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Home My WebLink AboutPACKET Transportation Advisory Board 2019-9-18Carlie Bangs, Town Board Trustee Liaison Greg Muhonen, Estes Park Public Works Staff Liaison Transportation Advisory Board Agenda September 19, 2019 12:00 PM – 2:00 PM Room 202 & 203 Estes Park Town Hall 170 MacGregor Ave Current Members: Stan Black (03/31/20) Ron Wilcocks (03/31/21) Ann Finley (03/31/20) Scott Moulton (03/31/22) Belle Morris (03/31/20) Gordon Slack (03/31/21) Tom Street (03/31/22) Linda Hanick (03/31/22) Janice Crow (3/31/21) 12:00 – 12:15 Public Comment 12:15 – 12:20 Approval of August Meeting Minutes 12:20 – 12:25 2020 Priorities - Youth in Action 12:25 – 12:40 Project Updates 12:40 – 1:00 Paid Parking Analysis: Pricing Scenarios, Revenue Assumptions & Cost Estimates 1:00 – 1:25 Project Updates 1:25 – 1:50 Project Updates 1:50 – 2:00 Other Business Adjourn Chair Belle Morris Chair Belle Morris Parking & Transit Manager Vanessa Solesbee Parking & Transit Manager Vanessa Solesbee Director Greg Muhonen Engineering Manager David Hook The mission of the Town of Estes Park Transportation Advisory Board is to advise the Board of Trustees and the Public Works staff on Local and Regional Comprehensive Transportation Planning Policies; Maintenance, Operation and Expansion Programs; and Transportation Capital Projects. Town of Estes Park, Larimer County, Colorado, August 21, 2019 Minutes of a regular meeting of the Transportation Advisory Board of the Town of Estes Park, Larimer County, Colorado. Meeting held in the Room 202 of Town Hall on the 21st day of August, 2019. Present: Gordon Slack Belle Morris Ron Wilcocks Janice Crow Scott Moulton Stan Black Linda Hanick Also Present: Trustee Carlie Bangs, Town Board Liaison Greg Muhonen, Public Works Director Vanessa Solesbee, Parking & Transit Manager David Hook, Engineering Manager Karin Swanlund, Recording Secretary Absent: Ann Finley Tom Street Chair Morris called the meeting to order at 12:03 p.m. PUBLIC COMMENT: Tom Hannah, 220 3rd Street, spoke on the pedestrian crosswalk at Second Street and Highway 7, stating it is not marked correctly. He recommended a pedestrian island, or a hazard/flasher beacon at this location. He also suggested looking at the online resource Traffic Calming ePrimer, which has a lot of information. David Hook stated that the new traffic engineer at CDOT, Katrina Kloberdanz, could be a good contact. It was noted that Larry Haas, CDOT traffic engineer, will be at the November 20 TAB meeting. APPROVAL OF MINUTES: It was moved and seconded (Slack/Moulton) to approve the June meeting minutes, with one correction, and all were in favor. The revision requested was to change the name “Belle” to Chair Morris on page one, under TAB Priority Grid Review. TAB 2020 PRIORITY/ PW Strategic Plan: Chair Morris shared the Priority Matrix from June and will be preparing a chart from the feedback received. Manager Solesbee will distribute her notes from the June meeting. The Public Works Strategic Plan was briefly discussed. CDOT is tallying its traffic survey and the Highway 7 corridor is a major subject. TAC REGIONAL TRANSIT – SALES TAX The Technical Advisory Committee regional half penny sales tax is being campaigned for the November ballot. The tax could create as much as one billion dollars over the next 20 years in multi-modal transportation help for Larimer