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AGENDA
CITY COUNCIL WORK SESSION
October 15, 2019
4:00 PM, City Council Chambers
130 S Galena Street, Aspen
I.WORK SESSION
I.A.Budget Workshop
I.B.EOTC Meeting Preparation
1
2020 BUDGET DEVELOPMENT
Grants
Gena Buhler, Wheeler Executive Director OCTOBER 15, 2019
2
What We Do: Program Overview
2
GRANT COMMITTEE
COMMUNITY NON-PROFIT
WHEELER ARTS
HEALTH & HUMAN
SERVICES GRANTS
Applications –Summer
Contracts –January
Cash Awards -April
3
What We Do: 2020 Applications (Cash)
3
HEALTH & HUMAN SERVICES
✓25 Applications
✓$190,700 total
recommendation
COMMUNITY NON-PROFITS
✓42 Applications
✓$761,450 amount requested
✓$510,460 total recommendation
WHEELER ARTS NON-PROFITS
✓17 Applications
✓$515,000 amount requested
✓$370,000 total
recommendation
✓$30,000 Red Brick transfer 4
Strategic Alignment
4
✓Community Support
✓Arts & Culture
✓Non-Profit Organizations
✓Health & Human Services
Safe & Lived-in
Community of Choice
5
On the Horizon
•System Improvements
•Committee Configuration
•Online System
•IGA with the Aspen School
District for Aspen Family
Connections & Mental Health
5
6
Monetary Grants –HHS (GF)
6
Pitkin County Mental Health & Substance Abuse $70,550
Pitkin County Detox Services $172,393
Pitkin County Senior Center $43,400
Total IGAs $286,343
Community Health Services 51,850
Aspen Family Connections 17,000
Buddy Program 17,000
Hospice of the Valley 17,000
Response 17,000
Aspen Homeless Shelter 12,750
Family Visitor Program 10,200
West Springs Hospital 10,000
YouthZone 7,000
Alpine Legal Services 5,000
All Other Grants < $5,000 (14 Awards)$32,600
Undistributed $4,511
Total Other HHS Awards $201,911
7
Monetary Grants -Non -Profit (GF)
7
Requested Recommended
Aspen Public Radio (KAJX)$115,000 $100,000
GrassRoots $95,000 $90,000
Aspen Valley Ski/Snowboard Club $68,000 $65,000
Aspen Historical Society $30,000 $30,000
Aspen Youth Center $22,500 $20,510
Independence Pass Foundation $20,000 $20,000
Aspen Institute $20,000 $15,000
Challenge Aspen $15,000 $10,500
Sister Cities $18,000 $10,000
Access Roaring Fork (aka Access AfterSchool)$10,000 $7,500
Aspen Science Center $10,000 $7,500
Roaring Fork Leadership $7,500 $7,500
Wilderness Workshop $15,000 $7,500
All Other Grants < $7,500 (26 Requests)$273,950 $86,450
Total Non-Profit Grants $719,950 $477,460
8
Monetary Grants –Other (GF & Parks)
8
General Fund Requested Recommended
X-Games Placeholder N/A $145,920
Total Economic Grants N/A $145,920
Parks & Open Space Requested Recommended
Aspen Center for Environmental Studies $25,000 $16,500
Roaring Fork Conservancy $10,000 $10,000
Roaring Fork Outdoor Volunteers $6,500 $6,500
Total Parks & Open Space Grants $41,500 $33,000
9
Monetary Grants -Arts (Wheeler Fund)
9
Requested Recommended
Music Associates of Aspen (AMFS)$100,000 $85,000
Aspen Santa Fe Ballet $85,000 $66,000
Theatre Aspen $61,500 $50,000
Aspen Art Museum $100,000 $37,000
Aspen Film $40,000 $35,000
Jazz Aspen Snowmass $35,000 $32,000
Aspen Words (previously Aspen Writers Foundation)$27,000 $27,000
Aspen Community Theatre $10,000 $10,000
Aspen Choral Society $5,000 $5,000
All Other Grants < $5,000 (8 Requests)$52,000 $23,000
Subtotal $515,500 $370,000
Red Brick Center for the Arts N/A $30,000
Total Arts Grants $515,500 $400,000 10
In-Kind Grants (GF & Wheeler)
10
Requested Recommended
Aspen Junior Hockey -Ice Time*$45,000 $40,000
Aspen Figure Skating Club -Ice Time $22,500 $22,500
Aspen Swim Club -Pool Time $15,000 $15,000
Revolutions Skating Club $15,000 $15,000
Roaring Fork Gay & Lesbian **$10,000 $9,500
Silver City Gymnastics ***$1,000 $1,000
Subtotal -General Fund Grants $108,500 $103,000
Requested Recommended
Aspen Film $5,000 $4,500
5Point Adventure Film $4,000 $3,500
Aspen Choral Society $6,000 $3,000
Aspen Santa Fe Ballet $3,100 $3,000
Aspen Words (previously Aspen Writers Foundation)$2,500 $2,500
Pegasus Repertory Theatre $0 $1,000
Subtotal -Wheeler Grants $20,600 $17,500
11
11
12
2020 BUDGET DEVELOPMENT
Wheeler Opera House (120 Fund)
Gena Buhler, Wheeler Executive Director OCTOBER 15, 2019
13
What
We
Do:
13
0
50
100
150
200
250
300
350
2013 2014 2015 2016 2017 2018 2019 2020 projection
Wheeler Opera House Venue Usage History 2013 -2020
Wheeler Events Opera Season Community Events Total Days
14
What We Do: Wheeler Presents & Festivals
14
15
What We Do: Community Usage
15
16
What We Do: Community Access
16
17
What We Do: Community Ticketing Services
17
$2M
ANNUAL
SALES
18
Strategic Alignment
18
✓Historic Venue (est. 1889)
✓Arts & Culture Hub
✓Year Round Diverse Programming
✓Community Access
✓Affordability
Safe & Lived-in
Community of Choice
Fiscal Health &
Economic Vitality
19
On the Horizon
•WRETT Fund Use –Operational & Master Plan Needs
•How much is needed from the fund annually as we plan for
the next 20 –30 years of success?
•Operational Sustainability
•Can our current staffing structure support current growth?
•Improvements
•Spring 2020 Loading Dock Site Improvements
•Spring 2020 Ticketing System Change
19
20
Revenues & Expenditures
Trends
$5,865,220
$5,459,320
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
2018 2019 2020 2021 2022 2023 2024
Revenues Expenditures
20
2018 -Loan to Water
2019 –Large Capital Yr
21
Fund Balance
$30,259,489
$1,364,830
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
2018 2019 2020 2021 2022 2023 2024
Fund Balance Reserve
21
22
Revenue Sources
$115,250
$157,500
$205,130
$284,770
$543,500
$597,070
$3,962,000
$0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000
Rental Events
Box Office
Rental Spaces
Transfers In - Loan Repayment
Presented Events
Investment Income
Real Estate Transfer Tax
22
23
$87,700
$285,100
$288,130
$404,450
$400,000
$542,280
$633,300
$975,100
$1,843,260
$0 $500,000 $1,000,000 $1,500,000 $2,000,000
Box Office
Indirect Production Costs
Rental Events
Facilities (Theatre & Rental Spaces)
Arts Grants
Administrative
Transfers / Overhead
Capital Projects
Presented Events
Expenditure by Program
23
14.00 FTE
24
2020 Capital Projects
$68,600
$80,000
$212,000
$255,000
$291,000
$0 $100,000 $200,000 $300,000 $400,000
Interior - Operating System &
Paint/Patch/Repairs
Electrical Modifications & Upgrades
Production Improvements - Lighting &
Audio
Pavers - Hyman Avenue Snowmelt /
Pavers
Landscaping and Loading Path - Street to
Loading Dock
24
•Largest 5 Projects in 2020
25
Supplemental Requests
25
•Aspen Laugh Festival: $45,100 (On-Going)*
Recommended
Not Recommended
•FOH Coordinator (1.0 FTE): $76,060 (On-Going)
•Wheeler Presents & Festivals: $68,000 (On-Going)
•Facility Maintenance: $36,500 (On-Going)
•Utilities: $15,000 (On-Going)
* Growth at Aspen Laugh Festival was not recommended at this time but would
be assessed for future opportunities along with exploring what can occur with
existing resources.
26
26
QUESTIONS?
27
2020 BUDGET DEVELOPMENT
Employee Benefits Fund (501 Fund)
Alissa Farrell & Jessica Roberts OCTOBER 15, 2019
28
Health & Benefits Fund Covers:
•Partially self-funded health plan
•Third-party administrator (TPA) for health claims
•Health Consultant/Broker
•Medical, Dental, & Vision
•Life, Supplemental life ins., AD&D, & LTD
29
Health & Benefits Fund Covers:
Well-being Program
Goal: Provide education, tools, and access to a comprehensive
wellbeing program to foster a healthy, engaged, and productive
workplace.
•Annual Health Screenings/HRA
•Supports Self Funded Benefit Plan
•2020 Wellness Incentive
30
Health & Benefits Fund Covers:
Valley Health Alliance (VHA) Members
6 large employers totaling 6400 lives
Goal: Provide healthcare that is accessible, affordable & quality-
based through our partnerships with employers and providers in RFV.
•Care Coordinators for Primary Care Physicians (PCPs)
•Data Gathering/Quality Measures
Safe &Lived-in Community of Choice
31
On the Horizon:
•2020: VHA -Shared Savings Proposal
•2020 Enhanced Wellbeing Program:
•Annual Biometrics
•Wellness Fair
•HRA
Safe &Lived-in Community of Choice
32
Revenues & Expenditures –EE Benefits
$5,538,880
$5,806,600
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
2018 2019 2020 2021 2022 2023 2024
Revenues Expenditures 32
Expenses
Projected to
Exceed Revenue
33
Fund Balance –EE Benefits
$2,926,202
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
2018 2019 2020 2021 2022 2023 2024
Fund Balance
33
34
Revenue Sources –EE Benefits
$63,880
$150,000
$690,000
$4,635,000
$0 $2,000,000 $4,000,000 $6,000,000
Investment Income
Stop Loss
Employee Premiums
Employer Premiums
34
35
$209,800
$346,800
$650,000
$4,600,000
$0 $2,000,000 $4,000,000 $6,000,000
Administrative Costs
Employee Health Wellness and Safety
Reinsurance
Claims Paid
Expenditure by Program –EE Benefits
35
36
36
Questions?
37
2020 BUDGET DEVELOPMENT
Employee Housing (505 Fund)
Jeff Pendarvis & Alissa Farrell OCTOBER 15, 2019
38
What We Do:
•Develop, manage and maintain employee housing for city staff
following priority guidelines
•Manage down payment assistance program
•Recruit and retain exceptional workforce for the community
38
900 E. Hopkins Ave.BurlingameWater PlaceCemetery Lane
Safe &Lived-in Community of Choice
39
City Employee Housing Overview:
39
•58 total housing units
•Appx. 4 transitional housing units
•23 emergency workers (Police, Utilities, etc.)
•550 E. Main St. -8 units completed in 2018
40
On the Horizon:
•Land use and design of Water Place Phase II
•Establishing Energy Efficiency Criteria
-Joint collaboration (Asset, Climate action & CORE) for Water
Place Phase II and future City buildings
40
41
Revenues & Expenditures -EE Housing
$2,576,640
$421,410 $0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
2018 2019 2020 2021 2022 2023 2024
Revenues Expenditures
41
2018: 550 Main St.
2019: Water Place
42
Fund Balance –EE Housing
$2,898,101
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
2018 2019 2020 2021 2022 2023 2024
Fund Balance
42
Resources on Hand
in Near-Term
Minimal
43
Revenue Sources –EE Housing
$14,860
$165,180
$2,511,500
$0 $1,000,000 $2,000,000 $3,000,000
Investment Income
Rental Income - Permanent
General Transfers In
43
$7,750 / FTE
44
$60,000
$161,410
$0 $40,000 $80,000 $120,000 $160,000
Down Payment Assistance Program
Employee Housing Properties
Expenditure by Program –EE Housing
44
45
2020 Capital Projects –EE Housing
$200,000
$0 $50,000 $100,000 $150,000 $200,000 $250,000
Properties Repair and
Renovations - 2020
45
46
Supplemental Requests
46
Recommended
•COA HOA Dues: $25,000 (On-Going)
•Cleaning, Trash, Utilities Increase: $23,000 (On-Going)
47
47
Questions?
48
2020 BUDGET DEVELOPMENT
Information Technology (510 Fund)
OCTOBER 15, 2019Paul Schultz
49
What We Do: Technology & Support
49
IT Supports:
•386 Network Accounts
•243 Desktops, 219 Laptops, 58 Printers
•20+ Applications
•50+ Servers, Storage & Backup
•Help Desk: >5k Resolutions/Year
•10+ Miles Fiber Connecting 35+ Buildings
•Small Cell/5G City Team
IT enables City staff to do their best work!
50
What We Do: Cybersecurity
•Cybersecurity Training w/100% Compliance
(3rd year)
•Periodic phishing campaigns
•Implemented 24x7 network monitoring and
notifications (May 2019)
•Cybersecurity Audit in 2020 (last was 2016)
50
51
Strategic Alignment
51
•Improving public communication/information via
https://cityofaspen.com/
•Streamlining point-of-sale and web-based payment
transactions
•Assessing Smart Cities/Internet of Things solutions
Smart, Customer Focused Government
52
Strategic Alignment
52
•Improving broadband regionally
Fiscal Health & Economic Vitality
53
On the Horizon
53
•Network Resiliency & Functionality
•New City Offices: Data Center
•Cyber Security Upgrades
•Smart City
54
Revenues & Expenditures -IT
$2,369,740
$2,347,420
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
2018 2019 2020 2021 2022 2023 2024
Revenues Expenditures
54
Closely
Mirror One
Another
55
Fund Balance -IT
$539,180
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
2018 2019 2020 2021 2022 2023 2024
Fund Balance
55
56
Revenue Sources -IT
$10,340
$45,300
$81,500
$135,000
$2,097,600
$0 $1,000,000 $2,000,000 $3,000,000
Investment Income
Refund Of Expenditures - County
IT Fees (APCHA)
Community Broadband
General Transfers In
56
57
$83,030
$105,520
$147,220
$167,110
$171,510
$307,730
$342,830
$487,170
$0 $200,000 $400,000 $600,000
Phone Services
Community Broadband
Application Licenses
General Administrative
Help Desk
Workgroup Services
Transfers - Debt / Overhead
Network Services
Expenditure by Program -IT
57
7.00 FTE
58
2020 Capital Projects -IT
$15,000
$30,500
$35,000
$35,000
$37,500
$95,000
$287,300
$0 $100,000 $200,000 $300,000 $400,000
CBRS PAL Radio Spectrum License
Cybersecurity 2020
Water-to-ARC Microwave
Fiber-to-the-Premise (FTTP) Experiment
Streets SmartBunker
Fiber Optic Implementation - 2020
Network Services - 2020
58
59
59
Questions?
60
2020 BUDGET DEVELOPMENT
REMP (132 Fund)
OCTOBER 15, 2019Ashley Perl
61
REMP
61
Renewable Energy Mitigation Program
Development Fee
Residential and Commercial
Two Options: Fee or Mitigation
Intended Use of Fee:
Energy Efficiency
Renewable Energy
Protect our Environment
62
Revenues & Expenditures
Trends
$914,010
$1,945,400
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
2018 2019 2020 2021 2022 2023 2024
Revenues Expenditures
62
Affordable
Housing Energy
Improvements
Revenues are
difficult to
predict…
63
Fund Balance
$3,869,307
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
2018 2019 2020 2021 2022 2023 2024
Fund Balance
63
64
Expenditure by Program
64
2020 Requested Base Authority = $1,445,400
CORE: $1,300,000
o Grants
o Engagement
o Program Delivery
Climate Action Office: $145,400
o Energy Efficiency Programming
o Renewable Energy Programs 65
Supplemental Requests
65
Recommended:
•Energy Efficiency Upgrades -Affordable Housing: $500K (One-Time)
66
66
Questions?
67
Elected Officials Transportation Committee (EOTC)
Thursday, October 17, 2019 - 4:00pm
Location - City of Aspen Council Chambers
Host and Chair - City of Aspen
____________________________________________________________________________________
I. 4:00 - 4:10 PUBLIC COMMENT
(Comments limited to three minutes per person)
II.4:10 - 4:30 2019 EOTC RETREAT REVIEW
David Pesnichak, Transportation Administrator
Decision Needed: Acceptance of 2019 EOTC Retreat Outcomes
III.4:30 – 5:00 COMMUNITY FORUM TASK FORCE ON TRANSPORTATION
AND MOBILITY – PROPOSAL AND REQUEST
John Bennett and Cristal Logan
Decision Needed: Consideration for Inclusion with EOTC Work Plan
and Budget
IV. 5:00 – 6:00 2020 PROPOSED BUDGET
David Pesnichak, Transportation Administrator
Decision Needed: Approval of 2020 Budget
V.6:00 – 6:30 2020 EOTC WORK PLAN
David Pesnichak, Transportation Administrator
Decision Needed: Acceptance of 2020 Work Plan
VI.6:30 – 7:00 UPDATES-INFORMATION ONLY
A. TOSV TRANSIT STATION UPDATE
David Peckler, Town of Snowmass Village
*Next meeting is March 19, 2020 - Town of Snowmass to Host & Chair (TBD)
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ELECTED OFFICIALS TRANSPORTATION COMMITTEE (EOTC)
AGREEMENTS & DECISIONS REACHED
AT THE JUNE 20, 2019 MEETING
Location - Pitkin County
Pitkin County - Host & Chair
Elected Officials in Attendance:
Aspen - 4 Pitkin County - 4 Snowmass - 4
Torre Kelly McNicholas Kury Markey Butler
Ward Hauenstein Greg Poschman Tom Goode
Skippy Mesirow Steve Child Bob Sirkus
Rachel Richards Patti Clapper Alyssa Shenk
Absent: Ann Mullins, George Newman, Bill Madsen
______________________________________________________________________________
Agreements & Decisions Reached
PUBLIC COMMENT
Letter Submittal - Toni Kronberg provided a letter noting concerns with staff recommended
location of the proposed Dynamic Message Sign (DMS) on Highway 82.
