameplate generating capacity is almost double that of the IRP portfolio. Exhibit 14: Financial Overview (Nominal Dollars) Units 2018 Base Portfolio 2030 ZNC 2030 IRP Fuel Cost $/1000 45,705 38,644 38,918 New Capital (Thermal) $/1000 - 30,116 7,062 Variable O&M (Thermal) $/1000 5,164 3,296 5,442 Fixed O&M $/1000 33,240 6,278 35,316 Emissions Cost $/1000 - 3,512 19,568 Start Costs $/1000 102 1,191 80 Existing Renewable Cost $/1000 33,347 37,882 37,882 New Renewable Costs $/1000 - 99,967 8,135 Market Sales $/1000 (18,031) (14,471) (6,994) Market Purchases $/1000 5,332 3,191 29,380 Total Cost $/1000 104,859 209,606 174,789 Resource Generation MWh 3,988,260 3,984,238 3,125,238 Market Sales MWh MWh (734,171) (586,287) (142,409) Market Purchases MWh MWh 134,892 47,658 462,780 Annual Energy Requirement MWh 3,267,429 3,445,610 3,445,610 Fuel Consumption MMBtu 31,585,870 7,139,180 21,419,238 Fuel Cost $/MMBtu 1.45 5.41 1.82 Source: Platte River Power Authority and Pace Global 87 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. Exhibit 15 shows the annual stream of production costs for the portfolios. Renewable capital costs are first incurred in 2025 as new resources are required. These costs progressively increase over time, first to meet the ZNC goals in 2030, and then to meet energy demand into 2050 with projected 0.6% growth. Over time, costs increase from $105 million in 2018 to $296 million in 2050, net of market sales. Exhibit 15: Annual Costs for the ZNC Portfolio (Nominal Dollars) Source: Platte River Power Authority and Pace Global MARKET PURCHASES AND SALES Currently, Platte River relies on limited market purchases and is a net energy exporter. The existing portfolio consists of adequate baseload resources and a reserve margin of approximately 38%. However, in the IRP portfolio, the reserve margin dips over time to approximately 22% with the retirement of Craig Units 1 and 2. This results in higher market purchases in the 2030 timeframe, and decreasing market sales 15. In the ZNC portfolio, as renewables are added Platte River’s net exports rise sharply until its coal units exit service in 2030, and then settle to a level comparable to today’s levels. Overall, the ZNC portfolio maintains Platte River’s long energy position through time at roughly the same export levels as experienced today. 15 Note that the year over year fluctuations in sales and purchases reflect coal maintenance schedules. -100000 -50000 0 50000 100000 150000 200000 250000 300000 350000 400000 201820192020202120222023202420252026202720282029203020312032203320342035203620372038203920402041204220432044204520462047204820492050Nominal ($’000) Fuel Cost New Capital (Thermal)Variable O&M (Thermal) Fixed O&M Emissions Cost Start Costs Existing Renewable Cost New Renewable Costs Market Purchases Market Sales Total Cost 88 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. Exhibit 16: Market Sales and Purchases for ZNC and IRP Portfolios Source: Platte River Power Authority and Pace Global - 20 40 60 80 100 120 140 160 180 201820192020202120222023202420252026202720282029203020312032203320342035203620372038203920402041204220432044204520462047204820492050Average MWhCarbon Neutral Purchases IRP Purchases Carbon Neutral Sales IRP Sales 89 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. RISKS OF A ZERO NET CARBON (ZNC) PORTFOLIO There are additional risks that should be considered before moving to a ZNC portfolio and there are also means of mitigating some of these risks. For completeness, some of the additional risks and mitigation measures are addressed below. Risks of ZNC Portfolio Strategy 1.There is significant uncertainty around incremental “integrat ion” costs with much higher renewable penetration levels: a.System requirements to take on high levels of renewables are not currently known and may require additional investment in more flexible generation resources. b.If the whole region (Platte River only is assumed in the reference portfolio) starts to integrate more renewables at a similar rate to Platte River, there will be more sellers of excess renewables, fewer buyers of excess renewables, lower sales prices in the market, lower carbon offset value, and more renewables with higher investment will have to be built to achieve net