County. Director Muhonen explained what it will take to get this on the ballot. It is a Larimer County Commission decision. Public comment at the beginning of the Town Board meeting on August 27 in support of this was recommended, as well as advocating with the community through the Town Public Information Officer. It was moved and seconded (Hanick/Moulton) to support the Sales Tax Funding Proposal with a letter to the Town Board and the Larimer County Board of County Commissioners. All were in favor. Transportation Advisory Board – August 21, 2019 – Page 2 PROJECT UPDATES (V. Solesbee – Parking & Transit Manager) Bustang service begins Saturday August 24. There will be a ribbon -cutting ceremony at the Visitor Center. Two buses daily on Saturday and Sunday for the next six weeks will be coming to Estes Park from Denver’s Union Sation. This is a pilot program being conducted by CDOT. The weekend after Labor Day is the Scot Fest and additional buses will be running. The Hiker and the Trolley will not start until the parade is complete. Monday the 9th is the end of the Town’s transit service for the season. Nearly all of the 35,000 shuttle schedules have been dispersed. Para-transit rides are required by CDOT; after researching this, the Town is aiming for the same service coverage as Winter Park. The Silver route will be available for para -transit rides on the second half of the hour. Member Crow stated that the Town can contract with Via or per passenger to cover hours needed. There have been very few complaints from the YMCA regarding the lack of shuttle service this year. The YMCA stated that they would be willing to pay if the service were to be reinstated at a future date. TAB members were asked to volunteer in polling visitors about their parking experience. The Town is fully staffed for parking data collection through September. Two study session discussions are scheduled with the Town Board regarding paid parking. August 24 and October 8 with two options being presented: Status Quo Plus (more permits, longer service, no paid parking) or Paid Parking (30/70). A Town Board public hearing will be on October 22. Pricing and meter options will be provided at the Septem ber TAB meeting. There was an increase in the number of citations issued of approximately 4% over 2018. The TAB discussed pricing for the Parking Plan. $144,000 requested for metered parking, $400,000 for the entire project was submitted for approval in the 2020 Town budget process. It was noted that this is not about making money, but losing money makes it a fruitless proposition. PROJECT UPDATES (D. Hook – Engineering Manager) Leaking water from the water main break on Elkhorn lifted the pavement leaving the asphalt 2 inches above the gutter, thus the reason for such a large re -pavement area. Brodie Avenue project is underway. The construction zone has been adapted for school hours. The project is behind schedule, but progressing well. The walking trail is open, but not repaired. There has not been much feedback on the 4th Street improvements. Member Moulton commented that bike transitions need to be well marked and the final curb and gutter creates a steep transition and use of the next driveway is preferred. This is more of an issue when the road is wet. Morris suggested that TAB members ride a bike or walk from 36 onto 4th Street to Highway 7 to get first-hand experience of the new