Brush Creek PnR - FLAP Grant Improvements
David Pesnichak - Transportation Administrator
Pitkin County and the U.S. Forest Service applied for a FLAP grant to improve the Brush Creek Park and
Ride in 2017. The grant was awarded in 2018 with funding beginning in 2019. Design and permitting is
planned for 2019 and 2020. Construction is planned for 2021.
Project description includes:
○ Permanent restroom facilities with flush toilets
○ Water and wastewater facilities (well and septic)
○ Increase paved area for parking (pave recycled asphalt area)
○ Add security lighting
Mr. Pesnichak explained that at the March 21, 2019 EOTC meeting, the Committee decided to
pursue the “Mid-Station” location for the restroom facility and presented several items that were
in need of Committee input and direction. In addition, Mr. Pesnichak provided an overview of
the results of the May 2019 public opinion survey and an overview of the current design. Mr.
Pesnichak reviewed each of the decision items and the Committee voted on each one
individually. All votes were unanimous.
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Decisions Reached:
● Budget: Reallocate $70,000 of FLAP Matching Funds from 2020 to 2019 .
● Special Events / Flex Space: Pursue the Open concept .
● Snow Melt: Install in pavement snow melt system tubing through high traffic corridors of the
restroom platform. Install snow melt boiler if funds are available.
● Solar Panels: Include rooftop mounted solar panels to capture as much energy as possible on
the restroom building. Consider location, cost, and generation potential for ground mounted
tracking solar panel clusters. Provide visualizations of ground mounted panels at 70% plans.
● Sustainability: Design restroom building to meet or exceed LEED principles.
● Security: Consider the use of cameras and call boxes throughout the restroom platform and
parking area. Consider the feasibility of connecting the camera system into RFTA’s existing
network and the call boxes into the County Sheriff’s Office.
Dynamic Message Sign (DMS) and Park and Ride Name
David Pesnichak - Transportation Administrator
As a part of the EOTC budget, $450,000 has been allocated for 2019 to design and install a DMS on
upvalley Highway 82. This sign is to be installed downvalley of the Brush Creek Park and Ride in order
to convey messages to drivers related to parking, congestion, bus and vehicle travel times, and emergency
situations. The goal is to encourage drivers to utilize the Brush Creek Park and Ride to either carpool or
utilize the free bus to either Snowmass or Aspen. Mr. Pesnichak explained that this item was discussed by
the EOTC at their March 21, 2019 meeting, where several decisions were made as listed below.
● Pursue a “butterfly” design.
● Standardize the name to Brush Creek Park and Ride.
● Reallocate $400,000 for construction from 2020 to 2019 in order to allow the project to
move ahead as soon as possible.
● Go back to each jurisdiction with the following information to make a decision on
whether an 18 or 26-foot wide sign is appropriate:
○ Visualizations of both the 18-foot and 26-foot butterfly design sign.
○ Full list of messages to show how the messages are impacted by an 18-foot sign
vs. a 26-foot sign.
Mr. Pesnichak explained that as a result of the follow-up meetings after the March 21 EOTC meeting, it
became clear that further discussion was necessary regarding the proposed location of the DMS. As a
result, it is necessary that the EOTC discuss the staff recommended location of the DMS further before
pursuing the project further. The EOTC voted on the location of the DMS, which was unanimous.
Decision Reached: Locate the DMS approximately 1 mile downvalley from the Brush Creek
Park and Ride, moving the sign as far downvalley as possible (likely a couple hundred feet)
and still maintain adequate sight distance. Examine coating options as permitted by CDOT to
soften the look of the plain steel structure.
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VI. UPDATES & FUTURE AGENDA ITEMS
● EOTC Retreat - David Pesnichak - Transportation Administrator
Feedback provided by Committee: Provide packet of materials prior to retreat,
extend planned time for the retreat to 4pm.
● Town of Snowmass Village Transit Station Update - David Peckler - Town of Snowmass
Village, Transportation Director
● RFTA Ballot Measure 7A and RFTA Board Retreat - David Johnson - RFTA, Director of
Planning
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AGENDA ITEM SUMMARY
EOTC MEETING DATE: October 17, 2019
AGENDA ITEM TITLE: EOTC Retreat Report and Next Steps
STAFF RESPONSIBLE: David Pesnichak, Transportation Administrator
ISSUE STATEMENT: On August 7, 2019, the EOTC held a 1-day retreat. The retreat facilitator,
Stephanie Zaza, compiled a final report that contains a summary of the day, including key discussion
points, recommendations and compilation of raw feedback. Staff are requesting any comments and/or
feedback on the report to ensure that this record is accurate. In addition, with the retreat and report
complete, Staff will review the next steps and moving forward based on the direction from the retreat.
BACKGROUND: The purpose of the retreat was to develop strategic planning elements that will guide
future EOTC efforts. The goals of the retreat were to:
1. Establish a baseline understanding of the EOTC purpose, requirements, structure, funding
and operations;
2. Identify the strengths, weaknesses, opportunities and threats facing the EOTC today, and
3. Create a priority list of themes, major topics, and projects to help guide the EOTC’s next
steps and vision.
The retreat was broken into three main sections in order to accomplish these goals:
1. Presentation by the Regional Transportation Administrator:
• EOTC history, accomplishments, current operating procedures
• Budget and decision-making
• Entrance to Aspen Record of Decision overview
2. Strengths, Opportunities and Challenges Analysis
3. Identification and Prioritization of Transportation Projects and Themes
While a significant amount of information was collected and documented during the retreat that work
toward the development of a full strategic plan, direction from the Committee was clearly to focus
initially on 1) EOTC governance and decision making, and 2) updating EOTC plans and governance
documents.
With this direction, Staff recommends the following approach in 2020.
-EOTC governance and decision making – Led by the jurisdictional managers with the support of
EOTC staff, each elected body will work to identify recommendations to address the decision
making process. While discussions will be with the individual bodies, the managers and EOTC
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staff will ensure coordination across all three jurisdictions. The purpose of these conversations are
to vet options and address the decision making process. Conversations are anticipated to begin in
the winter of 2019 / 2020. The full EOTC will have the opportunity to review and discuss the
decision making update at the March 2020 meeting.
-Develop Strategic Plan – Utilizing the information received from the EOTC retreat, EOTC Staff
will draft a strategic plan and outline key policies for EOTC consideration. Development of the
strategic plan is to take place simultaneously with the decision-making policies update. This draft
plan and decision-making policies update will be reviewed in a dedicated EOTC meeting in
March 2020.
- Update Comprehensive Valley Transportation Plan (CVTP) – Following agreement on a new
EOTC strategic plan, the EOTC will dive into an update to the CVTP. Due to the nature of the
CVTP, Staff recommends this document be updated in a mini-retreat to be held in either the
summer or fall of 2020 depending on the progress of the strategic plan.
Looking out to 2021, Staff foresees the following steps to continue building from the strategic plan,
decision-making process discussions and updated CVTP:
- Update EOTC 1993 IGA based on new strategic plan, updated CVTP, and updated decision-
making policies.
- Develop new budget framework based on new strategic plan, policies, and updated CVTP. This
framework is anticipated to reinforce, amend, or replace the existing Savings Fund structure.
Attached is the final report submitted by the EOTC retreat facilitator, Stephanie Zaza. In addition, a draft
2020 / 2021 EOTC Work Plan and Meeting Schedule is attached. This Work Plan is anticipated to
accompany the 2020 EOTC budget and has been included to illustrate how the strategic plan, decision-
making, and CVTP conversations fit with other obligations for the EOTC in the coming years.
BUDGETARY IMPACT:
None. For review and feedback only.
RECOMMENDED ACTION:
1.Provide comments and/or feedback on the EOTC retreat report to ensure that this record is
accurate.
2. Provide comments and/or feedback on the staff suggested next steps following the EOTC
retreat.
ATTACHMENTS:
1.Retreat report submitted by EOTC retreat facilitator, Stephanie Zaza.
2. 2020 Draft EOTC Work Plan and Meeting Schedule
6
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Elected Officials Transportation Committee
Pitkin County, Colorado
Report of August 7, 2019 Strategic Planning Retreat
Submitted by Facilitator Stephanie Zaza
August 29, 2019
Attachment 1
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Attachment 1
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EOTC Retreat Report August 29, 2019
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Background
This facilitation agreement was to accomplish a 1-day strategic planning retreat with the 15-member
Elected Officials Transportation Committee (EOTC). The EOTC is comprised of the Pitkin County
Commissioners, the Aspen City Council, and the Snowmass Village Town Council (5 members each). The
EOTC was formed in 1993 to oversee the implementation of a 0.05% sales and use tax provided for mass
transportation activities in the upper Roaring Fork Valley.
The sponsor of the retreat is the Regional Transportation Administrator, David Pesnichak, in
collaboration with the three jurisdictions’ managers and transportation leads. The EOTC sought to
improve both their governance processes and strategic decision-making capabilities. The first step in
this improvement was to hold a special all-day meeting (i.e., a retreat) of the EOTC, the goals of which
were to:
1.Establish a baseline understanding among the EOTC members of the EOTC purpose,
requirements, structure, funding and operations;
2.Identify the strengths, opportunities and challenges facing the EOTC today; and,
3.Create a priority list of themes, major topics, and/or projects to help guide the EOTC’s next
steps and vision.
Retreat Preparation
Preparation for the retreat (January – July 2019) included a series of meetings to clarify the goals,
identify the types of activities to best meet those goals and that would be acceptable to the EOTC
members, and develop the agenda. Each discussion led to important clarifications and refinements of
the agenda which was finalized and reviewed with the EOTC members during their regular meeting in
June 2019. The final agenda is attached (Attachment A), and included three segments:
1.Presentation by the Regional Transportation Administrator:
•EOTC history, accomplishments, current operating procedures
•Budget and decision-making
•Entrance to Aspen Record Of Decision overview
2.Strengths, Opportunities and Challenges Analysis
3.Identification and Prioritization of Transportation Projects and Themes
In addition to the agenda, the Regional Transportation Administrator prepared a substantial package of
written materials (https://pitkincoco.civicclerk.com/Web/GenFile.aspx?ad=6339) providing information
similar to the planned presentation topics and adding important demographic information about the
Roaring Fork Valley. These written materials were provided as pre-retreat reading materials to the EOTC
members 10 days prior to the retreat.
Retreat Participants
The retreat was held on August 7, 2019. Participants included EOTC members, jurisdictional managers,
and jurisdictional staff with transportation-related duties. Guests included leadership staff from the
Roaring Fork Transportation Authority (RFTA), Aspen Skiing Company and members of the public. Staff
and guests were invited to participate in the exercises. There was no public comment period. The
participant list is attached (Attachment B).
Attachment 1
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Summary of and Findings from Retreat
Session 1: Presentation
The presentation was well-received and served to provide level-setting information to the diverse
membership of the EOTC, some members of which have extensive experience and familiarity with
transportation issues and the history of the EOTC, and some members of which are new to government
service and decision-making about transportation issues. The presentation session offered the
opportunity for clarifying questions and answers, and the EOTC members took advantage of this time to
help each other understand the relevant issues facing the EOTC.
Session 2: Strengths/Opportunities/Challenges Analysis
The Strengths/Opportunities/Challenges session included three segments. First, participants were asked
to work individually to think about 1) why they ran for office; 2) their highest priority for
accomplishment during this term of office; and 3) how transportation is related to that priority. This
exercise was not meant to result in information shared with other participants, but to get each EOTC
member thinking about how transportation issues are related to most other responsibilities and
jurisdictional business.
The EOTC-member participants were then divided into three small groups of 4 or 5 members each. Staff
and guests were invited to form a fourth group. These small groups were asked to spend 30 minutes
discussing the strengths, opportunities, and challenges facing the EOTC and to document their
discussion on a simple worksheet. Small groups were reminded to consider both internal and external
issues, and to consider the regional nature of transportation issues in the Roaring Fork Valley.
For the final segment, all the participants re-convened and each small group reported their findings
which were documented on flip charts. The discussion of the full group included consolidating the
findings across groups. The discussion is summarized; tables with the specific responses are provided in
Attachment C, Tables 1-3.
Strengths: Several responses indicated a history of recognizing and appreciating the regional
nature of transportation as a strength of the EOTC. The development and strong history of a
regional transportation authority with high levels of current support, the regional nature of the
Comprehensive Valley Transportation Plan, a common purpose to address quality of life were
provided as examples of this strength. The governance, leadership, and staffing of the EOTC
were also identified as a strength, with dedication and a history of multi-jurisdictional decision-
making provided as examples. A third strength, history and legacy, expanded on these ideas,
with the extant governing documents, and history of successful action, consensus and
agreement provided as examples. Finally, the existence of a stable funding source and structure
was identified as an important strength.
Opportunities: The EOTC had a rich conversation about opportunities that was modified by the
recognition that each opportunity also poses numerous challenges. They also recognized that
many of the strengths identified above also serve to open opportunities for future action. In
particular the strengths of a regional approach, a strong staff and governance structure, and a
history of success provide opportunities to expand regional thinking and projects, improve
governance especially in the area of strategic decision-making and priority-setting, and working
with staff to review and update governing documents where needed.
Attachment 1
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3
In addition, opportunities in the areas of emerging technology, improved communication, and
the use of multiple transportation modalities to change behavior were highlighted in the
discussion. Specific areas of opportunity, such as improving airport connectivity and taking
advantage of excellent Colorado Department of Transportation (CDOT) resources were also
raised.
Challenges: Each of the opportunities above also generated discussion about the challenges
posed to accomplish work in those areas. For example, expanding the EOTC to include broader
regional input and/or representation requires difficult changes to governance and relationship-
building. Expanding first/last mile transportation connectivity is critical to change people’s
behavior but can be difficult to implement, and behavior change is – in and of itself – difficult to
accomplish. While the EOTC’s governance has been a strength and was recognized as an
opportunity to accomplish even more, the ongoing challenge of clarifying how decisions are
made was recognized as an important first step, especially when determining how to
“complete” the work of improving the Entrance to Aspen within the confines of the current
Record of Decision.
In addition, unique challenges were identified. Changes to the EOTC funding and the expense of
remaining projects are a challenge, as are the challenge of Roaring Fork Valley topography, and
newer emphases on resiliency, emergency management, and climate-change.
Unprompted, the participants recognized several themes that cut across the strengths, opportunities,
and challenges they face:
• Regionalism
• Governance
• Funding (internal/external)
• Community-wide outreach/communication
• Technology
• Behavioral change
• Entrance to Aspen
o Funding
o Record of Decision
o Comprehensive Valley Transportation Plan
• Resiliency
• Multi-modal methods
• 1st/Last mile
• Environmental impacts and improvements
And finally, several issues were highlighted as constituting values and/or decision-making criteria rather
than strengths, opportunities or challenges per se. EOTC members reiterated that they want to assure
that their decisions consider:
• The quality of life of residents
• A top-line experience for visitors
• Community resilience in emergencies
• Care of the environment
Attachment 1
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EOTC Retreat Report August 29, 2019
4
• Equity of access, proximity, cost, ease, and convenience to meet the transportation needs of all
people
• The entire region’s needs
• Aesthetics appropriate to the natural environment
• Practicality and feasibility
• A holistic approach recognizing the relationship of transportation to other goals
Session 3: Transportation Project Identification, Categorization, and Prioritization
The final session of the retreat also included three segments. First, the participants were again asked to
work individually. Given a small Post-It™ notepad, each member was asked to write down as many
EOTC-related or transportation projects as possible, one per note. They were reminded to consider the
work from Session 2 – especially the themes they identified, and the criteria for identifying and selecting
projects that emerged from the conversation.
The small groups then reconvened for 30 minutes to share their individual ideas, group them into
themes, and name each theme. Each group placed the related Post-It™ notes on a single flip chart page
and wrote the theme across the top. The flip chart pages were then posted around the room.
During the final segment of this session, each small group reported their themes and individual projects.
The full group of participants then worked to consolidate the themes and re-group the individual
projects. Five major themes emerged, with multiple projects listed under each theme. Sub-groups of
projects shown in the tables below were created by the facilitator following the retreat, in order to
provide a summary. Comprehensive lists of the specific projects as described by the participants are
provided in Attachment D, Themes 1-5.
1. Projects that address EOTC Governance fell into 6 sub-groups; the sub-groups and number
of specific projects mentioned (including duplicates) are shown.
Specify the EOTC decision-making process 8
Restructure the EOTC budget 6
Regionalize the EOTC 4
Create an EOTC executive committee 3
Market transportation-related decision making 2
Restructure the EOTC meeting schedule 1
2. Projects requiring the Revision of Existing Plans and Governing Documents fell into 3 sub-
groups; the sub-groups and number of specific projects mentioned (including duplicates) are
shown.
Revise the Comprehensive Valley Transportation Plan (CVTP) 9
• Include airport-specific plans 2
• Include holistic approach with zoning 2
Complete the Entrance to Aspen Improvements 5
Create separate regional plan and ways to influence 3
Attachment 1
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EOTC Retreat Report August 29, 2019
5
3. Projects that attempt to Change Behavior by Providing New/Alternative Modes of
Transportation fell into 3 sub-groups; the sub-groups and number of specific projects
mentioned (including duplicates) are shown.