zero carbon. At some point the needed sales may have no market. c.If the entire region builds more renewables, the integration costs could be higher due to higher demand for ancillary services such as load following, regulation, and inertial response. The higher costs can be in the form of higher integration charges from PSCo or through additional technology investment to self-provide such services. d.The ZNC portfolio has a significant long position. If other entities within Colorado or the broader WECC market pursue the same strategy, it may expose the portfolio to declining or possible negative wholesale power prices as currently seen in many parts of California and the Pacif ic Northwest. 2.Higher rates may be required to achieve net zero carbon. There is a balance between the desire to achieve ZNC standards and the cost implications of achieving the standard. 3.Committing too soon to a high percentage of renewables may sacrifice future opportunities for renewable cost reductions and technological improvements. With expectations of declining capital costs on renewable and storage resources, there is value in the optionality to wait instead of committing to the entire investment early on. Diversification of the resource mix through staging the timing of the investment is a prudent strategy. 4.Selling excess power in a bilateral market faces more market risks than in a liquid, RTO based market. 90 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. Risk Mitigation Opportunities for ZNC Strategy The following steps could be taken to mitigate some of the risks stated above. 1.RTO membership can reduce risks associated with market sales: Joining an RTO could lower risk by: o Reducing transmission wheeling charges within the RTO footprint and increasing the sales opportunities for Platte River’s excess renewables at lower costs (assuming others do not follow the same strategy). o RTO membership can also help lower the integration costs by tapping into a more liquid, deeper and more diverse pool of resources available within the larger Mountain West Transmission Group footprint. o Pace Global has begun to consider the implications of Platte River joining the Mountain West Transmission Group and will continue to evaluate it as more information surrounding the RTO becomes available. 2.Using renewables as a f uel price risk hedge: Moving to a renewables-heavy portfolio can inherently de-risk the portfolio from uncertainty in fuel and em ission costs. 3.Provide grid flexibility through low cost gas resources: flexible gas-fired resources can provide diversity in terms of meeting grid flexibility needs and resilience in the event of periods of extended cloud cover or low winds. 4.Define optimal project locations to minimize grid impacts based on available transmission and wind and solar resources: This approach (including incentives or tariff structures) could provide signals to developers to assist in optimizing the location of wind and sol ar resources based on availability of transmission and land and avoid costly grid interconnection costs. 5.Work with member utilities to maximize installation of cost-effective distributed solar: The solar installations can be utility-scale solar connected to the transmission or distribution system but may also include community and rooftop solar in favorable locations on the grid. 6.Monitor and track the cost of storage to provide grid integration services: As battery storage costs decline, grid integration services may become more cost effective. 7.Utilize cost-effective demand response and energy efficiency: Identifying low cost DR and EE programs can serve to more economically meet energy, capacity, and ancillary service needs. 91 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. CONCLUSIONS AND RECOMMENDATIONS Pace Global reached the following conclusions and recommendations: 1.A portfolio strategy to reach net zero net carbon is achievable, but will require additional investment, costs, and the assumption of additional market risk. 2.With the zero net carbon portfolios defined in this analysis, Platte River would deliver approximately 75% of the energy it produces with carbon-free resources. The remaining 25% of its energy needs are met with fossil-fueled generation and its carbon emissions are offset with sales of renewable energy to the market during the times when total generation exceeds Platte River’s total load requirements. 