design. Utility and drainage work is going on at Hwy 7 and Lexington Lane by CDOT. Highway 36/Community Drive Roundabout: There will be a public hearing/project open house on August 29, 4:30 p.m. at the Museum. Detailed descriptions of the project will be given, including a Complete Streets Checklist (traffic calming guidelines, and recommended Design Cross-section), Basic Design, and Preliminary Plans. CDOT is aware and supportive of this; their technical review will begin soon. A Field Inspection Transportation Advisory Board – August 21, 2019 – Page 3 Review (FIR) will take place on August 22. The project is not fully funded so timing is still a question. One member commented that the speed limit across the causeway needs to be decreased for roundabout accommodation. This will be the “Front Door” to Estes Park and needs to be thoughtfully designed with that in mind. OTHER BUSINESS With no other business to discuss, Chair Morri s adjourned the meeting at 2:08 p.m. Recording Secretary Karen Swanlund 1 Estes Park Paid Parking Analysis September 2019 Revenue Analysis Scenario A Scenario B Scenario C Scenario D Scenario E <1 Hour $1.50 $2.00 $2.00 $2.00 10-11 AM: $2.00/ Hour 11AM-2 PM: $4.00/ Hour 2PM-6PM: $2.00/ Hour 1-2 Hours $1.50 $2.00 $2.00 $2.00 2-3 Hours $1.50 $2.00 $3.00 $2.00 3-4 Hours $1.50 $2.00 $3.00 $4.00 4-5 Hours $1.50 $2.00 $4.00 $4.00 5-6 Hours $1.50 $2.00 $4.00 $4.00 6-7 Hours $1.50 $2.00 $5.00 $6.00 7-8 Hours $1.50 $2.00 $5.00 $6.00 Max daily $12.00 $16.00 $28.00 $30.00 $22.00 YEAR 1 (2020) (June 1 – September 30) No Discounts: No Price Sensitivity $712,000 $950,000 $1,206,000 $1,200,000 $1,332,000 Low Price Sensitivity $528,000 $637,000 $730,000 $689,000 $724,000 Med. Price Sensitivity $454,000 $521,000 $568,000 $530,000 $542,000 High Price Sensitivity $391,000 $427,000 $443,000 $412,000 $409,000 First 15 Minutes Free: Med. Price Sensitivity $409,000 $470,000 $502,000 $470,000 $488,000 Lost Revenue (From Base) ($45,000) ($51,000) ($66,000) ($60,000) ($54,000) First Hour Free for Residents: Med. Price Sensitivity $418,000 $473,000 $420,000 $482,000 $469,000 Lost Revenue (From Base) ($36,000) ($48,000) ($48,000) ($48,000) ($73,000) YEAR 2 (2021) (May 1 – September 30) No Price Sensitivity $895,000 $1,193,000 $1,514,000 $1,507,000 $1,674,000 Low Price Sensitivity $663,000 $800,000 $917,000 $866,000 $909,000 Med. Price Sensitivity $571,000 $655,000 $713,000 $666,000 $681,000 High Price Sensitivity $491,000 $536,000 $556,000 $518,000 $514,000 First 15 Minutes Free: Med. Price Sensitivity $514,000 $590,000 $630,000 $591,000 $613,000 Lost Revenue (From Base) ($57,000) ($65,000) ($83,000) ($75,000) ($68,000) First Hour Free for Residents: Med. Price Sensitivity $525,000 $594,000 $652,000 $605,000 $590,000 Lost Revenue (From Base) ($46,000) ($61,000) ($61,000) ($61,000) ($91,000) Estes Park Paid Parking Analysis September 2019 2 ASSUMPTIONS • 691 metered stalls, including Town Hall (249 stalls of 279 total stalls), Virginia (30 stalls), E. Riverside (43 stalls), Riverside (91 stalls), Weist (96 stalls of 141 total stalls), Post Office (99 stalls), and Bond Park (83 stalls) • Baseline average summer utilization: 0.71 (based on the average of three occupancy counts per day from May 28, 2019 through September 4, 2019 in the Town Hall Lot, Virginia, East Riverside Lot, Riverside Lot, Weist Lot, the Post Office Lost, and Bond Park). • Progressive