4. Infrastructure projects were numerous, many suggested by staff. Several sub-groups
emerged:
Improve roads, lanes, bridges, and parking lots 9
Implement electrification infrastructure (buses, personnel,
charging stations)
5
Implement specific improvements at the airport 4
5. Pedestrian and Bicycle projects were suggested to achieve the goal of fully walkable Aspen
and Snowmass Village cores:
Bike-specific improvements 4
Trail and connectivity improvements 4
Bus-specific improvements to enhance walking-biking 2
The session concluded with each EOTC member identifying her/his top two priorities among the 5
theme areas. The results of this exercise were:
Themes Priority Votes
Governance projects 11
Plans and Governing Documents projects 9
Mode Shift/Behavior Change projects 4
Infrastructure projects 3
Pedestrian and Bike projects 0
Create incentives by:
• Improving Park-and-Ride lots 4
• Using technology and apps to shift modes 4
• Increasing ridesharing options 3
• Providing on-demand services and shuttles 2
• Focusing on first/last mile 2
• Expanding Downtowner 1
Create disincentives (paired with a project to create incentives) by:
• Enforcing HOV lane restrictions 2
• Discouraging school driving 1
Improve knowledge through communications, marketing,
and market segmentation
5
Attachment 1
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EOTC Retreat Report August 29, 2019
6
Recommendations
1.The output from the retreat provides a substantial base of information from which the Regional
Transportation Administrator can begin drafting a strategic plan. An analysis of the retreat output
can be used to develop the following elements of a strategic plan:
•Mission Statement: The existing mission statement was provided and discussed, without a
strong need for revising the statement identified.
•Mid- to Long-Term Vision: The highest priority transportation needs identified were reviewing
and revising (where necessary) the Comprehensive Valley Transportation Plan, and the related
work of “completing” the Entrance to Aspen improvements. Issues of creating options that
incentivize behavior change were also frequently identified as important and should be built
into revised plans. At the same time, the EOTC recognizes that work on more immediate
projects will generate community buy-in and support. These elements could be crafted into a 5-
year vision statement for the EOTC’s consideration.
•Values and Criteria for Decision-Making: Especially during the Strengths, Opportunities, and
Challenges exercises, the EOTC raised several issues that can be used to articulate the values
important to transportation decision-making. These can be crafted into specific “guiding
principles,” “values,” or “decision-making criteria” that can be included in a strategic plan.
•Goals, Strategies and Tactics: During the session to identify and set priorities among EOTC-
governance projects and transportation-specific projects, the EOTC members provided
numerous ideas that can be sorted into goals, strategies and tactics. These initial ideas can be
further shaped into specific goals, strategies, and prioritized lists of projects. To monitor
progress, measurable objectives should be developed at the strategy level, and outcome
measures and milestones at the tactical level.
•Implementation Plan: The retreat did not result in a specific timeline for activities, but an
annual implementation plan can be developed based on the priorities set by the EOTC
members.
2.The emphasis and priority placed on improving the EOTC governance, especially with regard to
decision-making structure and process, can be addressed through the process of developing the
strategic plan.
•Use a structured decision-making process to clarify:
o The staff role to analyze and present options and operational considerations; and
o The EOTC role to provide a decision based on that analysis
•Once comfortable with the structured decision-making process, create a schedule to address
upcoming decisions. The 5-year strategic plan and implementation plan will consist of all the
previous elements, plus this schedule. Update the plan with respect to successes each year.
Attachment 1
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A-1
Attachment A
EOTC Retreat Agenda
August 7, 2019
Aspen Meadows Resort
Time Topic Outcome
8:15-8:30 Gathering, coffee, mingling
8:30-8:45 Introductions, Overview of Retreat agenda, Ground Rules Participants agree to process and
expected outputs of the day’s work
8:45-10:00
Presentation
•EOTC History, Accomplishments
•Current Operating Procedures and Role of New
Coordinator
•ETA ROD overview
•Environmental scan
1.Participants are familiar with
the purpose, requirements,
structure, funding and
operations of the EOTC
2.Participants have an
environmental scan to use
during the SOC analysis
10:00-10:15 Break
10:15-12:30
Strengths/Opportunities/Challenges (SOC) Analysis
•Individual work (10 minutes): Personal vision
•Small group work (30 minutes): SOC
•Full group (90 minutes):
o Report out from small groups
o Consolidate and prioritize within each SOC category
1.Main categories of strengths,
opportunities and challenges
2.Specific strengths,
opportunities, and challenges
within each category
12:30-1:00 Lunch
1:00-1:15 Review SOC and how to use it for the next exercise
The SOC will be well understood as
a tool for identifying a priority goal
and transportation projects to
achieve that goal
1:15-3:45
Identification of Transportation Projects and Themes
•Individual work (10 minutes): Write top 5 – 8 very
specific transportation projects on sticky notes
•Small groups (30 minutes): sort and group sticky notes
into themes – give each group a theme title; post
themes and projects around the room; consolidate
across groups
•Full group (105 minutes): prioritize themes and projects
1.Participants produce a priority
list of themes/major topics that
can be used by staff to develop
a strategic vision statement
2.Participants produce a priority
list of projects that can be used
as a starting point for EOTC
future decision-making
3:45-4:00 Wrap-Up and Next Steps
Facilitator will provide a summary
of the day’s work and outline of
next steps to be executed by staff
and EOTC members
Attachment 1
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A-2
Attachment 1
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B-1
Attachment B
EOTC Retreat
Participants
Category Name Title
EOTC Member
Tom Goode
Bill Madsen
Alyssa Shenk
Bob Sirkus
Town of Snowmass Village – Council Members
Steve Child
Patti Clapper
Kelly McNicholas Kury
George Newman
Greg Poschman
Pitkin County – County Commissioners
Torre
Ward Hauenstein
Ann Mullins
Skippy Mesirow
Rachel Richards
City of Aspen – Council Members
Staff and Invited
Guests
Trish Aragon City of Aspen – City Engineer
Dan Blankenship RFTA – CEO
David Johnson RFTA – Planning Director
Clint Kinney Town of Snowmass Village – Town Manager
John Krueger City of Aspen – Director of Transportation
Michael Miracle Aspen Skiing Company – Director of Community Engagement
Mitch Osur City of Aspen – Director of Parking and Downtown Services
Sara Ott City of Aspen – City Manager
Jon Peacock Pitkin County – County Manager
David Pesnichak EOTC – Regional Transportation Administrator
Kara Silbernogal Pitkin County – Policy and Project Manager
Michael Yang RFTA – Chief Financial & Administrative Officer
Members of the
Public
Toni Kronberg
Eduard Oliemans
Attachment 1
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B-2
Attachment 1
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C-1
Attachment C
Strengths, Opportunities and Challenges
Raw Input from Session 2
Table 1. Consolidated Strengths by Theme
Theme Individual Responses
Regional Approach
Regionalism/understanding that regional needs are similar
RTA, RFTA, passage of issue 7A, extant park-and-ride lots
History of the Comprehensive Valley Transportation Plan
Common purpose to focus on quality of life for residents and visitors
Contribution of WeCycle
New CDOT executive director
Governance, Leadership and
Staffing
Independent regional transportation coordinator + jurisdictional staff
Leadership
Dedication of staff and elected officials
History of multijurisdictional decision-making
History and Legacy Legacy/history of successful action, consensus and agreement
Existence of Records of Decision
Funding Source and
Structure
Existing stable funding source
Structure of sales and use tax
Attachment 1
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C-2
Table 2: Consolidated Opportunities by Theme
Theme Individual Responses
Regional Approach
Grand Avenue “experiment” (getting people to use bus during bridge
replacement)
Housing near workplace
Explore RFTA as multimodal solution
EOTC improve multi-modal all options
Regionalism
Unified regional agreement on priorities
Technology
Electrification and advancing on climate goals
Technology innovations
Apps
Broadband and telecommuting
Communications Consistency in messaging
Better public awareness and building community awareness
Governance
Create executive EOTC committee
Include downvalley municipalities
Leadership and history
EOTC decision process/prioritization for projects and $$
Group policy direction regarding transportation and more
Governing Documents
Update comprehensive plan
Complete Entrance to Aspen
Multi-modal entrance to Aspen
HOV Lane opportunity for other vehicles
Airport Connectivity
Shared airport shuttles/luggage
Address airport connectivity
Airport improvement process
Mode Shift
Commuter trails, electric bikes/safety
Mode shift goal
Destination specific shuttles
1st/last miles
Opportunities for experiment (downtowner)
Coordinate taxi companies
Improving commuter/skier use at Buttermilk
Tiehack bridge and school traffic
Pet/family friendly for commuters (strollers/pets and transit)
Behavioral psychologists
Upper valley mobility plan and EOTC
Behavior change
CDOT CDOT funds for multi-modal
CDOT 2040 plan and need in the plan
Attachment 1
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C-3
Table 3. Consolidated Challenges by Theme
Theme Individual Responses
Regional Approach
Housing near workplace; dispersed work locations
Growth; private property valley-wide
Brush Creek P&R future
Buy-in/collaboration down valley (including $)
Not inclusive of all jurisdictions (representative of all users of EtoA)
River Road, McClain flats and others not in plan
Valley-wide congestion
Regionalism
Lack of clarity on various community’s will/priorities
Snowmass connectivity (down and up valley)
Behavior Change <-->
Mode Shift
1st/last miles
Process of behavior change; different life circumstances
Framing of various transportation efforts
Trade worker behaviors
Community workforce
Mode shift and unintended consequences/induced demand
Funding changes
EOTC relevance and use tax changes
Costs of electrification
New state law – use/sales tax collection rules
How EOTC funds are split/lock box
Lock box concept vs EOTC mission
EOTC decision-making Federal leadership/consistency
EOTC governance/decision-making
Resiliency
Winter access/egress
Do emergency management needs change environmental conditions
for ROD
Topography Topography
Entrance to Aspen School traffic
Funding and political will
Attachment 1
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C-4
Attachment 1
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D-1
Attachment D
Specific Projects by Theme
Raw Input from Session 3 and Sub-Theme Analysis
Original projects were identified by individual EOTC members and subsequently grouped into themes
through the small group and full group facilitated projects. Sub-themes were derived and assigned by
the facilitator/consultant following the retreat to provide a summary report and are shown here for
transparency, review and reassignment as desired by the EOTC and staff.
Theme 1: Governance
Original Individual Projects Sub-Themes
Increase EOTC transparency to public (i.e., purpose, successes,
challenges, CVTP, etc) Market the EOTC
More press releases and activity about transportation
Bring new entities into EOTC without duplicating RFTA; regional
EOTC valley-wide
Regionalize the EOTC Encourage other municipalities to join EOTC
Scope of RFTA
Include other jurisdictions (down valley)
Governance/exec board or advisory board
Create EOTC Executive Committee Executive committee to meet more often for EOTC
Create executive committee and working groups
Evaluate internal collections changes (change 81.04/18.96%
formula…)
Restructure EOTC Budget Process
Savings/decision making
Better idea of where the money will come from for all these ideas
Funding priorities
Future of EOTC re change to funding
Budget/lockbox
Decision making
Specify EOTC decision-making
process
Future of EOTC re changes of purpose
Structure
Governance improvement for decision making
Decision making process
EOTC board as final authority body
Prioritize transportation projects
Set and agree on priorities (operational and capital)
Create shared goals with respect to mode shift and regional plans
Meet more often to hash out goals, future plans (more than 4
times a year)
Restructure EOTC meeting
schedule
Don’t forget the Brush Creek IGA ?
Governance N/A
Attachment 1
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D-2
Theme 2: Plans and Documents
ETA proceed with ROD: bargain/compromise with transit/autos
similar to successful parkway rail/parkway vote, including
improvements for drivers and transit Complete the Entrance to Aspen
Improvements Entrance to Aspen
Prep work for CDOT 2040 for Entrance to Aspen
Determine a clear direction for the ETA
ETA final design
Convene an EOTC process to review and compare our current
master plan with the upper valley mobility report and include 1
proponent of big innovation and 1 of historical reality → outcome
→newly aligned master plan
Revise CVTP
Revisit/revise CVTP (regionalism)
Review/rewrite CVTP
Re-evaluate update the CVTP
CVTP update
Update CVTP to reflect current reality and projections
Realign governing documents into new prioritized plan with
projects
Examine and update CVTP and governing docs
Utilize community forum recommendations for 5-year planning
infrastructure for 10+ year planning
Transportation at new airport: options, minimal impact on traffic
and environment; efficient and many others Revise CVTP (include airport-
specific plans) Influence a great airport transportation plan
Link land use to transportation planning Revise CVTP (include holistic
approach to zoning) CVTP in relation to regional housing
Identify non-EOTC jurisdiction improvements that are critical for
the success of regional system. Estimate their cost and their value
to the greater system as a way to think about cost-sharing Create separate Regional plan and
ways to influence Regional first/last mile planning (or investments)
Coordinate transit efforts with downvalley activities
Induced demand: real of fake news? Implications on traffic,
congestion, parking and quality of life
Misc
To fix/solve the public transit paradox (the more successful public
transit becomes the more chronic stress is placed on downtown
Aspen)
ROD
Evaluate up valley Maroon Creek roundabout BRT dropoff
Strike the “/or” from mission statement of EOTC
Identify equity obstacles (e.g., people with private parking in
Aspen) (Criteria/values)
Climate action plan in guiding principles
Attachment 1
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D-3
Theme 3: Mode Shift and Behavior Change
Make the intercept lot a place you want to stop and need what it
offers
Create incentives (P&R) Increased usage of Brush Creek P&R – yielding less traffic and
congestion and less demand on parking
Encourage facilitate utilizing park-n-rides
Amenities at the intercept lot
Mode shift/plans: destination specific shuttles; shared hotel
shuttles; manage/discourage school driving Create incentives (Shuttles)
On demand services
Last mile options Create incentives (first/last mile) First mile last mile connection
HOV lane enforcement with ridesharing app
Create incentives (ridesharing) Ride sharing
Ride hailing
Expand downtowner Create incentives (Downtowner)
Integrated apps for transit/modal user
Create incentives (tech/apps)
App to see and pay for transportation
Real time reliable bus connectivity via transit app
Use RFTA tech experience to build apps for transport
infrastructure
Discourage school driving Create disincentives (School
driving)
HOV enforcement Create disincentives (HOV
enforcement) HOV lane enforcement with ridesharing app
Mode shift/communication
Improve knowledge
(Communications and Marketing)
Communication: create public buy-in/understanding of shared
goals and change sacrifices needed
Better understand who we are trying to impact
Examination of motivating behaviors of transportation users and
redirection options
Social engineering: how to make people change behaviors to
advance goals of EOTC
Tragedy of the commons; the wages of success (price of inaction) ?
To fix the public transit paradox (= the more successful public
transit becomes the more chronic stress is placed on Aspen’s
downtown streets
?
Build happiness into transit
(criteria/values) Balancing growth driven tourism $ regarding economy with
limited resources degraded quality of life
Quality of life valley-wide
Attachment 1
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D-4
Theme 4: Infrastructure
Fleet electrician
Implement electrification
infrastructure (buses, personnel,
charging stations)
Autonomous vehicles buses
Electric vehicles
EV charging stations
Successful implementation of better electric buses
Build/convert transit stop at airport to Aspen and Snowmass
Implement specific improvements
at the airport
Create baggage drop system for airport
Create a shuttle between airport and Aspen/Snowmass to replace
hotel vans
AABC/Airport to/from Aspen core (and SMV) frequency and
convenience
Better use of existing bus lanes in and out of Aspen
Improve roads, lanes, bridges, and
parking lots
Cemetery lane roundabout
New bridge
Identification and prioritization process for TSP/queue jumps at
congested intersections
Brush Creek parking expansion with higher frequency shuttle
service to/from Aspen and SMV
8th Street/Maroon Creek transfer find solution
Extend car 4-lane from ABC to Buttermilk light (Basalt to
Buttermilk ROD)
Bigger and better P&R lots downvalley (Aspen Village, Old
Snowmass, Two Rivers West, Catherine, ??)
Pursue new ROD: split S curves solution to entrance outbound on
existing inbound or near access Marolt (Entrance to Aspen ROD)
Theme 5: Pedestrian/Bike Projects
Dogs, bikes and strollers for buses Bus-specific improvements to
enhance walking-biking First and last mile solutions to all BRT stations
Electric WeCycle
Bike-specific improvements WeCycle station at Buttermilk
WeCycle e-bike transition
Increased safe usage of e-bikes not only for 1st and last mile
Allowed uses of Rio Grande Trail
Trail and connectivity improvements Buttermilk to Truscott bike/ped trail on upvalley side
Buttermilk underpass
Brush Creek P&R connector to ABC trail system
Elderly last mile options (criteria/values)
Explore how to arrive at a fully walkable Aspen/SMV core with
equity and convenience; including bike and electric on demand
shuttle
(goals)
Attachment 1
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EOTC Work Plan and Meeting Schedule
2020
Action Responsible Party Timeline Expected Outcome
Development of Strategic
Plan
Initial Development: Staff
Amendment/Approval: EOTC
-Spring 2020 Mtg.
-All Year
Develop a Strategic Plan for EOTC
Develop Updated Decision
Making Policies
EOTC w/ Jurisdiction Managers
and EOTC Staff
Winter 2019/2020 Develop Updated EOTC Decision Making
Policies
Update Comprehensive
Valley Transportation Plan
(CVTP)
EOTC w/ Staff Support -Summer/Fall 2020
Mini-Retreat
-All Year
Develop Updated CVTP
Pursue EOTC Budget
Mitigation
Staff w/ EOTC Guidance -Fall 2020 Mtg.