3.Some new fossil-fueled generation (approximately 286 MW of new, natural gas-fired, combined cycle capacity) is required to economically meet reserve adequacy and stay within transmission limits in 2030. In instances when a resource is needed to meet both renewable energy and minimum reserve margin constraints, wind and solar must be paired with combined cycle generation to provide firming and are collectively more economic compared to combined cycle plants alone. Renewables paired with a combined cycle unit is the most cost-effective option for firming at this time. 4.The remaining load and incremental capacity needed to offset emissions from fossil generation is met through renewable capacity consisting of approximately 600 MW of new solar and 350 MW of new wind. Over 200 MW of this incremental renewable capacity in 2030 will be sold into the market as an offset to Platte River’s emissions from its new and existing natural gas-fired plants. The ZNC portfolio mix is shown in Exhibit 17. 92 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. Exhibit 17: Capacity Mix of ZNC Portfolio 5.Including lithium-ion battery energy storage in the modeled portfolios led to higher predicted production costs without materially reducing carbon production; therefore, battery storage was not selected as an economic technology in the modeled portfolios.16 6.As shown in Exhibit 19, the current portfolio costs are approximately $105 million. In the ZNC portfolio, costs are 20% higher than the IRP Portfolio in 2030. Overall on a Net Present Value basis, costs of the ZNC portfolio are 8 percent higher than the IRP portfolio over the 2018 -2050 planning horizon and 10% higher over the 2030-2050 timeframe. 16 Some battery storage might be economic for intra-hour intermittency. This was not modeled. A 75% peak credit was assumed for battery energy storage. 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046 2047 2048 2049 2050 Hydro 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 91 Solar_New 100 200 300 400 500 600 600 600 600 600 600 600 600 600 600 610 610 630 630 670 670 670 670 670 670 670 Wind_New 50 100 150 200 250 350 350 350 350 350 350 350 350 350 350 400 450 450 450 450 500 500 500 500 500 500 Solar_Existing 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 4 4 4 4 4 4 4 4 4 Wind_Existing 78 78 78 78 78 78 78 78 78 78 78 72 60 60 60 60 60 60 60 60 60 60 CC_New 286 286 286 286 286 286 286 286 286 286 286 286 286 286 286 286 286 286 286 286 286 CT 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 388 Coal 432 432 432 432 432 432 432 432 355 355 355 355 - 500 1,000 1,500 2,000 2,500 Capacity (MW)93 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. Exhibit 18: Cost of Alternative Portfolios Nominal ($000s) 2030 Annual Cost % Change 2050 Annual Cost % Change ZNC Portfolio $209,606 20% $296,214 -12% IRP Portfolio $174,788 $337,926 2018 - 2050 NPV % Change 2030 - 2050 NPV % Change ZNC Portfolio $2,938,219 8% $2,495,799 10% IRP Portfolio $2,717,718 $2,278,986 Source: Pace Global Exhibit 19: Total Portfolio Cost (shown in Nominal Dollars) Source: Pace Global 7.The incremental cost to achieve a zero-carbon emissions target would be much higher than for meeting zero net carbon. a.Fossil generation has a lower levelized cost of production than renewable generation plus storage firming costs throughout the planning horizon. Replacing fossil generation with higher cost renewables plus storage would raise costs appreciably. b.Fossil-fueled generation receives a full 100% credit for its rated output capacity. However, due to their intermittent output and the timing of their production, solar generation receives a 30% capacity credit toward reserve margin while wind receives a 12.5% capacity credit. This means Platte River would need to replace gas-fired capacity in the carbon-neutral portfolios by multiples of 3.3 to 8.0 times renewable capacity (solar and wind, respectively) in order to receive a comparable capacity credit for resource adequacy and reserve margin requirements. - 50,000 100,000 150,000 200,000 250,000 300,000 350,000 400,000 201820192020202120222023202420252026202720282029203020312032203320342035203620372038203920402041204220432044204520462047204820492050Nominal ($’000) Carbon Neutral IRP 94 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. c.Even with significantly higher renewable generation capacity additions, energy storag e or other higher cost zero-carbon generation would still be needed to support the intermittent operation of the wind and solar. All of these factors would yield higher portfolio costs than the ZNC portfolio. 