Pricing Scenarios (C & D): Baseline length of stay calibrated based on July/August utilization data from Town Hall Lot, East Riverside Lot, Riverside Lot, and Weist Lot. • Progressive Pricing Scenarios (C & D): 50% of reduced vehicle-hours at higher hourly rates reallocated to lowest hourly rate category (to estimate backfilling due to reduced long-term parking). • Peak Pricing Scenario (E): 90% factor applied to revenue estimates to approximate lost revenue due to first 15-minutes free parking. • First Hour Free for Residents: 200 Resident vehicles per day assumed (approximately 10% of baseline number of vehicles served per day). • The following adjusted average utilization factors are assumed at each price point to account for anticipated reduced demands due to pricing: By Price: No Sensitivity Low Sensitivity Medium Sensitivity High Sensitivity $1.50 0.71 0.53 0.45 0.39 $2.00 0.71 0.48 0.39 0.32 $3.00 0.71 0.39 0.29 0.21 $4.00 0.71 0.32 0.21 0.14 $5.00 0.71 0.26 0.16 0.10 $6.00 0.71 0.21 0.12 0.06 Blended, By Scenario: No Sensitivity Low Sensitivity Medium Sensitivity High Sensitivity A 0.71 0.53 0.45 0.39 B 0.71 0.48 0.39 0.32 C 0.71 0.46 0.37 0.30 D 0.71 0.45 0.36 0.28 E 0.71 0.41 0.32 0.25 3 Estes Park Paid Parking Analysis September 2019 Cost Analysis Line Item Type Cost One-Time Costs Meter Hardware (13 Meters) Infrastructure $156,000 Signage Infrastructure $2,500 Installation, testing & commissioning Technical $25,000 Software IT $45,000 Website Upgrades Pub. Ed. $2,500 Instructional Videos Pub. Ed. (Included) Total One-Time Costs: $231,000 Annual Ongoing Costs – In-House Option Utilities (Power, IT) Infrastructure $25,000 Software IT $5,000 Bank/Credit Card/PCI/EMV Fees1 Financial $16,800 Pay-by-Phone Convenience Fee2 Financial $25,000 Cellular/Communication3 Financial/IT $2,925 Meter maintenance, repair, & misc. Maintenance $7,500 P&T Program Asst. position4 FTE Staff $63,000 IT Dept. support Allocation $0 Finance Dep. Support Allocation $0 Educational material5 Pub. Ed. $10,000 Social media promotion - TOEP6 Marketing $500 VEP Partnership Marketing $0 P&T Program Base Budget Program $208,000 Total Annual Costs: $363,725 Annual Ongoing Costs – Outsourced Option Operator Budget (see detailed breakdown) Program $114,497 Full In-House Option Annual Costs Program $363,725 (Reduced Staff Requirement) FTE Staff ($63,000) Total Annual Costs: $415,222 In-House Outsourced • Year 1 Costs (w/Base Budget): $231,000 + $363,725 = $594,725 $231,000 + $415,222 = $646,222 • Year 1 Costs (w/out Base Budget): $231,000 + $155,725 = $386,725 $231,000 + $207,222 = $438,222 • Year 2 Costs: $363,725 $415,222 1 Assumes 4% fee on $420,000 in credit card transactions (approximated as 70% of $600,000 gross revenue) 2 Assumes 125,000 transactions per year at $0.20 per transactions 3 Assumes $45/month per meter (13 assumes) for 5 months per year 4 $45,000 plus 40% benefits 5 Stickers for meters, windshield flyers 6 Paid campaigns on social media Estes Park Paid Parking Analysis September 2019 4 Net Revenue Over Time (No Discounts) • *All revenue scenarios assume “Medium Price Sensitivity” $(400,000.00) $(200,000.00) $- $200,000.00 $400,000.00 $600,000.00 $800,000.00 $1,000,000.00 $1,200,000.00 $1,400,000.00 2019 2020 2021 2022 2023 2024 Scenario A $-$(140,725.00)$66,550.00 $273,825.00 $481,100.00 $688,375.00 Scenario B $-$(73,725.00)$217,550.00 $508,825.00 $800,100.00 $1,091,375.00 Scenario C $-$(26,725.00)$322,550.00 $671,825.00 $1,021,100.00 $1,370,375.00 Scenario D $-$(64,725.00)$237,550.00 $539,825.00 $842,100.00 $1,144,375.00 Scenario E $-$(52,725.00)$264,550.00 $581,825.00 $899,100.00 $1,216,375.00 Net Revenue Over Time (In-House Option) $(400,000.00) $(200,000.00) $- $200,000.00 $400,000.00 $600,000.00 $800,000.00 $1,000,000.00 $1,200,000.00 $1,400,000.00 2019 2020 2021 2022 2023 2024 Scenario A $-$(192,222.00)$(36,444.00)$119,334.00 $275,112.00 $430,890.00 Scenario B $-$(125,222.00)$114,556.00 $354,334.00 $594,112.00 $833,890.00 Scenario C $-$(78,222.00)$219,556.00 $517,334.00 $815,112.00 $1,112,890.00 Scenario D $-$(116,222.00)$134,556.00 $385,334.00 $636,112.00 $886,890.00 Scenario E $-$(104,222.00)$161,556.00 $427,334.00 $693,112.00 $958,890.00 Net Revenue Over Time (Outsourced Option) 5 Estes Park Paid Parking Analysis September 2019 Net Revenue Over Time (Including 15 -Minutes Free ) • *All revenue scenarios assume “Medium Price Sensitivity” $(400,000.00) $(200,000.00) $- $200,000.00 $400,000.00 $600,000.00 $800,000.00 $1,000,000.00 $1,200,000.00 $1,400,000.00 2019 2020 2021 2022 2023 2024 Scenario A $-$(185,725.00)$(35,450.00)$114,825.00 $265,100.00 $415,375.00 Scenario B $-$(124,725.00)$101,550.00 $327,825.00 $554,100.00 $780,375.00 Scenario C $-$(92,725.00)$173,550.00 $439,825.00 $706,100.00 $972,375.00 Scenario D $-$(124,725.00)$102,550.00 $329,825.00 $557,100.00 $784,375.00 Scenario E $-$(106,725.00)$142,550.00 $391,825.00 $641,100.00 $890,375.00 Net Revenue Over Time (In-House Option) $(400,000.00) $(200,000.00) $- $200,000.00 $400,000.00 $600,000.00 $800,000.00 $1,000,000.00 $1,200,000.00 $1,400,000.00 2019 2020 2021 2022 2023 2024 Scenario A $-$(237,222.00)$(138,444.00)$(39,666.00)$59,112.00 $157,890.00 Scenario B $-$(176,222.00)$(1,444.00)$173,334.00 $348,112.00 $522,890.00 Scenario C $-$(144,222.00)$70,556.00 $285,334.00 $500,112.00 $714,890.00 Scenario D $-$(176,222.00)$(444.00)$175,334.00 $351,112.00 $526,890.00 Scenario E $-$(158,222.00)$39,556.00 $237,334.00 $435,112.00 $632,890.00 Net Revenue Over Time (Outsourced Option) Estes Park Paid Parking Analysis September 2019 6 Net Revenue Over Time (Including 1 st Hour Free for Residents) • *All revenue scenarios assume “Medium Price Sensitivity” $(400,000.00) $(200,000.00) $- $200,000.00 $400,000.00 $600,000.00 $800,000.00 $1,000,000.00 $1,200,000.00 $1,400,000.00 2019 2020 2021 2022 2023 2024 Scenario A $-$(176,725.00)$(15,450.00)$145,825.00 $307,100.00 $468,375.00 Scenario B $-$(121,725.00)$108,550.00 $338,825.00 $569,100.00 $799,375.00 Scenario C $-$(174,725.00)$113,550.00 $401,825.00 $690,100.00 $978,375.00 Scenario D $-$(112,725.00)$128,550.00 $369,825.00 $611,100.00 $852,375.00 Scenario E $-$(125,725.00)$100,550.00 $326,825.00 $553,100.00 $779,375.00 Net Revenue Over Time (In-House Option) $(400,000.00) $(200,000.00) $- $200,000.00 $400,000.00 $600,000.00 $800,000.00 $1,000,000.00 $1,200,000.00 $1,400,000.00 2019 2020 2021 2022 2023 2024 Scenario A $-$(228,222.00)$(118,444.00)$(8,666.00)$101,112.00 $210,890.00 Scenario B $-$(173,222.00)$5,556.00 $184,334.00 $363,112.00 $541,890.00 Scenario C $-$(226,222.00)$10,556.00 $247,334.00 $484,112.00 $720,890.00 Scenario D $-$(164,222.00)$25,556.00 $215,334.00 $405,112.00 $594,890.00 Scenario E $-$(177,222.00)$(2,444.00)$172,334.00 $347,112.00 $521,890.00 Net Revenue Over Time (Outsourced Option)