-All Year
Determine Feasible Option to Mitigate the
Effects of Sales and Use Tax Collection
Changes.
Brush Creek PnR:
70% and 95% FLAP
Plan Review
Develop Vision
Profile
Develop Operations
Plan
Update Cost Analysis
EOTC w/ Staff Support
EOTC w/ Staff Support
Staff w/ EOTC Guidance
Staff w/ EOTC Guidance
70% Review: Spring 2020
95% Review: Fall 2020
Spring 2020
All Year
All Year
Review and Approve Brush Creek PnR
Plans for 2021 Construction.
Develop Vision for Brush Creek PnR
Develop Operations Plan Based on FLAP
Plans and Vision Discussion.
Update Cost Analysis for 2021 Budget
Cycle to Include FLAP Improvements
Develop Dynamic Message
Sign (DMS) Operations and
Management Plan
Staff Prior to DMS Installation Develop DMS Operations and
Management Plan for Ongoing
Operations.
Participate in Snowmass
Transit Center, Airport, and
Regional Transportation
Planning / Visioning
Staff and EOTC, as Appropriate All Year Participate in Transportation Related
Planning and Visioning, as Appropriate.
Attachment 2
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2021
Action Responsible Party Timeline Expected Outcome
Continue / Finalize Strategic
Plan and CVTP, as
necessary
EOTC w/ Staff Support All Year, as Needed Finalize Strategic Plan and CVTP
Update EOTC IGA based on
Strategic Plan and
Incorporate Updated CVTP
Initial Development: Staff
Amendment/Approval: EOTC
All Year Update 1993 EOTC IGA Based on
Updated Strategic Plan and CVTP
Develop Budget Framework
based on Strategic Plan and
CVTP
Initial Development: Staff
Amendment/Approval: EOTC
All Year Develop Budget Framework to Guide
EOTC Spending Based on Updated
Strategic Plan and CVTP
Participate in Snowmass
Transit Center, Brush Creek
PnR Development, Airport,
and regional transportation
planning / visioning
Staff and EOTC, as Appropriate All Year Participate in Transportation Related
Planning and Visioning, as Appropriate.
2020 Work Schedule and Meeting Dates
Regular Meetings:
March 19, 2020 (Snowmass) - Strategic Plan Focus
April 30, 2020 (PitCo) - Brush Creek PnR Focus (70% Plans and Visioning)
October 29, 2020 (Aspen) - Budget Focus
Mini-Retreat:
Summer/Fall - Strategic Plan and CVTP Focus
Fall / Winter 2020:
Additional EOTC Meeting, if necessary, to complete CVTP and Strategic Plan / Release of Draft Strategic Plan and CVTP
Attachment 2
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AGENDA ITEM SUMMARY
EOTC MEETING DATE: October 17, 2019
AGENDA ITEM TITLE: Proposed 2020 Budget
STAFF RESPONSIBLE: David Pesnichak, Transportation Administrator
ISSUE STATEMENT: Attached for review and approval is the Proposed 2020 Budget. The routine line
items and new requests for the Proposed 2020 Budget are discussed below. In addition, this memo
discusses the impacts and recommended next steps to respond to the changes in State law regarding sales
and use tax collections.
BACKGROUND: As the EOTC is aware, HB19-1240 - Sales and Use Tax Administration - came into
effect on June 1, 2019. This new State law is the result of the Supreme Court South Dakota vs. Wayfair
decision that requires all retailers, including out-of-state retailers that do not have a physical presence in
Colorado, to collect state and local sales tax at the point of delivery.
With retailers now collecting at the point of delivery, there will be less collection of use taxes and
increased collections in sales taxes. While this new law is likely to result in an overall increase in sales tax
revenues at the jurisdictional level, it has significant implications to the EOTC budget and use tax
appropriations. As a reminder, EOTC sales and use tax revenues have the following distribution:
•EOTC retains 100% of funds generated by the Transit Use Tax
•EOTC retains only 18.96% from the Transit Sales Tax – the remaining 81.04% is
allocated to RFTA per the 2004 ballot measure
As a result of this distribution, the anticipated decline in use tax revenues will be entirely shown in the
EOTC budget while only a portion of the increase in sales tax revenues will be reflected. Since 81.04% of
the Transit Sales Tax revenue is allocated to RFTA per a voter-approved measure, any change to this
allocation will require an additional vote.
As the law just went into effect June 1, 2019, Staff only has a couple months of sales and use tax data to
make predictions for the 2020 budget year. With the delays in tax reporting from the State, the first
indicators of the impact started to come available in mid-August 2019. Based on the changes seen to date,
between 2018 and 2020 we are anticipating a 63% decrease in use tax revenues and a 12.7% increase in
sales tax revenues to the 0.5% Transit Sales and Use Tax.
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EOTC Revenue Sources – 2018 & 2020
Revenue
Destination
2018 Revenue 2020 Revenue Dollar
Change
Percent
Change
Pitkin County
0.5% Transit
Sales Tax
RFTA
(81.04%)
$4,594,862 $5,178,410 $583,548 12.7%
EOTC
(18.96%)
$1,075,007 $1,211,533 $136,526 12.7%
Pitkin County
0.5% Transit
Use Tax
EOTC $1,484,002 $550,000 - $934,002 - 63%
Investment
Income
EOTC $166,211 $252,213 $86,002 51.7%
Total EOTC
Annual
Revenues
EOTC $2,725,220 $2,013,746 - $711,474 - 26.1%
Note: For comparison purposes, 2019 was not included since the law went into effect mid-year.
$0.00
$1,000,000.00
$2,000,000.00
$3,000,000.00
$4,000,000.00
$5,000,000.00
$6,000,000.00
$7,000,000.00
2017 2018 2019 2020 2021 2022 2023 2024
EOTC Revenues Compared to RFTA 1/2% Pitkin County Transit
Sales Tax (81.04%) Revenues
Note: 2019 -2024 are projected revenues
Transit 1/2% Sales Tax - RFTA (81.04%)Transit 1/2% Sales Tax - EOTC (18.96%)
Transit 1/2% Use Tax - EOTC (100%)EOTC Investment Income
Total EOTC Revenues
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The calculations above are the County’s formal projections developed in conjunction with its Financial
Advisory Board. Use tax collections have been notoriously volatile. Due to the changes in the sales and
use tax collection laws and the small amount of historical data available to make predictions for the 2020
budget year and beyond, abnormally large swings in both sales and use tax collection predictions can be
expected in the coming years.
2020 Budget Options and Recommended Direction
As has been discussed, the EOTC is expecting a decrease in annual revenues at approximately $711,000
(26.1%) starting in 2020 when compared to funding levels in 2018. When made aware of this upcoming
funding decrease in the summer of 2019, Staff has been looking into potential options to mitigate the
impacts to the EOTC budget. Some of the options considered include:
1) Backfill EOTC budget from the City of Aspen, Pitkin County, and Town of Snowmass Village
budgets since each of these jurisdictions will be seeing increased revenue from this change in
State law.
2)Request that RFTA assume the No-Fare Aspen / Snowmass / Wood Creek service since RFTA
will be seeing an increase in revenue from the 0.5% Transit Sales Tax while the EOTC will be
seeing a decrease.
3) Consider ways for the EOTC to cut its budget in order to balance the budget back to 2018 levels.
4)Consider ways for the EOTC to continue for one year with existing service levels to further
examine possible mitigation options and gather more data on expected long-term revenue.
When considering these options, the Transportation Administrator considered the below goals in
identifying a recommended path forward.
Goals for 2020 Budget Mitigation:
-Meet voter required funding for Town of Snowmass Village Transit Center by year approved by EOTC
(2022)
-Maintain programs currently obligated, including:
Tax collection, insurance, administrative overhead, and meeting costs
Brush Creek Park and Ride maintenance
Brush Creek Park and Ride FLAP Grant match
No-Fare RFTA bus services (Aspen, Woody Creek, Snowmass)
Aspen Country Inn taxi program in lieu of bus stop safety improvements
Regional Transportation Administrator position
- Consider cuts to programs actively up for renewal and not currently obligated, including:
We-Cycle operational support
X-Games bus subsidy
-Make long-term EOTC budget and management simpler as a result of any mitigation.
- Gather as much data as possible to inform any long-term measures.
Staff Recommendation:
Based on these goals and options, Staff identified the transfer of the No-Fare bus service to RFTA as the
best long-term option. This option is the simplest in terms of the EOTC’s long-term budget management
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while at the same time institutionalizing the no-fare service and minimizing administrative overhead. The
other options either heavily restrict the EOTC’s reserves for potential future projects, or required ongoing
administrative support and monitoring that becomes increasingly complicated and burdensome over time
for all entities involved.
The Transportation Administrator has begun conversations with RFTA staff to initially vet the possibility
of RFTA assuming the Aspen / Snowmass / Wood Creek No-Fare service. It is generally understood that
the intent of this transfer is to move the financial component of this service from the EOTC where funds
are decreasing to RFTA where funding is increasing as a result of this change in State law. While this
transfer makes sense in this respect, obtaining buy in from the RFTA board and administering the
necessary written agreements require time to complete. In addition, obtaining a few months of additional
data on sales and use tax revenues will help better inform these conversations.
As one can see from the preliminary budget, the expected increase in revenue to RFTA in 2020 over 2018
from the 0.5% Transit Sales Tax revenue is $583,548 while the expected cost of the No-Fare Aspen /
Wood Creek / Snowmass service is expected to be $690,075 – a gap of $106,527.
As a result of this funding gap, RFTA and EOTC Staff have been discussing options to make the
arrangement revenue neutral to RFTA. If the EOTC supports this approach to transfer the service
obligation, Staff will continue to examine options over the course of 2020 to fill this funding gap with a
goal of resolution in time for the 2021 budget. At this point, EOTC and RFTA Staff feel there is potential
to find a solution that benefits both RFTA and the EOTC.
For these reasons, Staff recommends that the EOTC adopt the “Transition” year budget for 2020
(Attachment 2) along with the 2020 EOTC Work Plan (Attachment 6). This budget and Work Plan then
act as a transition budget as more data is accumulated regarding the impacts of the State law change to
sales and use tax collections and allows time for Staff and elected officials to work through the details of
RFTA potentially assuming the No-Fare service. These efforts can then serve as the foundation for
transitioning to the “Example 2021 EOTC Budget – Use of Savings in 2020 and Long-Term Mitigation
(Goal)” budget in 2021 (Attachment 3).
Alternatives:
Below are descriptions of potential scenarios to the 2020 EOTC budget, based on the stated goals,
including (1) maintaining all existing policies (status quo); (2) a one-year policy deviation to allow use of
savings in 2020 (transition); and (3) an example 2021 budget with use of savings in 2020 and long-term
mitigation (goal).
“Proposed 2020 EOTC Budget – Maintain All Existing Policies (Status Quo)” (Attachment 1) – This
budget shows the predicted impacts to the 2020 EOTC budget should all current policies be adhered to,
specifically the distribution of funds “below the line” (EOTC savings). Under this scenario, the renewal
requests from We-Cycle and X-Games Bus Subsidy would not be able to be fully funded from 2020
revenues (“above the line”) as is customary and still meet the voter required allocation to the Town of
Snowmass Village Transit Center in 2022. In addition, significant negative long-term impacts to the
cumulative savings for the EOTC are expected which will similarly have negative impacts on the EOTC’s
ability to fund projects in the coming years.
RECOMMENDED: “Proposed 2020 EOTC Budget – One Year Policy Deviation to Use Savings
(Transition)” (Attachment 2) – This is anticipated to be a one year transition budget. This budget is
intended to allow full “above the line” funding of current renewal requests and allow time for: 1) further
data collection on the impacts of the change in sales and use tax collections on the EOTC, and 2) further
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vetting of EOTC budget mitigation including RFTA assuming the No-Fare Aspen / Snowmass / Woody
Creek service. The policy deviation allows the EOTC to utilize existing savings to backfill the “above the
line” budget and allow for full funding of all requests. The degree of impact for this deviation is
approximately $171,000 in the year 2020. This budget does not incorporate mitigation due to a lack of
time to get measures in place before budget adoption. However, the adoption of this budget in 2020 along
with the EOTC Work Plan builds the bridge to ideally bring the EOTC budget back in good standing by
2021. It is worth noting that Staff does not recommend the EOTC obligate funding for the X Games Bus
Subsidy and We-Cycle for more than one year at this time due to the abnormally high degree of
uncertainty in out-year revenue predictions. As a result, it is recommended that the EOTC revisit these
funding requests as a part of the 2021 budget year.
“Example 2021 EOTC Budget – Use of Savings in 2020 and Long-Term Mitigation (Goal)”
(Attachment 3) – This budget, ideally adopted in 2021, is the goal year budget. In the long-term this
scenario puts the EOTC in a better financial position than was anticipated prior to the recent change in
sales and use tax collections. Getting to this point will simplify the EOTC budget by not only eliminating
a significant line item but also removing the need for complicated annual calculations to determine what
the no-fare share should be to the EOTC. For RFTA, who will be seeing a significant increase in funding
as a result of this change in sales and use tax collection, they can manage the service in house and
similarly simplify their budgeting process. Adding the No-Fare service in with RFTA’s standard practices
also institutionalizes it and takes it from the “experimental” stage funded by the EOTC to standard
practice for the upper valley.
Proposed 2020
Budget -Maintain
All Existing
Policies (Status
Quo)
Proposed 2020 Budget - One
Year Policy Deviation to Use
Savings in 2020 (Transition) -
Recommended
Example 2021 Budget - Use
Savings in 2020 and Long-Term
Mitigation (Goal)
Pros Maintains
consistency with
existing policies.
Can be implemented in 2020.
Allows for all programs to
continue for 2020.
Can function as a transition
budget to allow one year to work
toward budget mitigation.
Allows time to collect additional
tax data.
Allows time to collect additional
tax data.
Allows for all programs to
continue for 2020 and beyond.
Puts EOTC in potentially better
financial position than it is
currently by 2021 and beyond.
Cons Does not fully fund
current requests.
Requires cuts to
historically funded
programs or will
significantly reduce
overall fund balance.
Requires one-year deviation from
current revenue / deficit
distribution policy.
If no long-term mitigation
measure is finalized, then it
requires cuts to historically
funded programs or will
significantly reduce overall fund
balance.
Cannot be implemented in time for
2020 budget.
Requires one-year deviation from
current revenue / deficit
distributions.
Requires time to vet and
implement possible budget
mitigation measures.
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Comparison of Year 2020 Budgets:
“Proposed 2020 EOTC Budget – Maintain All Existing Policies (Status Quo)” and
“Proposed 2020 EOTC Budget – One Year Policy Deviation to Use Savings (Transition)”
Note: Both Budget Alternatives Provide Required Snowmass Transit Center Funding by 2022
EOTC Transit Project Funding "Status Quo" "Transition"
Budget Budget
2020 2020
FUNDING SOURCES:
Pitkin County 1/2% sales tax 6,389,943 6,389,943
less RFTA contribution (81.04% of 1/2% sales tax)5,178,410 5,178,410
net 1/2% sales tax funding to EOTC 1,211,533 1,211,533
Pitkin County 1/2% use tax 550,000 550,000
Investment income & misc.252,213 252,213
Total Funding Sources 2,013,746 2,013,746
FUNDING USES:
Ongoing / Operational
Use tax collection costs & overhead 148,299 148,299
Administrative costs & meeting costs 12,400 12,400
Country Inn taxi program in-lieu of bus stop safety improvements 4,000 4,000
X-Games transit subsidy 22,000 115,000
Brush Creek Intercept Lot operating costs 42,000 42,000
No-fare Aspen-Snowmass-Woody Creek bus service - year-round 690,075 690,075
WE-cycle operational support 22,000 100,000
Brush Creek BRT connecting service - spring, summer, fall (50% from Snowmass Sav)
Regional Transportation Administrator 140,881 140,881
sub-total Ongoing / Operational 1,081,655 1,252,655
net funding available for projects 932,091 761,091
Projects
Buttermilk/SH82 Pedestrian Crossing Analysis
Battery Electric Bus Program
Variable message sign on Hwy 82 564,019 564,019
Snowmass Mall transit station (funded from Snowmass Village Savings Fund) 650,000 650,000
EOTC Retreat, Professional Services, Regional Transportation Participation 8,000 8,000
Brush Creek Park and Ride FLAP grant match (EOTC approved 10/20/16)1,958,873 1,958,873
Total Uses 4,262,547 4,433,547
EOTC ANNUAL SURPLUS/(DEFICIT)(2,248,801) (2,419,801)
EOTC CUMULATIVE SURPLUS FUND BALANCE 8,388,028 8,217,028
DISTRIBUTION OF ANNUAL SURPLUS
(excludes projects funded from savings funds)(1,598,801) (1,769,801)
25% to Snowmass Village Savings until restored to maximum (399,700) (353,960)
remainder to Aspen Savings (1,199,101) (1,415,841)
Savings Fund for greater Snowmass Village Area
Savings Fund maximum 5,578,787 5,578,787
share of annual surplus/deficit (399,700) (353,960)
less 50% of Brush Creek BRT connecting service
less Snowmass mall transit station - reduces savings fund maximum (650,000) (650,000)
Savings Fund for greater Snowmass Village Area 5,179,087 5,224,827
Savings Fund for greater Aspen Area
share of annual surplus/deficit (1,199,101) (1,415,841)
Savings Fund for greater Aspen Area 3,208,941 2,992,201
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Outline of Funding Uses
Ongoing / Operational
1) Use tax collection costs and County overhead - $148,299
The proposed budget includes the county’s administrative costs of collection for both the sales and use tax
as well as insurance. These costs are collected from the EOTC budget 1 year in arrears. The increased
cost starting in 2019 is due primarily to increased staff time devoted to collection and auditing in the
County’s Finance Department starting in 2018. In order to maintain compliance with State law and
auditing requirements, the County Finance Director felt this increase in oversight is necessary. The costs
are anticipated to increase in 2020 due to the administrative cost of the new Transportation Administrator
position (payroll, technical support, and human resources support).