8.Several recent publications suggest that a gradual increase in renewables is more prudent to ensure reliability and resiliency of the grid and to minimize impacts. For example, a recent study commissioned by the DOE17 suggests that adequate market price signals under current market regulations may not be in place to ensure resiliency and reliability of the grid currently provided by fossil fuel base. In addition, a study funded by Hawaiian Electric Company, in support of their move to the state’s 100% Renewable Portfolio Standard (RPS) by 204518, suggests that some form of firm, dispatchable generation19 is needed to support renewables for purposes of grid resiliency and reliability. 9.Within the last decade, there has been significant technological and price improvement in wind and solar technology. Batteries will almost certainly assist in the transition towards zero-carbon generation options. However, batteries currently are costlier than alternatives for many applications, have limited storage capability, and cannot store energy indefinitely, but many of these risks may be resolved over time. In addition, technologies such as hydrogen fuel cells, solar thermal, and non -battery storage options are being tested around the world, and may offer a material change to the economics and availability of additional forms of renewable energy and storage. For this reason, preserving optionality and flexibility in its resource plans is an important strategy consideration for Platte River. Committing too early to any one technology could lessen the ability to adapt when these technologies mature. 10.A prudent path for Platte River would be to agree on carbon reduction targets with its members, and develop a strategy that progresses toward the desired reductions while preserving the ability to benefit from continuing technological advancements and price reductions. 17 Staff Report to the Secretary on Electricity Markets and Reliability, August 18 Hawaii PUC DOCKET NO. 2014-0183, Hawaiian Electric Companies’ PSIP Update Report, filed December 23, 2016, Appendix P, Page P-89. 19 This could be fossil, bio-fuel or geothermal generation 95 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. APPENDIX A: MARKET ASSUMPTIONS STANDARD ASSUMPTION EXHIBITS Exhibit 20: Existing Plant Operating Parameters Plant Name Primary Fuel Heat Rate Average Plant Capacity CO2 Emission Rate Btu/KWh MW lb/MWh Craig (CO) 1 Coal 10,100 77 2,119 Craig (CO) 2 Coal 10,100 77 2,119 Rawhide CT Unit 1 Natural Gas 12,995 65 1,541 Rawhide CT Unit 2 Natural Gas 12,995 65 1,541 Rawhide CT Unit 3 Natural Gas 12,995 65 1,541 Rawhide CT Unit 4 Natural Gas 12,995 65 1,541 Rawhide FA Unit Natural Gas 11,364 128 1,351 Rawhide Coal Unit Coal 9,950 278 2,088 Spring Canyon Wind Farm Wind - 60 - Medicine Bow Wind - 6 - Rawhide Solar Sun - 30 - Community Solar Sun - 4 - Silver Sage Wind Wind - 12 - LAP Water - 30 - CRSP Water - 85 - Source: Platte River Exhibit 21: New Technology Options ($2018) Technology Options Block Size (MW) Full Load Heat Rate Btu/kWh*** Capital Cost $/kW FOM $/kW VOM $/MWh 1x1 7FA.05, Water Cooled 286 6,680 1,220 9.4 2.7 1x1 7FA.05, ACC 281 6,838 1,353 9.7 2.7 6x0 9 MW Recip. Engines 55 8,619 1,553 16.4 6.3 2x0 LM6000 71 9,431 1,586 12.9 3.9 2x1 LM6000 CC, Water Cooled 91 7,237 2,186 25.7 6.2 2x1 LM6000, ACC 89 7,405 2,366 26.2 6.5 2x1 7FA.05, Water Cooled 573 6,670 1,089 5.4 2.6 2x1 7FA.05, ACC 561 6,838 1,200 5.7 2.5 Lithium-ion Battery 4MWh* 1 N/A 2,206 29 1 Wind** 50 N/A See PPAs See PPAs See PPAs Solar** 10 N/A See PPAs See PPAs See PPAs *See Battery Technology Section. The Cost assumptions are Pace Global ** See Wind vs. Solar Economics Section *** This represents summer heat rate from HDR Source: HDR and Pace Global 96 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. Exhibit 22: National Gas Prices (Nominal Dollars) Source: Pace Global Exhibit 23: Coal Prices (Nominal Dollars) Source: Pace Global 0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00 201720182019202020212022202320242025202620272028202920302031203220332034203520362037203820392040$/MMBtuDelivered Gas Cost to Platte Henry Hub 0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 2017201820192020202120222023202420252026202720282029203020312032203320342035203620372038203920402041204220432044204520462047204820492050$/MMBtuRawhide Delivered Prices Craig Delivered Prices PRB 97 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. Exhibit 24: Emission Prices (Nominal Dollars) Source: Pace Global Exhibit 25: Carbon Accounting for all Portfolios Source: Pace Global 0 2 4 6 8 10 12 14 16 18 20 20172019202120232025202720292031203320352037203920412043204520472049$ TonPlatte USA CO2 Price (500,000) - 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 201820192020202120222023202420252026202720282029203020312032203320342035203620372038203920402041204220432044204520462047204820492050Carbon Accounting Tons of CO2IRP Portfolio Carbon Neutral Portfolio 98 Zero Net Carbon Portfolio Analysis prepared for Platte River Power Authority Copyright © 2017 Pace Global, a Siemens Business. All Rights Reserved. Exhibit 26: Energy and Peak Demand (MW) Year WECC - Colorado Year Platte River Average Energy Requirement (MW) Peak Demand (MW) Average Energy Requirement (MW) Peak Demand (MW) 2017 7,423 10,966 2017 378 665 2018 7,532 11,080 2018 381 673 2019 7,659 11,224 2019 381 673 2020 7,756 11,275 2020 381 673 2021 7,847 11,400 2021 382 674 2022 7,953 11,572 2022 382 674 2023 8,046 11,650 2023 383 676 2024 8,137 11,750 2024 384 677 2025 8,241 11,905 2025 384 679 2026 8,337 12,000 2026 385 680 2027 8,443 12,154 2027 385 681 2028 8,538 12,267 2028 386 682 2029 8,635 12,388 2029 387 684 2030 8,736 12,470 2030 388 685 2031 8,846 12,627 2031 388 686 2032 8,957 12,746 2032 389 686 2033 9,064 12,886 2033 390 688 2034 9,174 13,021 2034 391 690 2035 9,285 13,145 2035 393 693 2036 9,389 13,243 2036 394 696 2037 9,504 13,401 2037 396 699 2038 9,601 13,514 2038 398 703 2039 9,714 13,628 2039 400 706 2040 9,833 13,785 2040 402 710 2017-2020 CAGR 1.5% 0.9% 2041 405 714 2021-2040 CAGR 1.2% 1.0% 2042 407 719 2017-2040 CAGR 1.2% 1.0% 2043 410 723 2044 412 728 2045 415 733 2046 418 737 2047 420 742 2048 423 748 2049 427 753 2050 430 759 2017-2020 CAGR 0.3% 0.4% 2021-2040 CAGR 0.3% 0.3% 2017-2050 CAGR 0.6% 0.6% Source: Pace Global 99 Restricted © Siemens AG 2016 All rights reserved. www.paceglobal.com Zero Net Carbon Portfolio Analysis Prepared for: Platte River Power Authority December 12, 2017 Restricted © Siemens AG 2016 All rights reserved. Page 2 DG/Pace Global Agenda •Background •Methodology •Assumptions •Cases •Findings and Recommendations Restricted © Siemens AG 2016 All rights reserved. www.paceglobal.com Background 100 Restricted © Siemens AG 2016 All rights reserved. Page 4 DG/Pace Global Background – Scope of the assignment Platte River Power Authority retained Pace Global, a Siemens business, to provide an independent assessment of the feasibility of Platte River achieving and maintaining a zero net carbon (ZNC or carbon-neutral) generation supply portfolio by 2030. Objectives: •Determine the least-cost portfolio of generation resources that can achieve ZNC by 2030. •Assess at a high level, the risks and risk mitigation measures associated with achieving or exceeding ZNC. This study was primarily designed to assess the production costs of a ZNC portfolio and aid in future planning decisions for Platte River and its member- owners. Restricted © Siemens AG 2016 All rights reserved. Page 5 DG/Pace Global Key definitions Carbon Emissions Objective Definition Zero Carbon Portfolio A portfolio where energy is produced and delivered to end-users with generation sources that yield no carbon output. Resources such as wind, solar, and battery storage would comprise this type of system. This system would accommodate no market (carbon- producing) purchases and would operate largely in isolation of the regional grid. Zero Net Carbon (ZNC or Carbon Neutral) Portfolio A portfolio consisting of excess carbon-free (or lower