2) Administrative cost and meeting costs - $12,400
The proposed budget includes other administrative and meeting costs. This includes costs such as
recording and broadcasting EOTC meetings, food at EOTC meetings, and costs associated with the
Transportation Administrator positions (communications - cell phone, work related travel, professional
dues, education and training, postage and shipping, materials and supplies, and computers and computer
equipment).
3) Country Inn taxi program in-lieu of bus stop safety improvements - $4,000
The EOTC implemented the Country Inn taxi service in 2001 to address bus stop safety issues faced by
residents at this senior-priority housing complex. The lack of a traffic signal, crosswalk, or median at this
location along Highway 82 makes it unsafe for Country Inn residents to use transit for down valley trips
or for return trips from Aspen. The Aspen Country Inn taxi program allows residents to use a taxi when
their travel would otherwise require the crossing of Highway 82. Although underutilized in recent years
compared to budget, starting in mid-2019 demand has picked up significantly.
4) X-Games transit subsidy - $115,000
This budget is paid to RFTA to help fund transit services for the X-Games and was previously approved
through 2019. As noted earlier, since this line item is up for renewal in 2020 and is not currently
obligated, this item may not be fully funded should the EOTC move forward with the “Status Quo”
budget (See Attachment 1). Please see the attached memo from the Aspen Skiing Company for details
(Attachment 5).
5) Brush Creek Park and Ride operating costs - $42,000
The City of Aspen’s Parking Department manages the parking area of the Brush Creek Park and Ride Lot
for the EOTC per an intergovernmental agreement. No staff cost for parking enforcement or management
of the lot is included. Instead, this budget funds utilities, snow removal, trash removal, irrigation, and
weed control. The budget was increased by $10,000 for 2020 as snow removal costs alone in 2019 rose to
35% of the budget leaving a potentially insufficient amount in case of an unexpected repair or unforeseen
cost.
The cost for this service is expected to increase significantly to about $95,000 annually starting in 2021 as
a result of the installation of restrooms, additional landscaping and lighting, and increased paved parking
area. In addition, costs of operating and maintaining the new Dynamic Message Sign (DMS) is
anticipated to be included in this line item. Staff will continue to evaluate the anticipated cost to maintain
this new infrastructure over the coming year, however it is important to show the preliminary increased
cost in the out years given the current volatility in the EOTC budget.
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6)No-fare Aspen-Snowmass-Woody Creek bus service subsidy - $690,075 ($687,310 Aspen-Snowmass,
$2,765 Woody Creek)
The EOTC previously agreed with RFTA to set the Aspen-Snowmass subsidy at 36.7% of the actual cost
of the service two years prior to the year being budgeted. Thus, the $690,075 budget for 2020 (and
amount to be paid) for 2020 is 36.7% of the actual cost for 2018. The 2021 and 2022 estimated costs are
based on the 2019 and 2020 budgets for this service, but actual costs have been less than budget so far.
The initial EOTC subsidy was set at the amount of fare revenue estimated to be lost by eliminating the
fare for this service. For 2010, the first full year of no-fare service, that estimate of lost fare revenue was
approximately $480,000, and the actual cost of the service that year was approximately $1,308,000. Thus
36.7% of the actual cost was estimated to be recovered from fare revenue.
For the 2021 budget cycle, the EOTC is likely to see a more significant increase in the cost of this service
as the BRT connecting service between Snowmass and Brush Creek Park and Ride will also be factored
in at the same 36.7% rate. Since RFTA took over this service as a result of the passage of Ballot Measure
7A in 2019 (the EOTC formerly paid the full amount of this service), considering the 2-year delay the
cost of this no-fare service will be reflected in the 2021 budget cycle.
As was previously discussed, should the EOTC adopt the “Transition” budget (See Attachment 2) to work
toward RFTA assuming the No-Fare service and an agreement can be reached with RFTA in 2020, then
this line item would be eliminated starting in 2021 (See Attachment 3).
7) We-Cycle operational support – $100,000
The EOTC had approved 2 years of funding at this level for 2018 and 2019. Since this line item is up for
renewal in 2020 and is not currently obligated, it may not be fully funded should the EOTC move forward
with the “Status Quo” budget (See Attachment 1). See the attached memo for an update on We-Cycle for
2020 (Attachment 4).
8) Regional Transportation Administrator - $140,881
The EOTC previously approved this on-going full-time position beginning in 2018. This amount reflects
the cost of the position including base salary and County benefits as well as health insurance and wellness
benefits.
Projects
9)Brush Creek Park and Ride – Federal Lands Access Program (FLAP) Improvements - $1,958,873
While the total cost of the project is approximately $4 million, the EOTC match contribution is $2
million. In 2019, design of the improvements to the Brush Creek Park and Ride began and were carried
through to 30% plans. Invoices are expected to be received in 2019 in the amount of $41,126.45 from the
Federal Highways Administration (FHWA) for initial design. As a result the total budget amount to the
EOTC in 2020 is expected to be $1,958,873.55 ($2 million minus $41,126.45). Any unused portion of the
$41,126.45 from 2019 will be carried forward to 2020 and added to the $1.958 million currently budgeted
to ensure a total contribution amount of $2 million from the EOTC.
10)Dynamic Message Sign (DMS) on Hwy 82 near Brush Creek Park and Ride - $564,019
In 2019, the EOTC decided on the size and location of the DMS. Construction of the sign is scheduled for
2020. Initial engineering estimates for construction of the sign is $564,019. Pitkin County Public Works
has contributed engineering support for this project which has reduced the cost to the EOTC. The sign is
expected to be installed in spring of 2020 and fully operational by fall.
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11)Snowmass Mall transit station (funded from Snowmass Village Savings Fund) - $650,000
After budgeting $50,000 in 2018 for conceptual design, the request for 2020 is for continuing design and
engineering of a new Snowmass Mall transit station. In 2019 the Snowmass Town Council decided on a
conceptual approach to move forward. Snowmass estimates that the remainder of the Snowmass Savings
Fund may be used for construction of this project in 2022. In 2019, the Town planned to utilize $350,000
for further design. The request is to carry this funding forward to 2020 and add $300,000 in order to move
the design to 30% engineering plans. This makes the total 2020 request at $650,000.
It is worth noting that this full amount is to come from the Snowmass Savings Fund intended for the new
transit center. As a result, this withdrawal reduces the overall cap on the Snowmass Savings fund per
current EOTC policies with the balance of this voter approved funding ($5,578,787 of the original $7
million) expected to be withdrawn in 2022 for construction.
2020 Budget - New Requests
12)EOTC Mini-Retreat, Professional Services, Regional Transportation Participation- $8,000
At the 2019 strategic planning retreat, the EOTC identified updating the current governing documents as
one of the top priorities. As a result, Staff proposes the development of an EOTC strategic plan in the
spring and summer of 2020 with a half-day retreat in the summer or fall of 2020 to provide the EOTC
time to specifically approve the plan and update the Comprehensive Valley Transportation Plan (CVTP).
The proposed request is to pay for any necessary professional services associated with the development of
a strategic plan, retreat expenses related to updating the CVTP, and any special meetings that may be
necessary to accomplish these goals. This effort is expected not to exceed $5,000.
In addition, Staff has recently been in communication with the City of Rifle, City of Glenwood Springs,
and CDOT regarding a potential presentation and information gathering meeting within the Roaring Fork
Valley to examine the link between housing, land use, and transportation in the winter of 2020. This event
is timely as CDOT is currently in the process of updating their 10-year transportation plan and investment
priorities. This meeting is above and beyond their regular regional meetings and is anticipated to dive
deeper into the link between housing, land use and transportation. This is also a potential opportunity to
learn more about CDOT’s planning efforts and provide input into their upcoming investments in our
region. While it is understood that CDOT, the City of Glenwood Springs, and the City of Rifle will be
financially participating to make this event happen, this EOTC funding is to act as matching funds to help
increase the chances that the event can occur. Staff feels that this is a valuable opportunity for staff and
elected officials within the Roaring Fork and Colorado River Valley to discuss regional transportation,
housing and land use needs with CDOT officials. The meeting is anticipated to be professionally
facilitated and would likely occur in Glenwood Springs, as it is the center of the corridor. The amount of
EOTC funds allocated for this event is not to exceed $3,000 or the individual contribution from the City
of Glenwood Springs and/or City of Rifle, whichever is less.
RECOMMENDED EOTC ACTION:
- Adopt “Proposed 2020 EOTC Budget - One Year Policy Deviation to Use Savings (Transition)” - 2020
Transition Year Budget
ATTACHMENTS:
1. “Proposed 2020 EOTC Budget - Maintain All Existing Policies (Status Quo)”
2. “Proposed 2020 EOTC Budget - One Year Policy Deviation to Use Savings (Transition) -
Recommended”
3. “Example 2012 EOTC Budget – Use of Savings in 2020 and Long Term Mitigation (Goal)”
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4.Memo from We-Cycle
5.Memo from Aspen Skiing Company
6. Draft 2020 EOTC Work Plan
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Proposed 2020 EOTC BUDGET - Maintain All Existing Policies (Status Quo)
EOTC Transit Project Funding Projection or
Actual Budget Budget Plan Plan Plan Plan
2018 2019 2020 2021 2022 2023 2024
FUNDING SOURCES:
Pitkin County 1/2% sales tax 5,669,869 6,520,350 6,389,943 6,597,616 6,812,039 7,033,430 7,262,016
less RFTA contribution (81.04% of 1/2% sales tax)4,594,862 5,284,092 5,178,410 5,346,708 5,520,476 5,699,892 5,885,138
net 1/2% sales tax funding to EOTC 1,075,007 1,236,258 1,211,533 1,250,908 1,291,563 1,333,538 1,376,878
Pitkin County 1/2% use tax 1,484,002 1,000,000 550,000 567,875 586,331 605,387 625,062
Investment income & misc.166,211 187,000 252,213 261,020 287,404 138,943 159,877
Total Funding Sources 2,725,220 2,423,258 2,013,746 2,079,803 2,165,298 2,077,868 2,161,817
FUNDING USES:
Ongoing / Operational
Use tax collection costs & overhead 67,213 113,090 148,299 151,413 154,593 157,839 161,154
Administrative costs & meeting costs 4,781 11,700 12,400 12,660 12,926 13,197 13,474
Country Inn taxi program in-lieu of bus stop safety improvements 2,108 4,000 4,000 4,000 4,000 4,000 4,000
X-Games transit subsidy 115,000 115,000 22,000 22,000 22,000 22,000 22,000
Brush Creek Intercept Lot operating costs 30,252 32,000 42,000 95,000 96,995 99,032 101,112
No-fare Aspen-Snowmass-Woody Creek bus service - year-round 650,556 662,158 690,075 838,888 872,444 907,342 943,636
WE-cycle operational support 100,000 100,000 22,000 22,000 22,000 22,000 22,000
Brush Creek BRT connecting service - spring, summer, fall (50% from Snowmass Sav 294,400 -
Regional Transportation Administrator 34,492 134,376 140,881 148,177 155,856 163,937 172,442
sub-total Ongoing / Operational 1,298,801 1,172,324 1,081,655 1,294,138 1,340,814 1,389,347 1,439,818
net funding available for projects 1,426,419 1,250,934 932,091 785,665 824,484 688,521 721,999
Projects
Buttermilk/SH82 Pedestrian Crossing Analysis 22,753
Battery Electric Bus Program 500,000
Variable message sign on Hwy 82 - 564,019
Snowmass Mall transit station (funded from Snowmass Village Savings Fund) 50,000 - 650,000 5,578,787
EOTC Retreat, Professional Services, Regional Transportation Participation 10,000 8,000
Brush Creek Park and Ride FLAP grant match (EOTC approved 10/20/16)41,127 1,958,873
Total Uses 1,371,554 1,723,451 4,262,547 1,294,138 6,919,601 1,389,347 1,439,818
EOTC ANNUAL SURPLUS/(DEFICIT)1,353,666 699,807 (2,248,801) 785,665 (4,754,303) 688,521 721,999
EOTC CUMULATIVE SURPLUS FUND BALANCE 9,937,022 10,636,829 8,388,028 9,173,693 4,419,390 5,107,911 5,829,910
Attachment 1
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106
Proposed 2020 EOTC BUDGET - Maintain All Existing Policies (Status Quo)
a)sales tax 5.8%15.00%-2.00%3.25%3.25%3.25%3.25%
b)use tax -8.6%-32.6%-45.0%3.25%3.25%3.25%3.25%
c)investment earnings rate 1.64%1.5%1.5%1.75%1.75%1.75%1.75%
Projection or
Actual Budget Budget Plan Plan Plan Plan
2018 2019 2020 2021 2022 2023 2024
DISTRIBUTION OF ANNUAL SURPLUS
(excludes projects funded from savings funds)1,550,866 699,807 (1,598,801) 785,665 824,484.00 688,521 721,999
25% to Snowmass Village Savings until restored to maximum 274,222 - (399,700) 196,416 203,284 - -
remainder to Aspen Savings 1,276,645 699,807 (1,199,101) 589,249 621,200 688,521 721,999
Savings Fund for greater Snowmass Village Area
Savings Fund maximum 6,228,787 6,228,787 5,578,787 5,578,787 - - -
share of annual surplus/deficit 274,222 - (399,700) 196,416 203,284 - -
less 50% of Brush Creek BRT connecting service (147,200) -
less Snowmass mall transit station - reduces savings fund maximum (50,000) - (650,000) - (5,578,787) - -
Savings Fund for greater Snowmass Village Area 6,228,787 6,228,787 5,179,087 5,375,503 - - -
Savings Fund for greater Aspen Area
share of annual surplus/deficit 1,276,645 699,807 (1,199,101) 589,249 621,200 688,521 721,999
Savings Fund for greater Aspen Area 3,708,235 4,408,042 3,208,941 3,798,190 4,419,390 5,107,911 5,829,910
Revenue projections:
Attachment 1
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Proposed 2020 EOTC BUDGET - One Year Policy Deviation to Use Savings (Transition) - Recommended
EOTC Transit Project Funding Projection or
Actual Budget Budget Plan Plan Plan Plan
2018 2019 2020 2021 2022 2023 2024
FUNDING SOURCES:
Pitkin County 1/2% sales tax 5,669,869 6,520,350 6,389,943 6,597,616 6,812,039 7,033,430 7,262,016
less RFTA contribution (81.04% of 1/2% sales tax)4,594,862 5,284,092 5,178,410 5,346,708 5,520,476 5,699,892 5,885,138
net 1/2% sales tax funding to EOTC 1,075,007 1,236,258 1,211,533 1,250,908 1,291,563 1,333,538 1,376,878
Pitkin County 1/2% use tax 1,484,002 1,000,000 550,000 567,875 586,331 605,387 625,062
Investment income & misc.166,211 187,000 252,213 261,020 287,404 138,943 159,877
Total Funding Sources 2,725,220 2,423,258 2,013,746 2,079,803 2,165,298 2,077,868 2,161,817
FUNDING USES:
Ongoing / Operational
Use tax collection costs & overhead 67,213 113,090 148,299 151,413 154,593 157,839 161,154
Administrative costs & meeting costs 4,781 11,700 12,400 12,660 12,926 13,197 13,474
Country Inn taxi program in-lieu of bus stop safety improvements 2,108 4,000 4,000 4,000 4,000 4,000 4,000
X-Games transit subsidy 115,000 115,000 115,000 - - - -
Brush Creek Intercept Lot operating costs 30,252 32,000 42,000 95,000 96,995 99,032 101,112
No-fare Aspen-Snowmass-Woody Creek bus service - year-round 650,556 662,158 690,075 838,888 872,444 907,342 943,636
WE-cycle operational support 100,000 100,000 100,000
Brush Creek BRT connecting service - spring, summer, fall (50% from Snowmass Sav 294,400 -
Regional Transportation Administrator 34,492 134,376 140,881 148,177 155,856 163,937 172,442
sub-total Ongoing / Operational 1,298,801 1,172,324 1,252,655 1,250,138 1,296,814 1,345,347 1,395,818
net funding available for projects 1,426,419 1,250,934 761,091 829,665 868,484 732,521 765,999
Projects
Buttermilk/SH82 Pedestrian Crossing Analysis 22,753
Battery Electric Bus Program 500,000
Variable message sign on Hwy 82 - 564,019
Snowmass Mall transit station (funded from Snowmass Village Savings Fund) 50,000 - 650,000 5,578,787
EOTC Retreat, Professional Services, Regional Transportation Participation 10,000 8,000
Brush Creek Park and Ride FLAP grant match (EOTC approved 10/20/16)41,127 1,958,873
Total Uses 1,371,554 1,723,451 4,433,547 1,250,138 6,875,601 1,345,347 1,395,818
EOTC ANNUAL SURPLUS/(DEFICIT)1,353,666 699,807 (2,419,801) 829,665 (4,710,303) 732,521 765,999
EOTC CUMULATIVE SURPLUS FUND BALANCE 9,937,022 10,636,829 8,217,028 9,046,693 4,336,390 5,068,911 5,834,910
Attachment 2
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108
Proposed 2020 EOTC BUDGET - One Year Policy Deviation to Use Savings (Transition) - Recommended
a)sales tax 5.8%15.00%-2.00%3.25%3.25%3.25%3.25%
b)use tax -8.6%-32.6%-45.0%3.25%3.25%3.25%3.25%
c)investment earnings rate 1.64%1.5%1.5%1.75%1.75%1.75%1.75%
Projection or
Actual Budget Budget Plan Plan Plan Plan
2018 2019 2020 2021 2022 2023 2024
DISTRIBUTION OF ANNUAL SURPLUS