carbon) generation that, when sold in a market, can offset carbon produced by fossil fuel-fired generation, producing “zero net carbon (ZNC) or carbon neutrality.” Carbon Offset An action or activity that compensates for the emission of carbon dioxide or other greenhouse gases to the atmosphere Restricted © Siemens AG 2016 All rights reserved. www.paceglobal.com Methodology 101 Restricted © Siemens AG 2016 All rights reserved. Page 7 DG/Pace Global Two primary cases were studied using the AURORAxmp dispatch model: •AURORAxmp is an industry-standard model, used by both Pace Global and Platte River, that can determine the least-cost portfolio of generation assets that meets defined constraints. •By solving for the least-cost means of meeting ZNC (carbon neutrality) and reserve margins, the costs of achieving ZNC can be compared to the costs of the 2017 IRP portfolio. •A preliminary evaluation of a possible RTO structure is currently being developed. Modeling approach Case 1 Platte River’s Integrated Resource Plan (IRP) Portfolio Case 2 Zero Net Carbon Portfolio Restricted © Siemens AG 2016 All rights reserved. Page 8 DG/Pace Global Steps to determine the least-cost ZNC portfolio Step 1 Define “market” carbon emission rate – 1,803 lb/MWh based on the market today Step 2 Assume an initial renewable energy requirement as a percent of load Step 3 Determine the least-cost portfolio that meets Platte River’s defined reserve margin requirements (15%) Step 4 Determine if ZNC requirement is met in 2030 and beyond Step 5 Adjust renewable energy requirement as a percent of load and repeat Steps 3 and 4 until the ZNC requirement is met Restricted © Siemens AG 2016 All rights reserved. Page 9 DG/Pace Global Carbon accounting methodology 2030 Annual Generation (MWh) Emissions Rate (lb/MWh) Accounting Tons of Carbon* Coal 0 2,087 - CT 18,713 1,351 12,641 CC 941,129 794 373,628 Hydro 611,793 0 - Solar 1,026,798 0 - Wind 1,385,805 0 - Total Plant Generation 3,984,238 386,269 Exports 586,287 (1,803) -528,537 Imports 47,658 1,803** 42,964 Net Carbon Emissions (99,305) Net carbon emissions Σ(Energyunit type x Emissions rateunit type) / 2,000 – (Market sales x 1,803 lb/MWh/) / 2,000 + (Market purchases x 1,803 lb/MWh)/2,000 * The optimal level of renewables to achieve the carbon-neutral goal was considered in all years from 2030-50 in the build decision to balance the portfolio. ** 1,803 lb/MWh is the eGrid Rockies data for non-baseload generation 102 Restricted © Siemens AG 2016 All rights reserved. Page 10 DG/Pace Global Carbon accounting methodology (500) - 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 2018 2020 2022 2024 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046 2048 2050Carbon Accounting Tons of CO2 (000s) Carbon Neutral (Carbon Accounting)Carbon Neutral Portfolio (Actual Tons CO2) Carbon displaced under ZNC methodology Restricted © Siemens AG 2016 All rights reserved. www.paceglobal.com Assumptions and Key Inputs Restricted © Siemens AG 2016 All rights reserved. Page 12 DG/Pace Global Key assumptions provided by Platte River •All coal generation is to be retired by 2030 •Maintain required resource adequacy / reserve margin of 15% •Maintain existing hydro power positions •Maintain existing renewable positions and add as necessary to meet ZNC targets •Retain existing CTs as a “free capacity option”; however, the units are not required to run •Battery peak credit of 75% for 4-hour lithium ion battery •Determine the least-cost feasible generation mix that achieves the ZNC target considering a range of technology options (e.g. solar, wind, gas combined cycle, combustion turbines, reciprocating engines, lithium ion battery storage) 103 Restricted © Siemens AG 2016 All rights reserved. Page 13 DG/Pace Global In a bilateral market, solar is more economic than wind over the long-term due to lower transmission costs, continuation of tax benefits, and lower capital costs $46.19 $46.11 $41.82 $20 $25 $30 $35 $40 $45 $50 $55 $60 2018 2020 2022 2024 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046 2048 2050$/MWh Nominal Wind All-In Cost Solar All-In Cost Restricted © Siemens AG 2016 All rights reserved. Page 14 DG/Pace Global Composition of “all-in” wind and solar costs in the ZNC case Renewable Costs ($MWh)* Wind