(excludes projects funded from savings funds)1,550,866 699,807 (1,769,801) 829,665 868,484.00 732,521 765,999
25% to Snowmass Village Savings until restored to maximum 274,222 - (353,960) 207,416 146,544 - -
remainder to Aspen Savings 1,276,645 699,807 (1,415,841) 622,249 721,940 732,521 765,999
Savings Fund for greater Snowmass Village Area
Savings Fund maximum 6,228,787 6,228,787 5,578,787 5,578,787 - - -
share of annual surplus/deficit 274,222 - (353,960) 207,416 146,544 - -
less 50% of Brush Creek BRT connecting service (147,200) -
less Snowmass mall transit station - reduces savings fund maximum (50,000) - (650,000) - (5,578,787) - -
Savings Fund for greater Snowmass Village Area 6,228,787 6,228,787 5,224,827 5,432,243 - - -
Savings Fund for greater Aspen Area
share of annual surplus/deficit 1,276,645 699,807 (1,415,841) 622,249 721,940 732,521 765,999
Savings Fund for greater Aspen Area 3,708,235 4,408,042 2,992,201 3,614,450 4,336,390 5,068,911 5,834,910
Revenue projections:
Attachment 2
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Example 2021 EOTC BUDGET - Use of Savings in 2020 and Long Term Mitigation (Goal)
EOTC Transit Project Funding Projection or
Actual Budget Budget Plan Plan Plan Plan
2018 2019 2020 2021 2022 2023 2024
FUNDING SOURCES:
Pitkin County 1/2% sales tax 5,669,869 6,520,350 6,389,943 6,597,616 6,812,039 7,033,430 7,262,016
less RFTA contribution (81.04% of 1/2% sales tax)4,594,862 5,284,092 5,178,410 5,346,708 5,520,476 5,699,892 5,885,138
net 1/2% sales tax funding to EOTC 1,075,007 1,236,258 1,211,533 1,250,908 1,291,563 1,333,538 1,376,878
Pitkin County 1/2% use tax 1,484,002 1,000,000 550,000 567,875 586,331 605,387 625,062
Investment income & misc.166,211 187,000 252,213 261,020 287,404 138,943 159,877
Total Funding Sources 2,725,220 2,423,258 2,013,746 2,079,803 2,165,298 2,077,868 2,161,817
FUNDING USES:
Ongoing / Operational
Use tax collection costs & overhead 67,213 113,090 148,299 151,413 154,593 157,839 161,154
Administrative costs & meeting costs 4,781 11,700 12,400 12,660 12,926 13,197 13,474
Country Inn taxi program in-lieu of bus stop safety improvements 2,108 4,000 4,000 4,000 4,000 4,000 4,000
X-Games transit subsidy 115,000 115,000 115,000 115,000 115,000 115,000 115,000
Brush Creek Intercept Lot operating costs 30,252 32,000 42,000 95,000 96,995 99,032 101,112
No-fare Aspen-Snowmass-Woody Creek bus service - year-round 650,556 662,158 690,075 - - - -
WE-cycle operational support 100,000 100,000 100,000
Brush Creek BRT connecting service - spring, summer, fall (Reimbursement)294,400 200,000
Regional Transportation Administrator 34,492 134,376 140,881 148,177 155,856 163,937 172,442
sub-total Ongoing / Operational 1,298,801 1,172,324 1,252,655 726,250 539,370 553,005 567,182
net funding available for projects 1,426,419 1,250,934 761,091 1,353,553 1,625,928 1,524,863 1,594,635
Projects
Buttermilk/SH82 Pedestrian Crossing Analysis 22,753
Battery Electric Bus Program 500,000
Variable message sign on Hwy 82 - 564,019
Snowmass Mall transit station (funded from Snowmass Village Savings Fund) 50,000 - 650,000 5,578,787
EOTC Retreat, Professional Services, Regional Transportation Participation 10,000 8,000
Brush Creek Park and Ride FLAP grant match (EOTC approved 10/20/16)41,127 1,958,873
Total Uses 1,371,554 1,723,451 4,433,547 726,250 6,118,157 553,005 567,182
EOTC ANNUAL SURPLUS/(DEFICIT)1,353,666 699,807 (2,419,801) 1,353,553 (3,952,859) 1,524,863 1,594,635
EOTC CUMULATIVE SURPLUS FUND BALANCE 9,937,022 10,636,829 8,217,028 9,570,581 5,617,722 7,142,585 8,737,220
Attachment 3
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Example 2021 EOTC BUDGET - Use of Savings in 2020 and Long Term Mitigation (Goal)
a)sales tax 5.8%15.00%-2.00%3.25%3.25%3.25%3.25%
b)use tax -8.6%-32.6%-45.0%3.25%3.25%3.25%3.25%
c)investment earnings rate 1.64%1.5%1.5%1.75%1.75%1.75%1.75%
Projection or
Actual Budget Budget Plan Plan Plan Plan
2018 2019 2020 2021 2022 2023 2024
DISTRIBUTION OF ANNUAL SURPLUS
(excludes projects funded from savings funds)1,550,866 699,807 (1,769,801) 1,453,553 1,625,928.00 1,524,863 1,594,635
25% to Snowmass Village Savings until restored to maximum 274,222 - (353,960) 363,388 190,572 - -
remainder to Aspen Savings 1,276,645 699,807 (1,415,841) 1,090,165 1,435,356 1,524,863 1,594,635
Savings Fund for greater Snowmass Village Area
Savings Fund maximum 6,228,787 6,228,787 5,578,787 5,578,787 - - -
share of annual surplus/deficit 274,222 - (353,960) 363,388 190,572 - -
less 50% of Brush Creek BRT connecting service (Reimbursement for BRT Conn Serv (147,200) - (200,000)
less Snowmass mall transit station - reduces savings fund maximum (50,000) - (650,000) - (5,578,787) - -
Savings Fund for greater Snowmass Village Area 6,228,787 6,228,787 5,224,827 5,388,215 - - -
Savings Fund for greater Aspen Area
share of annual surplus/deficit 1,276,645 699,807 (1,415,841) 1,090,165 1,435,356 1,524,863 1,594,635
Savings Fund for greater Aspen Area 3,708,235 4,408,042 2,992,201 4,082,366 5,517,722 7,042,585 8,637,220
Revenue projections:
Attachment 3
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TO: David Pesnichak, Elected Officials Transportation Committee
FROM: Mirte Mallory, WE-cycle, Co-Founder and Executive Director
RE: 2020 WE-cycle EOTC Funding Request
__________
REQUEST OF EOTC: Continued investment in WE-cycle, at the $100,000 level, to support day to day
operations of the Upper Valley’s bike transit system designed as a first/last mile feeder to RFTA and an
in-town, on-demand transit offering.
New in 2020, WE-cycle is planning a service expansion to Snowmass Village with the launch of 2 – 3
stations, ~ 20 bikes, with the primary goal of testing bike share in Snowmass Village by enhancing
transit connectivity to and from the Snowmass Club and Club Commons with the Town Park bus stop.
In the Aspen System, WE-cycle will continue to refine and evolve its station configurations, locations,
and balancing strategies to enhance the first/last mile focus of its service.
In the context of the recent changes impacting the EOTC’s annual income, WE-cycle respectfully
requests that in 2020, funding be considered from above the line appropriations and be re-evaluated
in 2021 based on the EOTC’s strategic planning outcomes and available funding.
SUPPORTING MATERIALS:
• Please visit www.we-cycle.org/aspensystem for the 2018 WE-cycle Annual Report highlighting
achievements, partners, programming, and financials.
• WE-cycle’s 2019 Mid-Season Report can be viewed at www.we-cycle.org/reports/2019-
midseason-report/ .
CONTEXT: WE-cycle is grateful to the EOTC for its 2017, 2018, and 2019 operating support of $100,000.
This contribution has been instrumental in helping WE-cycle stabilize its service year over year such
that it could become an established, relied-upon, and expected part of the Upper Valley’s
transportation system.
Since WE-cycle opened in 2013, its funding model and sources have evolved in response to changes in
the micro-mobility industry and the Roaring Fork Valley’s transportation ecosystem. WE-cycle remains
committed to innovating and adapting to best serve the first/last mile transit needs of communities in
the Upper Valley and looks forward to collaborating with the EOTC as it identifies its future priorities.
On a regional level, RFTA is a cornerstone partner of WE-cycle. In addition to being WE-cycle’s first
Founding Partner, RFTA has made a multi-year commitment of $100,000 annually through 2022 to
support WE-cycle operations. In November of 2018, RFTA member-jurisdictions passed a property tax
mill levy to sustain and enhance service levels as outlined in the Destination 2040 Plan. The Plan calls
for new and expanded bike share systems and designates both capital and annual operating dollars to
the bike transit services. RFTA recently adopted its 2019 Strategic Plan with one of its Smart Objectives
being to increase first/last mile offerings throughout the service area. In 2020, WE-cycle and RFTA will
explore ways to partner in order to deliver bike share to more member-jurisdictions and optimize
existing services, while simultaneously assessing how bike share complements emerging mobility
offerings.
Attachment 4
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2020 will be a year of converging planning efforts on behalf of the EOTC, RFTA, and WE-cycle. The
synergies and priorities identified in these processes will create a collaborative framework for
delivering forward thinking transportation services throughout the Roaring Fork Valley. While these
planning efforts proceed, it would be in the best interest of valley-wide transit riders to maintain
existing levels of WE-cycle service in 2020. Hence, the importance of the continued EOTC funding.
As illustrated below, the EOTC funding comprises essentially 25% percent of the WE-cycle Aspen
System’s annual revenue. Identifying a replacement source for these funds for 2020 within a short time
frame is unlikely given the existing high level of private sector contributions.
WE-cycle: Aspen System – Revenue
Projected 2019 figures
Source Amount Notes
Public Investment
City of Aspen $145,000 Per annual service contract
EOTC $100,000 Operating support
RFTA $57,143 Allocated portion of RFTA investment to Upper Valley bike share
Private Investment
Sponsorship $85,000 On-bike and station-based messaging, special events
Fees $14,000 Charged at $0.50 per minute for rides over 30 minutes
Donations $1,500 Rider donations and individuals
TOTAL $402,643
NOTE: WE-cycle is still in its 2019 operating year with notable expenses forthcoming as the system
undertakes annual fall maintenance and repairs and closes for the season. Based on projections,
expenses are aligned with revenues.
2019 WE-CYCLE PARTNERS:
Attachment 4
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To: Elected Officials Transportation Committee
From: Aspen Skiing Company
Date: September 18, 2019
Re: 2020-24 X Games Aspen Funding Request
Aspen Skiing Company, with the support of Pitkin County, the City of Aspen, the Town of Snowmass Village, RFTA,
the Aspen Chamber Resort Association and the Elected Officials Transportation Committee, has collaboratively
and successfully hosted X Games at Buttermilk since 2002. This past year we worked together on a bid to keep X
Games in Aspen for the next 5 years (2020-2024). The terms of support per entity remained flat to the previous 5
years, and we all heard the good news that X will be staying right where it belongs – here in the Roaring Fork Valley.
This memo serves as a brief recap of the event and the official request to continue the EOTC’s funding to support
the transit needs of the event in the amount of $115,000 per year.
For background, X Games is a multi-season, global event property owned by ESPN. The winter event has been
hosted in Aspen for the past 18 years. It is televised globally on ABC, ESPN, ESPN2 in 192 countries and territories,
reaching more than 500 million homes, with live coverage in Latin America, the Middle East, Australia, Canada,
Japan, New Zealand, and multiple countries in Europe. Aspen Snowmass receives 16 hours of live
programming annually that reaches tens of millions of viewers. Nearly as many fans follow X Games across
digital and social media platforms (Facebook, Instagram, YouTube and Twitter), watching behind-the-scenes and
athlete-curated content that enhances the telecasts. Engagement in these arenas continues to show significant
growth, with the greatest engagement coming from the 15 - to 35-year-old demographic.
Locally, last year’s attendance was estimated at 117,000 during X Games Aspen 2019. The week continues to be
one of the highest occupancy weekends of the entire year, and the economic impact of to the Roaring Fork Valley is
enormous, with the majority of that impact supporting lodges, retailers and restaurants. When coupled with mass
promotion of the sports of skiing and snowboarding -- 75 Olympic athletes compete -- plus the global media platform
and marketing support for Aspen Snowmass, the event generates both short- and long-term benefit for the valley.
And with ESPN’s and Aspen Skiing Company’s commitment to keeping both the event and the spectator experience
fresh and relevant, we garner the attention of influencers throughout the industry. Over the course of a generation,
the event has become part of our identity and remains part of our strategy for Aspen Snowmass to remain relevant
with a younger demographic.
One unique element to the X Games is that there is no on-site parking at Buttermilk, making transportation arguably
the most critical piece to this very complex puzzle. All attendees must take some form of alternative transportation to
Buttermilk, and the most efficient and safe mode of transit has proven to be the dedicated event shuttles to/from the
Brush Creek Lot, Aspen, and Snowmass. Approximately 75% of X Games guests take advantage of the services we
collectively provide. For a community as committed as the Roaring Fork Valley is to increasing transit ridership, we
think X Games should be considered a point of pride. The EOTC funds have been used directly to support both our
local community and destination guests to X and the high level of service in and out of Buttermilk. The event has
grown tremendously over time, and we are requesting continued funding to provide the best and safest spectator
shuttles to and from the event, all while showcasing how strong public transportation is within the Roaring Fork
Valley.
Thank you for your continued support.
Buck Erickson
Director, Event Operations
Aspen Skiing Company
X Games Aspen
Attachment 5
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EOTC Work Plan and Meeting Schedule
2020
Action Responsible Party Timeline Expected Outcome
Development of Strategic
Plan
Initial Development: Staff
Amendment/Approval: EOTC
- Spring 2020 Mtg.
- All Year
Develop a Strategic Plan for EOTC
Develop Updated Decision
Making Policies
EOTC w/ Jurisdiction Managers
and EOTC Staff
Winter 2019/2020 Develop Updated EOTC Decision Making
Policies
Update Comprehensive
Valley Transportation Plan
(CVTP)
EOTC w/ Staff Support - Summer/Fall 2020
Mini-Retreat
- All Year
Develop Updated CVTP
Pursue EOTC Budget
Mitigation
Staff w/ EOTC Guidance - Fall 2020 Mtg.
- All Year
Determine Feasible Option to Mitigate the
Effects of Sales and Use Tax Collection
Changes.
Brush Creek PnR:
70% and 95% FLAP
Plan Review
Develop Vision
Profile
Develop Operations
Plan
Update Cost Analysis
EOTC w/ Staff Support
EOTC w/ Staff Support
Staff w/ EOTC Guidance
Staff w/ EOTC Guidance
70% Review: Spring 2020
95% Review: Fall 2020
Spring 2020
All Year
All Year
Review and Approve Brush Creek PnR
Plans for 2021 Construction.
Develop Vision for Brush Creek PnR
Develop Operations Plan Based on FLAP
Plans and Vision Discussion.
Update Cost Analysis for 2021 Budget
Cycle to Include FLAP Improvements
Develop Dynamic Message
Sign (DMS) Operations and
Management Plan
Staff Prior to DMS Installation Develop DMS Operations and
Management Plan for Ongoing
Operations.
Participate in Snowmass
Transit Center, Airport, and
Regional Transportation
Planning / Visioning
Staff and EOTC, as Appropriate All Year Participate in Transportation Related
Planning and Visioning, as Appropriate.
Attachment 6
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115
2021
Action Responsible Party Timeline Expected Outcome
Continue / Finalize Strategic
Plan and CVTP, as
necessary
EOTC w/ Staff Support All Year, as Needed Finalize Strategic Plan and CVTP
Update EOTC IGA based on
Strategic Plan and
Incorporate Updated CVTP
Initial Development: Staff
Amendment/Approval: EOTC
All Year Update 1993 EOTC IGA Based on
Updated Strategic Plan and CVTP
Develop Budget Framework
based on Strategic Plan and
CVTP
Initial Development: Staff
Amendment/Approval: EOTC
All Year Develop Budget Framework to Guide
EOTC Spending Based on Updated
Strategic Plan and CVTP
Participate in Snowmass
Transit Center, Brush Creek
PnR Development, Airport,
and regional transportation
planning / visioning
Staff and EOTC, as Appropriate All Year Participate in Transportation Related
Planning and Visioning, as Appropriate.
2020 Work Schedule and Meeting Dates
Regular Meetings:
March 19, 2020 (Snowmass) - Strategic Plan Focus
April 30, 2020 (PitCo) - Brush Creek PnR Focus (70% Plans and Visioning)
October 29, 2020 (Aspen) - Budget Focus
Mini-Retreat:
Summer/Fall - Strategic Plan and CVTP Focus
Fall / Winter 2020:
Additional EOTC Meeting, if necessary, to complete CVTP and Strategic Plan / Release of Draft Strategic Plan and CVTP
Attachment 6
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AGENDA ITEM SUMMARY
EOTC MEETING DATE: October 17, 2019
AGENDA ITEM TITLE: EOTC 2020 Work Plan
STAFF RESPONSIBLE: David Pesnichak, Transportation Administrator
ISSUE STATEMENT: Following the EOTC Retreat on August 7, 2019, direction was determined to
pursue strategic planning and update existing EOTC governing documents including the Comprehensive
Valley Transportation Plan (CVTP). The EOTC also needs to address the impacts from the recent changes
in sales and use tax as well as the upcoming developments at the Brush Creek Park and Ride. In order to
tackle these items with limited time available and with the greatest amount of efficiency, Staff has created
a draft 2020 Work Plan to enable transparent planning. In addition, this Plan includes proposed meeting
dates and for 2020 and the focus for each of the EOTC meetings.