Solar PPA in (2018) $23.00 $32.50 PPA in (2030) $24.61 $32.95 Transmission (2018/2030) $12.52/$15.87 $2.50/$3.17 Integration (2018/2030) $4.50/$5.71 $4.50/$5.71 Congestion Costs $0.00 $0.00 Total (2018) $40.02 $39.50 Total (2030) $46.19 $41.82 * Impact of safe harbor provisions could extend wind and solar tax credits by two years Restricted © Siemens AG 2016 All rights reserved. Page 15 DG/Pace Global Although solar is cheaper, the variability of wind and solar requires a diverse portfolio that includes dispatchable resources to help achieve ZNC - 10 20 30 40 50 60 70 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24Capacity Factor % Hour of Day Average Wind CF%Average Solar CF%104 Restricted © Siemens AG 2016 All rights reserved. Page 16 DG/Pace Global 0 10 20 30 40 50 60 70 80 90 100 Wind Solar Recip CC Wind + CC Solar + CC Wind + New CT Solar + New CT Wind + Storage Solar + Storage$/MWh Resource Cost Firming Cost On a levelized cost of energy basis, CC is only slightly cheaper, but provides superior capacity benefit to CT and especially to battery storage Least-cost portfolio additions Restricted © Siemens AG 2016 All rights reserved. www.paceglobal.com IRP Portfolio Restricted © Siemens AG 2016 All rights reserved. Page 18 DG/Pace Global In the IRP scenario, coal capacity is replaced primarily with gas generation—Capacity declines over time 29% 46% 4% 11% 10% 2030 (956 MW) 42% 38% 3% 8% 9% 2018 (1,022 MW) Coal Gas Solar Wind Hydro 105 Restricted © Siemens AG 2016 All rights reserved. Page 19 DG/Pace Global IRP portfolio reduces carbon emissions by 2030— Platte River is a net purchaser of energy - 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 2018 2020 2022 2024 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046 2048 2050Carbon Accounting Tons of CO2 (000s) IRP Portfolio (Carbon Accounting)IRP Portfolio (Acutal Tons CO2) Restricted © Siemens AG 2016 All rights reserved. Page 20 DG/Pace Global Under the IRP scenario, coal generation drops by 1/3 by 2030 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 2018 2020 2022 2024 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046 2048 2050GWh Coal CT CC Hydro Solar Wind 3,031 GWh (2018) 2,003 GWh (2030) Restricted © Siemens AG 2016 All rights reserved. Page 21 DG/Pace Global Under the IRP scenario, costs increase by 70% by 2030— Inflationary factors include commodity prices, emissions costs, O&M, capital, and power prices $105 $175 $338 $0 $50 $100 $150 $200 $250 $300 $350 $400 2018 2020 2022 2024 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046 2048 2050Nominal (Millions) IRP Portfolio 106 Restricted © Siemens AG 2016 All rights reserved. www.paceglobal.com Zero Net Carbon Portfolio Restricted © Siemens AG 2016 All rights reserved. Page 23 DG/Pace Global Generating capacity under the ZNC portfolio is nearly double the capacity of the IRP portfolio Gas generation is added but remains a similar percentage share of the larger portfolio Restricted © Siemens AG 2016 All rights reserved. Page 24 DG/Pace Global Under the ZNC, capacity mix shifts to renewables— 600 MW solar, 350 MW wind, 286 MW gas added by 2030 - 500 1,000 1,500 2,000 2018 2020 2022 2024 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046 2048 2050Capacity (MW) Coal CT CC_New Wind_Existing Solar_Existing Wind_New Solar_New Hydro Gas Carbon Free 107 Restricted © Siemens AG 2016 All rights reserved. Page 25 DG/Pace Global Generation becomes a balanced mix of wind, solar, hydro, and gas resources—75% carbon free 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 5,000 2018 2020 2022 2024 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046 2048 2050GWh Coal CT CC Hydro Solar Wind 1,109 GWh (Gas) 3,393 GWh (Carbon Free) Restricted © Siemens AG 2016 All rights reserved. Page 26 DG/Pace Global Cost of ZNC portfolio is 20% above IRP in 2030 and 8% higher NPV over planning horizon (about 10% higher NPV from 2030-2050) 2030 Annual Cost % Change 2050 Annual Cost % Change Carbon-Neutral Case $209,606 20% $296,214 -12% IRP Case $174,788 $337,926 Carbon-Neutral Portfolio is 20% higher than IRP case in 2030 Carbon-Neutral Portfolio is 20% higher than IRP case in 2030higher than IRP case in 2030 $0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 2018 2020 2022 2024 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046 2048 2050Nominal ($000s) Carbon Neutral IRP 2018 - 2050 NPV % Change 2030 - 2050 NPV % Change Carbon-Neutral Case $2,938,219 8% $2,495,799 10% IRP Case $2,717,718 $2,278,986 Restricted © Siemens AG 2016 All rights reserved. www.paceglobal.com Findings 108 Restricted © Siemens AG 2016 All rights reserved. Page 28 DG/Pace Global The ZNC study is a positive first step toward demonstrating feasibility of a carbon-free portfolio 1.ZNC could be implemented but will require investment, higher cost, and additional market risk. 2.Platte River would serve about 75% of load with zero carbon generation and would offset the remaining 25% with sales of zero carbon generation to the market. 3.Platte River would buy about 600 MW of solar and 350 MW of wind by 2030 and build about 286 MW of new gas-fired generation. 4.Lithium ion battery storage is not economic for meeting firming and capacity needs at this time. 5.A zero carbon (rather than zero net carbon) portfolio would be more expensive because of the added cost of storage and the limited capacity credit attributable to intermittent resources (much more renewables and batteries would be required). 6.Higher rates are required to achieve a ZNC portfolio as compared to the IRP portfolio. Restricted © Siemens AG 2016 All rights reserved. Page 29 DG/Pace Global Additional risk considerations for ZNC 1.This study focused on Platte River achieving carbon neutrality assuming others in Colorado were not simultaneously pursuing this same goal. –If others pursue the same goal, there will be more sellers of renewables, fewer buyers, lower market prices, reduced carbon offset values, and more renewables will have to be built to achieve ZNC, at higher investment and cost than modeled here. –The impact on system integration costs of higher regional levels of renewables in the broader market (Colorado) remains uncertain. 2.Committing to renewables early in the planning period may result in foregoing opportunities to capitalize on lower renewable costs later in the planning period (need to strike the right balance). 3.Future costs are uncertain, and this uncertainty increases further in the future. 4.Selling higher quantities of power in a bilateral market imposes higher risks than in an RTO-based market. Restricted © Siemens AG 2016 All rights reserved. Page 30 DG/Pace Global Risk mitigation measures for carbon neutrality 1.Joining an RTO could reduce the cost of achieving ZNC as it reduces transmission costs and makes sales more competitive (assuming others are not simultaneously committing to ZNC). 2.Platte River could incent both distributed and utility scale renewables in a way that minimizes grid costs. 3.Through diversity and investment deferrals, Platte River could maintain the flexibility to utilize batteries, and additional demand response and energy efficiency measures as they become cost effective. 4.Maintaining existing CTs provides additional flexibility to meet intermittent firming load needs if cost effective. 109 Restricted © Siemens AG 2016 All rights reserved. Page 31 DG/Pace Global RTO assessment has been initiated but is not complete Joining an RTO is uncertain and difficult to model as accurately as the current bi-lateral market: •Approval of the RTO is uncertain •The market rules are uncertain •Who will ultimately join the RTO is not clear •Whether participants will move more aggressively to renewables is unclear Directionally, however, several things are clear: •Transactions with market participants are easier and more likely to occur •Transmission costs for remote sources will drop since wheeling charges will be eliminated •Remote wind will be become more economic relative to local solar •Overall costs should be expected to fall with an RTO Pace Global has begun to analyze this option for Platte River and will refine the analysis as more information becomes available 110 January 09, 2018  Discussion of Downtown Parking Management Plan. 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.  3rd Party Building Inspections.  Broadband ProForma  Update from VIA Items for Town Board Consideration  Presentation on Countywide Wasteshed Study. Future Town Board Study Session Agenda Items December 12, 2017 111       112