BACKGROUND: The EOTC has many work items that need to be addressed in the coming years. In
order to ensure we are all moving in an agreed upon direction, Staff has created the attached 2020 Work
Plan. This Work Plan extends preliminarily into 2021 and includes proposed meeting dates.
This Plan is to bring together the following work projects facing the EOTC through 2021. This Plan is not
intended to be all-inclusive and is anticipated to be updated as needed. The following topics are proposed
to be addressed:
2020:
-Development of Strategic Plan
- Develop Updated Decision Making Process
-Update Comprehensive Valley Transportation Plan (CVTP)
- Pursue EOTC Budget Mitigation
- Brush Creek Park and Ride Development, including:
- 70% and 95% FLAP Plan Review
- Develop Vision Profile for Park and Ride
- Develop Operations Plan for Park and Ride
- Update Cost Analysis
-Develop Dynamic Message Sign (DMS) Operations and Management Plan
- Participate in Snowmass Transit Center, Airport, and Regional Transportation Planning / Visioning, as
appropriate
2021:
- Continue / Finalize Strategic Plan and CVTP, as necessary
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- Update EOTC IGA based on Strategic Plan and Incorporate Updated CVTP
- Develop Budget Framework based on Strategic Plan and CVTP
- Participate in Snowmass Transit Center, Brush Creek PnR Development, Airport, and regional
transportation planning / visioning, as appropriate
In addition to the above actions, the Work Plan also identifies the responsible party, preliminary timeline,
and the expected outcome from the action.
The Work Plan also includes the following regular meeting dates and focusses for 2020:
March 19, 2020 (Snowmass) - Strategic Plan Focus
April 30, 2020 (PitCo) - Brush Creek PnR Focus (70% Plans and Visioning Profile)
October 29, 2020 (Aspen) - Budget Focus
Due to the nature of the CVTP, Staff proposes a one-day “mini-retreat” in the summer or fall of 2020 to
address this document specifically. This update will require a charrette style review of the current CVTP.
This updated CVTP combined with the strategic plan is then proposed to be employed to reexamine the
EOTC budget prioritization framework in 2021 in anticipation for the Snowmass Savings Fund to be fully
utilized in 2022 for the construction of the Snowmass Transit Center. This CVTP can also be incorporated
with an updated IGA for the EOTC.
The Work Plan also calls for additional meetings, if necessary, in order to complete necessary tasks
related to the CVTP and / or strategic plan.
BUDGETARY IMPACT:
Staff has proposed a line item for $5,000 in 2020 to help support this Work Plan should professional
services, meeting space, or other materials be needed.
RECOMMENDED ACTION:
Approve proposed 2020 EOTC Work Plan and Meeting Schedule
ATTACHMENTS:
1 - 2020 Draft EOTC Work Plan and Meeting Schedule
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EOTC Work Plan and Meeting Schedule
2020
Action Responsible Party Timeline Expected Outcome
Development of Strategic
Plan
Initial Development: Staff
Amendment/Approval: EOTC
- Spring 2020 Mtg.
- All Year
Develop a Strategic Plan for EOTC
Develop Updated Decision
Making Policies
EOTC w/ Jurisdiction Managers
and EOTC Staff
Winter 2019/2020 Develop Updated EOTC Decision Making
Policies
Update Comprehensive
Valley Transportation Plan
(CVTP)
EOTC w/ Staff Support - Summer/Fall 2020
Mini-Retreat
- All Year
Develop Updated CVTP
Pursue EOTC Budget
Mitigation
Staff w/ EOTC Guidance - Fall 2020 Mtg.
- All Year
Determine Feasible Option to Mitigate the
Effects of Sales and Use Tax Collection
Changes.
Brush Creek PnR:
70% and 95% FLAP
Plan Review
Develop Vision
Profile
Develop Operations
Plan
Update Cost Analysis
EOTC w/ Staff Support
EOTC w/ Staff Support
Staff w/ EOTC Guidance
Staff w/ EOTC Guidance
70% Review: Spring 2020
95% Review: Fall 2020
Spring 2020
All Year
All Year
Review and Approve Brush Creek PnR
Plans for 2021 Construction.
Develop Vision for Brush Creek PnR
Develop Operations Plan Based on FLAP
Plans and Vision Discussion.
Update Cost Analysis for 2021 Budget
Cycle to Include FLAP Improvements
Develop Dynamic Message
Sign (DMS) Operations and
Management Plan
Staff Prior to DMS Installation Develop DMS Operations and
Management Plan for Ongoing
Operations.
Participate in Snowmass
Transit Center, Airport, and
Regional Transportation
Planning / Visioning
Staff and EOTC, as Appropriate All Year Participate in Transportation Related
Planning and Visioning, as Appropriate.
Attachment 1
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119
2021
Action Responsible Party Timeline Expected Outcome
Continue / Finalize Strategic
Plan and CVTP, as
necessary
EOTC w/ Staff Support All Year, as Needed Finalize Strategic Plan and CVTP
Update EOTC IGA based on
Strategic Plan and
Incorporate Updated CVTP
Initial Development: Staff
Amendment/Approval: EOTC
All Year Update 1993 EOTC IGA Based on
Updated Strategic Plan and CVTP
Develop Budget Framework
based on Strategic Plan and
CVTP
Initial Development: Staff
Amendment/Approval: EOTC
All Year Develop Budget Framework to Guide
EOTC Spending Based on Updated
Strategic Plan and CVTP
Participate in Snowmass
Transit Center, Brush Creek
PnR Development, Airport,
and regional transportation
planning / visioning
Staff and EOTC, as Appropriate All Year Participate in Transportation Related
Planning and Visioning, as Appropriate.
2020 Work Schedule and Meeting Dates
Regular Meetings:
March 19, 2020 (Snowmass) - Strategic Plan Focus
April 30, 2020 (PitCo) - Brush Creek PnR Focus (70% Plans and Visioning)
October 29, 2020 (Aspen) - Budget Focus
Mini-Retreat:
Summer/Fall - Strategic Plan and CVTP Focus
Fall / Winter 2020:
Additional EOTC Meeting, if necessary, to complete CVTP and Strategic Plan / Release of Draft Strategic Plan and CVTP
Attachment 1
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AGNEDA ITEM SUMMARY
TO: Elected Officials Transportation Committee
FROM: David Peckler, Town of Snowmass Village Transportation Director
MEETING DATE: October 17, 2019
SUBJECT: Mall Transit Station Project Update
I am providing the Elected Officials Transportation Committee (EOTC) with the
completed Feasibility Study on the Mall Transit Station design work to date. Attached
you will find the report from our consultant Short Elliot Hendrickson, Inc (S.E.H.)
covering: the public input, the information gathered, the design criteria, the preferred
option to date, a rough cost estimate, and project schedule. The report presents the
design that covered most of the input and criteria defined for the project.
The major design elements for the project were:
•Combine the RFTA and Village Shuttle terminals in one location that is at the
Mall level;
•Provide RFTA with four bus bays and the Village Shuttle with six bus bays from
which the vehicles can operate as independently as possible;
•Accommodate the RFTA MCI vehicles that have a minimum turning radius of
48.4’;
•Replace any displaced parking;
•Improve the passengers’ waiting experience;
•Define the pedestrian access to the loading platforms to address the pedestrian
interface with bus traffic;
•Provide for pedestrian access to the Mall from Upper Brush Creek Rd.;
•Provide public restrooms, information center, and bus driver breakroom; and
•Address ADA access to the transit station and public parking area.
The design work to date has been funded by the EOTC. The Probable Cost estimate
was made with input from a firm with construction experience in the Roaring Fork valley.
The cost estimate for the preferred option is $8.711 million. Roughly $6 million remains
in funding for the project from the (EOTC). RFTA has proposed to contribute $500,000
and construction management to the project as well. RFTA is also Interested in
providing an electrical charging station for their new electric buses. Staff has been
discussing grant possibilities with the state.
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121
It is our hope to begin the 30% design work and to move into the land use review
process. We have requested $650,000 in the EOTC 2020 budget to continue the design
work. Public outreach and presentations will continue through the end of the year.
55
122
08/23/2019
TOWN OF SNOWMASS VILLAGEMALL TRANSIT STATION
FEASIBILITY STUDY
Mall Transit Station Redevelopment
Attachment 1
56
123
EXECUTIVE SUMMARY
PROJECT BACKGROUND + GOALS
01 Town of Snowmass Village Feasibility Study
Attachment 1
57
124
PROJECT GOALS
The primary project goal is to
design a new station and bus
platform that incorporates the
desired number of RFTA and
TOSV loading/unloading stops.
The stops should consider
current & potential future bus
sizes, limiting pedestrian traffic
& bus conflicts, and should also
have separation from public
vehicular traffic with bus only
access to the platform.
The new transit station is to
provide new driver facilities,
public information and public
restrooms located adjacent to
the bus loading/unloading areas.
The lower parking level is to
replace the existing Lot 6
surface parking lot capacity
while including pedestrian and
freight elevator access to Mall
level above. Delivery vehicle
parking and public Kiss & Ride
accommodations should also be
included within the lower level,
with clear access to and from
elevators.
CONCEPT EVOLUTION
The design team, SEH & DHM
Design, together with TOSV and
other stakeholders, began the
process with establishing the
primary goals stated above.
From there, design iterations
and options were created for
discussion and review by the
Town of Snowmass Village
Staff & Bus Operations, RFTA
and Mall Owners. The Initial
Concept Plans included three
design options for both the
Upper Level (Mall Level) and
Lower Level (Parking Level). The
team evaluated bus circulation,
loading/unloading, as well as
evaluated pedestrian circulation
and how it interacted with the
transit station, bus platform
and bus operations. This also
included the study of pedestrian
wayfinding nodes, circulation
routes, gathering zones and
planting areas.
The initial three options were
developed through several
stakeholder design workshops
and were also introduced during
a TOSV Public Open House,
in which feedback from the
public was incorporated into the
preferred design option.
PREFERRED DESIGN
OPTION
The Preferred Design Option
derived from a combination of
several components of the initial
PROJECT BACKGROUND
The Town of Snowmass Village (TOSV), along with other local stakeholders, are interested in redeveloping
and revitalizing the existing Snowmass Mall Transit Station. The current facility provides the Roaring Fork
Transportation Authority (RFTA) two loading/unloading bus stops as well as two staging, which are utilized
as loading/unloading during peak season due to necessity. These are primary regional routes providing
transportation to Glenwood Springs and Aspen, with an additional local route to the nearby Intercept Lot
located on SH 82. The Town of Snowmass Village Shuttle currently loads/unloads north of the Mall on
Daly Lane. The separation of the two transit facilities is less than ideal and both introduce public vehicular
traffic among the bus traffic and have sporadic pedestrian crossing interaction with the bus. This Mall
Transit Station Feasibility Study had established a collaborative vision to redevelop these existing facilities
into a singular loading/unloading platform for both RFTA and TOSV, independent of public vehicle traffic
and limited pedestrian and bus interaction.
concepts. These key features
are elements the design team
and stakeholders believe to be
necessities to the project and
reflect the primary goals set
forth at the beginning of the
Feasibility Study.
KEY FEATURES
• Clear Pedestrian Circulation
Paths
• Minimize Bus & Pedestrian
Circulation
• Enhance Mall Entry/Approach
• “At Grade” access to Mall
from Bus Platform
• (12) Bus & Shuttle Bays w/
Flexible Bay Sizes
• Clear identification of Local vs
Regional Bus Routes
• (54) Parking Spaces Min.
• Overall Massing & Scale
FINAL STEPS
The Preferred Design Option
incorporates these elements
and is to be used as a basis
of design moving forward.
Additional design details and
material selections will need to
be provided and reviewed by
TOSV and stakeholders during
final design.
Mall Transit Station Redevelopment 02
Attachment 1
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125
OPTION 1
SINGLE PLATFORM
OPTION 2
MULTIPLE PLATFORM
OPTION 3
PERIMETER PLATFORM
OPTION 2UPPER LEVEL
Bus Operations
• THREE BUS PLATFORMS
• (6) TOSV SHUTTLE LOADING/UNLOADING
• (4) RFTA BUS LOADING/UNLOADING
Transit Station
• 42,500 SF TRANSIT PLATFORM
• 2,600 SF COMBINED TRANSIT STATION
• DRIVER LOUNGE
• RFTA DISPATCH
• SKIER SERVICES
• PUBLIC RESTROOMS
Additional Design Elements
• FREIGHT & PASSENGER ELEVATORS
• DIRECT UPPER/LOWER MALL ACCESS
| ELEVATOR
| STAIR
| MALL ACCESS
| MALL ACCESS
| TRANSIT STATION
| SNOW REMOVAL STORAGE
| ACCESS TO LOWER CARRIAGE WAY
| EXISTING PARKING TO REMAIN | EXISTING PARKING TO REMAIN
| CARRIAGE WAY | CARRIAGE WAY | BRUS
H
C
R
E
E
K
R
D
RFTA BUSTOSV BUS
| DALY LANEMall Transit Station Redevelopment 1211 Town of Snowmass Village Feasibility Study
OPTION 1UPPER LEVEL
Bus Operations
• SINGLE BUS PLATFORM
• (5) TOSV SHUTTLE LOADING/UNLOADING
• (2) TOSV SHUTTLE STAGING
• (3) RFTA BUS LOADING/UNLOADING
• (2) RFTA BUS STAGING
Transit Station
• 40,800 SF TRANSIT PLATFORM
• 2,600 SF COMBINED TRANSIT STATION
• DRIVER LOUNGE
• RFTA DISPATCH
• SKIER SERVICES
• PUBLIC RESTROOMS
Additional Design Elements
• FREIGHT & PASSENGER ELEVATORS
• DIRECT UPPER/LOWER MALL ACCESS
| ELEVATOR & STAIR
| MALL ACCESS
| MALL ACCESS
| TRANSIT STATION
| SNOW REMOVAL STORAGE
| ACCESS TO LOWER CARRIAGE WAY
| EXISTING PARKING TO REMAIN | EXISTING PARKING TO REMAIN
| CARRIAGE WAY | CARRIAGE WAY | BRUS
H
C
R
E
E
K
R
D
| DALY LANERFTA BUS TOSV BUS
Mall Transit Station Redevelopment 43 Town of Snowmass Village Feasibility Study
| MECH/ELEC
| DELIVERY VEHICLE PARKING
| SNOW REMOVAL STORAGE
| ACCESS TO BRUSH CREEK RD
| EXISTING PARKING TO REMAIN
| ELEVATOR
| STAIR
| DALY LANE13 Town of Snowmass Village Feasibility Study
| DELIVERY VEHICLE PARKING
| DELIVERY VEHICLE PARKING
| SNOW REMOVAL STORAGE
| ACCESS TO BRUSH CREEK RD
| EXISTING PARKING TO REMAIN
| DALY LANE | ELEVATOR & STAIR
| STORAGE
21 Town of Snowmass Village Feasibility Study
| ELEVATOR & STAIR
| MECH/ELEC
| KISS-N-RIDE
| DELIVERY VEHICLE PARKING
| SNOW REMOVAL STORAGE
| ACCESS TO BRUSH CREEK RD
| EXISTING PARKING TO REMAIN
| DALY LANE5 Town of Snowmass Village Feasibility Study
OPTION 3UPPER LEVEL
Bus Operations
• PERIMETER PEDESTRIAN CIRCULATION
• (5) TOSV SHUTTLE LOADING/UNLOADING
• (2) TOSV SHUTTLE STAGING
• (3) RFTA BUS LOADING/UNLOADING
• (2) RFTA BUS STAGING
Transit Station
• 42,300 SF TRANSIT PLATFORM
• 1,800 SF TRANSIT STATION
• SKIER SERVICES
• PUBLIC RESTROOMS
• 800 SF RFTA/TOSV
• DRIVER LOUNGE
• RFTA DISPATCH
Additional Design Elements
• FREIGHT & PASSENGER ELEVATORS
• DIRECT UPPER/LOWER MALL ACCESS
| MALL ACCESS
| MALL ACCESS
| SNOW REMOVAL STORAGE
| ACCESS TO LOWER CARRIAGE WAY
| EXISTING PARKING TO REMAIN | EXISTING PARKING TO REMAIN
| CARRIAGE WAY | CARRIAGE WAY | BRUS
H
C
R
E
E
K
R
D
RFTA BUS
TOSV BUS
| TRANSIT STATION
| RFTA/TOSV
| DALY LANE | ELEVATOR & STAIR
Mall Transit Station Redevelopment 2019 Town of Snowmass Village Feasibility Study
LOWER LEVEL
LOWER LEVEL
LOWER LEVEL
UPPER LEVEL
UPPER LEVEL
UPPER LEVEL
03 Town of Snowmass Village Feasibility Study
Attachment 1
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126
PROGRAM REQUIREMENTS
PARKING + TRANSIT STATION + PLATFORM
Mall Transit Station Redevelopment 04
Attachment 1
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127
Programed Space Quantity Area (sq. ft.)Total (sq. ft.)Parking GarageParking Space 59 162 9,558
Van Parking Space 1 198 198
Drive Circulation 47%8,800
Delivery Vehicle Parking 1 900 900
Kiss & Ride Parking 5 300 1,500
Daily Lane Connection 1 7,555 7,555
Mechanical/Electrical 1 1,450 1,450
Pedestrian Circulation 1 9,000 9,000
Elevator/Stairs 4 260 1,040
Parking Garage Total 40,000
Transit StationDriver Breakroom 1 500 500
Staff Toilet 2 64 128
Skier Services 1 200 200
Janitor 1 100 100
Public Restroom (Men’s & Women’s)1 640 640
Storage 1 100 100
Circulation 17%332
Transit Station Total 2,000
Bus PlatformTransit Station Platform 1 10.250 10,250
45’ Bus Loading/Unloading 6 382 2,292
40’ Bus Loading/Unloading 2 363 726
30’ Bus Loading/Unloading 2 270 540
Future Loading/Unloading 1 1,750 1,750
Bus Circulation 1 37,507 27,257
Bus Platform Total 42,815
SPACE PROGRAM REQUIREMENTS
MALL TRANSIT STATION
05 Town of Snowmass Village Feasibility Study
Attachment 1
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128
PREFERRED DESIGN CONCEPT
PLANS + PERSPECTIVES
Mall Transit Station Redevelopment 06
Attachment 1
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129
Mall Transit Station Redevelopment 0807 Town of Snowmass Village Feasibility Study
EXISTING
TRANSIT STATION
Bus Operations
• SINGLE BUS PLATFORM
• TOSV SHUTTLE LOADING/UNLOADING
LOCATED ON DALY LANE
• (2) RFTA BUS LOADING/UNLOADING
• (2) RFTA BUS STAGING
| CARRIAGE WAY | CARRIAGE WAY | BRUS
H
C
R
E
E
K
R
D
| DALY LANELOT 5
| EXISTING PARKING TO REMAIN
LOT 6
| 54 EXISTING PARKING TO BE RELOCATED
EXISTING
TRANSIT STATION
LOT 7
| EXISTING PARKING TO REMAIN
NAttachment 1
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130
Mall Transit Station Redevelopment 1009 Town of Snowmass Village Feasibility Study
OPTION 4
UPPER LEVEL
Bus Operations
• SINGLE BUS PLATFORM
• (2) 30’ SHUTTLE LOADING/UNLOADING
• (1) 30’ SHUTTLE UNLOADING
• (2) 40’ LOADING/UNLOADING
• (7) 45’ LOADING/UNLOADING
Transit Station
• 42,815 SF TRANSIT PLATFORM
• 2,000 SF COMBINED TRANSIT STATION
• DRIVER LOUNGE
• SKIER SERVICES
• PUBLIC RESTROOMS
Additional Design Elements
• FREIGHT & PASSENGER ELEVATORS
• DIRECT UPPER/LOWER MALL ACCESS
| ELEVATOR
| STAIRS TO GARAGE
| LANDSCAPING/SEATING
| FUTURE LOADING/UNLOADING
| PLATFORM +25’ ABOVE LOT 5
| STAIRS TO GARAGE
| SKYLIGHTS TO BELOW
| PEDESTRIAN ROUTE TO
BRUSH CREEK RD
| PEDESTRIAN ROUTE TO
BRUSH CREEK RD
| WAYFINDING/ART | UPPER MALL ACCESS
| SNOW REMOVAL STORAGE
| ACCESS TO LOWER CARRIAGE WAY
| CARRIAGE WAY | CARRIAGE WAY | BRUS
H
C
R
E
E
K
R
D
| DALY LANEraised paving pattern
to direct ped traffic
site wall to direct ped traffic
B-1
45’ loading/unloading
B-3
45’ loading/unloading
B-9
40’ loading/unloading
B-10
40’ loading/unloading
B-11
45’ staging
B-12
30’ staging
B-7
30’ loading/unloading
B-6
30’ loading/unloadingB-5
45’ loading/unloading
B-8
45’ loading/unloading
B-4
45’ loading/unloading
B-2
45’ loading/unloading
| MAIN MALL ACCESS
raised paving pattern
to direct ped traffic
| TRANSIT STATION
LOT 5
| EXISTING PARKING TO REMAIN
LOT 7
| EXISTING PARKING TO REMAIN
NAttachment 1
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131
Mall Transit Station Redevelopment 1211 Town of Snowmass Village Feasibility Study
OPTION 4
LOWER LEVEL
Parking & Deliveries
• (2) PARKING ENTRY/EXITS
• (56) PARKING SPACES
• (3) ADA SPACES
• (1) VAN ADA SPACE
• (1) DELIVERY VEHICLE PARKING
• (5) KISS N RIDE PARKING
Additional Design Elements
• FREIGHT & PASSENGER ELEVATORS
• TRANSIT STATION MECH/ELEC SERVICES
• ADDITIONAL STORAGE SPACE
• BIKE STORAGE
| DELIVERY VEHICLE PARKING
| DRIVE +5’ ABOVE LOT 5
| KISS N RIDE
| SNOW REMOVAL STORAGE
| ACCESS TO BRUSH CREEK RD
| CARRIAGE WAY
| ELEVATOR
| STAIR
| STAIR
| BIKE STORAGE
| DALY LANELOT 5
| EXISTING PARKING TO REMAIN | MECH/ELEC
NAttachment 1
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Mall Transit Station Redevelopment 1413 Town of Snowmass Village Feasibility Study
OPTION 4
PEDESTRIAN CIRCULATION GATHERING
PLANTING CANOPY
PRIMARY CIRCULATION ROUTES
SECONDARY CIRCULATION ROUTES
ACTIVE GATHERING ZONES
• QUEUING
• WAYFINDING
• TICKET PURCHASING
PASSIVE GATHERING ZONES
• RESTING
• SITTING
• WAITING
WAYFINDING NODE/HUB
OPTION 4
DIAGRAMS
Pedestrian Circulation
Gathering Spaces
Attachment 1
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Mall Transit Station Redevelopment 1615 Town of Snowmass Village Feasibility Study
SNOWMASS MALL TRANSIT STATION
CONCEPTUAL SITE DIAGRAMS
PLANTING CANOPY
PLANTING AREAS ARCHITECTURAL CANOPY
TREE CANOPY
SECONDARY CIRCULATION ROUTES
PASSIVE GATHERING ZONES• RESTING
• SITTING
• WAITING
OPTION 4
DIAGRAMS
Planting Areas
Canopies
Attachment 1
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134
Mall Transit Station Redevelopment 1817 Town of Snowmass Village Feasibility Study
CARRIAGE WAY
PERSPECTIVE
FLAT TOP SCREENING
Attachment 1
68
135
Mall Transit Station Redevelopment 2019 Town of Snowmass Village Feasibility Study
DALY LANE
PERSPECTIVE
FLAT TOP SCREENING
Attachment 1
69
136
Mall Transit Station Redevelopment 2221 Town of Snowmass Village Feasibility Study
CARRIAGE WAY
PERSPECTIVE
SLOPED TOP SCREENING
Attachment 1
70
137
OPINION OF PROBABLE COST
PROJECT SUMMARY + DETAILED ASSUMPTIONS
23 Town of Snowmass Village Feasibility Study
Attachment 1
71
138
Total
A 1,506,080.00$
B 1,958,361.89$
C 32,529.22$
D 674,943.25$
E 2,761.00$
60 SPACES 69,577.92$ 4,174,675.36$
Total
A 43,680.00$
B 324,568.90$
C 51,112.00$
D 244,084.00$
G 160,576.50$
2,000 SF 412.01$ 824,021.40$
Total
A 649,386.98$
B 437,320.00$
1,086,706.98$
Sub-Total 6,085,403.74$
15% 912,810.56$
10% 608,540.37$
1,521,350.94$
10% 608,540.37$
5.5% 334,697.21$
2.65% 161,042.38$
1,104,279.96$
8,711,034.63$
Final Project Total 42,815 SF 203.46$ 8,711,034.63$
1. Cost Estimate based on 2019 RS Means Facilities Construction Cost Data.
2. Additional review & input has been provided by local contractor.
3. This document is an opinion of probable cost and not an official bid.
Construction Hard + Soft Cost Sub-Total
Fees Sub-Total
Additional Soft Costs Sub-Total
Permitting/Plan Review
Roadwork & Sitework
Substructure
Services
Construction Contingency
General Contractor Fees
Contractor Insurance/Bonds
Architectural/Engineering Design Fees
Construction Hard Cost Sub-Total
Parking Garage
Transit Station & Platform
Substructure
Shell
Construction Hard Cost
Interiors
Substructure
Equipment & Furnishings
Services
Construction Soft Costs
Shell
Construction Hard Cost Sub-Total
Construction Hard Cost Sub-Total
Building Sitework
Interiors
Services
OPINION OF PROBABLE COST
FEASIBILITY STUDY
TOWN OF SNOWMASS VILLAGE
MALL TRANSIT STATION REDEVELOPMENT
SNOWMASS VILLAGE, COLORADO
Project Summary 1Mall Transit Station Redevelopment 24
Attachment 1
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139
A Quantity Unit Cost / Unit Total
1 Standard Foundations 40,000 SF 10.70$ 427,960.00$
2 Slab on Grade 40,000 SF 8.45$ 338,000.00$
3 Basement Excavation 40,000 SF 9.50$ 380,120.00$
4 Exterior Walls (Parking Garage)300 LF 1,200.00$ 360,000.00$
1,506,080.00$
B Quantity Unit Cost / Unit Total
1 Roof Construction - Columns (Bus Drive Aisle)42,815 SF 3.73$ 159,528.69$
2 Roof Construction - Slab (Bus Drive Aisle)42,815 SF 34.00$ 1,455,710.00$
3 Exterior Walls (Elevator)3,100 SF 17.75$ 55,009.50$
4 Metal Roofing (Elevator)1,500 SF 8.51$ 12,768.00$
5 Gutters & Downspouts (Elevator)1,500 SF 4.68$ 7,025.70$
6 Waterproofing 40,000 SF 6.71$ 268,320.00$
1,958,361.89$
C Quantity Unit Cost / Unit Total
1 Stairs 2 EA 16,264.61$ 32,529.22$
32,529.22$
D Quantity Unit Cost / Unit Total
1 Elevators 2 EA 155,791.62$ 311,583.25$
2 Rain Water Drainage 40,000 SF 1.55$ 61,880.00$
3 Sprinklers 40,000 SF 4.45$ 177,840.00$
4 Standpipes 40,000 SF 0.25$ 10,080.00$
5 Lighting & Wiring 40,000 SF 2.59$ 103,480.00$
6 Communications & Security 40,000 SF 0.25$ 10,080.00$
674,943.25$
E Quantity Unit Cost / Unit Total
1 Pavement Markings 60 EA 25.00$ 1,500.00$
2 Directional Sigange 10 EA 126.10$ 1,261.00$
2,761.00$
Construction Cost Sub-Total 40,000 SF 104.37$ 4,174,675.36$
1. Cost Estimate based on 2019 RS Means Facilities Construction Cost Data.
2. Additional review & input has been provided by local contractor.
3. This document is an opinion of probable cost and not an official bid.
Equipment & Furnishings
Total
Shell
Total
Interiors
Total
Services
Total
Total
TOWN OF SNOWMASS VILLAGE
MALL TRANSIT STATION REDEVELOPMENT
SNOWMASS VILLAGE, COLORADO
OPINION OF PROBABLE COST
Parking Garage
Substructure
Parking Garage 225 Town of Snowmass Village Feasibility Study
Attachment 1
73
140
A Quantity Unit Cost / Unit Total
1 Mechanical Room Walls 3,200 SF 13.65$ 43,680.00$
43,680.00$
B Quantity Unit Cost / Unit Total
1 Roof Construction - Columns 2,000 SF 17.13$ 34,268.00$
2 Roof Construction 3,500 SF 25.00$ 87,500.00$
3 Exterior Walls 2,100 SF 44.56$ 93,578.10$
4 Exterior Windows 2,000 SF 12.13$ 24,258.00$
5 Exterior Doors 2,000 SF 5.45$ 10,894.00$
6 Metal Roofing 3,500 SF 18.00$ 63,000.00$
7 Gutters & Downspouts 2,000 SF 5.54$ 11,070.80$
324,568.90$
C Quantity Unit Cost / Unit Total
1 Partitions 2,000 SF 2.47$ 4,940.00$
2 Interior Doors 2,000 SF 1.33$ 2,664.00$
3 Toilet Room Partitions 2,000 SF 2.85$ 5,694.00$
4 Wall Finishes 2,000 SF 13.17$ 26,338.00$
5 Floor Finishes 2,000 SF 2.94$ 5,876.00$
6 Ceiling Finishes 2,000 SF 2.80$ 5,600.00$
51,112.00$
D Quantity Unit Cost / Unit Total
1 Plumbing Fixtures 2,000 EA 14.64$ 29,276.00$
2 Domestic Water Distribution 2,000 SF 10.00$ 20,000.00$
3 HVAC Systems 2,000 SF 20.00$ 40,000.00$
4 Sprinklers 2,000 SF 4.00$ 8,000.00$
5 Standpipes 2,000 SF 0.72$ 1,430.00$
6 Electrical Service/Distribution 2,000 SF 24.93$ 49,868.00$
7 Lighting & Branch Wiring 2,000 SF 16.74$ 33,488.00$
8 Communications & Security 2,000 SF 11.01$ 22,022.00$
9 Gen Set & Energy Monitoring 2,000 SF 20.00$ 40,000.00$
244,084.00$
G Quantity Unit Cost / Unit Total
1 Landscaping 10,250 SF 3.67$ 37,576.50$
2 Snowmelt (60% of Platform)6,150 SF 20.00$ 123,000.00$
160,576.50$
Construction Cost Sub-Total 2,000 SF 412.01$ 824,021.40$
1. Cost Estimate based on 2019 RS Means Facilities Construction Cost Data.
2. Additional review & input has been provided by local contractor.
3. This document is an opinion of probable cost and not an official bid.
Building Sitework
Total
Total
Transit Station & Platform
Substructure
Total
Shell
Total
Interiors
Total
Services
OPINION OF PROBABLE COST
TOWN OF SNOWMASS VILLAGE
MALL TRANSIT STATION REDEVELOPMENT
SNOWMASS VILLAGE, COLORADO
Transit Station & Platform 3Mall Transit Station Redevelopment 26
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A Quantity Unit Cost / Unit Total
1 Upper Carraige Way Road 1,222 SY 104.00$ 127,088.00$
2 Retaining Wall 250 LF 629.80$ 157,450.50$
3 Backfill 3,000 CY 25.00$ 75,000.00$
4 Snowmelt 8,400 SF 20.00$ 168,000.00$
5 Daly Lane Connection 333 SY 104.00$ 34,632.00$
6 Existing Mall Connection 5,200 SF 15.30$ 79,560.00$
7 Brush Creek Connection Sidewalk 180 LF 42.54$ 7,656.48$
649,386.98$
D Quantity Unit Cost / Unit Total
1 Utilities 42,050 SF 3.58$ 150,328.75$
2 Stormwater Management 42,050 SF 6.83$ 286,991.25$
437,320.00$
Construction Cost Sub-Total 1,086,706.98$
1. Cost Estimate based on 2019 RS Means Facilities Construction Cost Data.
2. Additional review & input has been provided by local contractor.
3. This document is an opinion of probable cost and not an official bid.
Services
Total
Roadwork & Sitework
Substructure
Total
OPINION OF PROBABLE COST
TOWN OF SNOWMASS VILLAGE
MALL TRANSIT STATION REDEVELOPMENT
SNOWMASS VILLAGE, COLORADO
Roadwork & Sitework 427 Town of Snowmass Village Feasibility Study
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PROJECT SCHEDULE
FINAL DESIGN + CONSTRUCTION
Mall Transit Station Redevelopment 28
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ID Task Name Duration
1 617 days
2 Pre-Design 15 days
3 Notice to Proceed 1 day
4 Contracting 14 days
5 Conceptual Design 23 days
6 Pre-Design Meeting and Site Walk 1 day
7 Feasibility Study Review & Program Verification 14 days
8 CM/GC RFP Issued 1 day
9 Cost / Constructability Review 7 days
10 CM/GC Pre-Proposal Meeting 1 day
11 CM/GC Proposal Process 21 days
12 Conceptual Design Workshop 1 day
13 30% Design Documents 87 days
14 Preparation of 30% Design Development Review Set 28 days
15 CM/GC Award 1 day
16 30% Design Workshop 1 day
17 QA/QC Review 7 days
18 30% Design Documents Submittal 10 days
19 CM/GC 30% Design Document Review 14 days
20 Value Engineering 14 days
21 Revise 30% Submittal Documents 7 days
22 TOSV Review Period 7 days
23 30% Design Review Meeting 1 day
24 75% Design Documents and Platting 54 days
25 Preparation of 75% Design Development Review Set 28 days
26 Specifications and Special Provisions 14 days
27 Opinion of Probable Cost with CM/GC Input 14 days
28 QA/QC Review 7 days
29 75% Constructability Review 7 days
30 Submittal of 75% Documents 1 day
31 TOSV Review Period 10 days
32 75% Design Review Meeting 1 day
33 100% Construction Documents 49 days
34 Preparation of 100% Design Document Set 28 days
35 100% Specifications and Special Provisions 14 days
36 Final Opinion of Probable Cost with CM/GC Input 7 days
37 100% Submittal for QA/QC and Constructability Review 1 day
38 QA/QC Review 7 days
39 Final Constructability Review 7 days
40 Contractor GMP 1 day
41 Construction Contracting 21 days
42 Pickup Final Review Comments as Needed 7 days
43 Submittal of Final 100% Stamped Construction Documents 1 day
44 Permitting and Construction 395 days
45 Permitting 30 days
46 Construction 365 days
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10
City of Greeley - Architectural Services for Fire PROJECT SCHEDULE
FINAL DESIGN + CONSTRUCTION
29 Town of Snowmass Village Feasibility Study Mall Transit Station Redevelopment 30
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