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AGENDA
CITY COUNCIL WORK SESSION
April 21, 2020
4:00 PM, City Council Chambers
130 S Galena Street, Aspen
I.WORK SESSION
I.A.EOTC Prep
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Elected Officials Transportation Committee (EOTC)
Thursday, April 30, 2020 - 4:00pm
Location – Pitkin County; Host and Chair – Pitkin County
DUE TO COVID19 THE PITKIN COUNTY BUILDING IS CLOSED. THIS VIRTUAL EOTC MEETING WILL BE
BROADCAST ON GRASSROOTS TV AND AVAILABLE FOR VIEWING AT WWW.PITKINCOUNTY.COM.
PLEASE GO TO WWW.PITKINCOUNTY.COM FOR PUBLIC PARTICIPATION INSTRUCTIONS.
EOTC Mission: Work collectively to reduce and/or manage the volume of vehicles on the road system
and continue to develop and support a comprehensive multi-modal, long-range strategy that will ensure
a convenient and efficient transportation system for the Roaring Fork Valley.
Summary of State Statute and Ballot Requirements: The 0.5% County Transit Sales and Use Tax
shall be used for the purpose of financing, constructing, operating and managing a public, fixed route
mass transportation system within the Roaring Fork Valley.
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I. 4:00 - 4:10 PUBLIC COMMENT
(Comments limited to three minutes per person)
II.4:10 - 4:20 EOTC COMMITTEE MEMBER UPDATES
III.4:20 – 5:20 BRUSH CREEK PARK AND RIDE – 70% DESIGN REVIEW
David Pesnichak, Transportation Administrator
Decision Needed: Acceptance of 70% FLAP Review Plans
IV.5:20 – 6:20 BRUSH CREEK PARK AND RIDE – NEAR-TERM VISION
David Pesnichak, Transportation Administrator
Decision Needed: Direction on BC P&R Near-Term Vision Items
IV. 5:20 – 6:20 UPDATES-INFORMATION ONLY
A. TRANSPORTATION ADMINISTRATOR UPDATES
a.2020 EOTC Work Plan Review
b. Integrated Mobility Study (IMS), Phase 1
c.MMOF Grants
i.IMS Phase 2
ii.Upper Valley Transit Enhancement Study
d.Dynamic Message Sign (DMS)
e.Maroon Creek Roundabout Study (City of Aspen)
f.EOTC Budget Update
g.Centralized EOTC Webpage
B.TOWN OF SNOWMASS VILLAGE – TRANSIT CENTER
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AGENDA ITEM SUMMARY
EOTC MEETING DATE: April 30, 2020
AGENDA ITEM TITLE: Brush Creek Park-and-Ride - Federal Lands Access
Program (FLAP) Grant Improvements
STAFF RESPONSIBLE: David Pesnichak, Transportation Administrator
ISSUE STATEMENT: This memo is intended to update the EOTC members on the current progress of
the FLAP Grant improvements at Brush Creek Park-and-Ride and obtain direction to proceed to 95% and
100% plans.
BACKGROUND: Pitkin County and the U.S. Forest Service applied for a FLAP grant from the Federal
Highways Administration (FHWA) to improve the Brush Creek Park-and-Ride in 2017. The grant was
awarded in 2018 with design work beginning in 2019. The EOTC reviewed conceptual plans in March
2019 and 30% plans in June 2019 with design specific direction provided to staff at each meeting (see
outline below).
The base project scope includes:
○Permanent restroom facilities with flush toilets
○Water and wastewater facilities (well and septic)
○Increase paved area for parking
○Security lighting and landscaping
The consultant, Jacobs Engineering Group, has been retained by the FHWA to proceed with the Brush
Creek Park-and-Ride design and engineering as a part of the FLAP grant award. The project is currently
at 70% design.
EOTC Direction and Review Topics to Date
March 21, 2019 EOTC Concept Review Meeting:
- Restroom Location: Pursue “Mid-Station” location.
June 20, 2019 EOTC 30% Plans Review Meeting:
-Special Events / Flex Space: Pursue the Open concept.
- Snow Melt: Install in pavement snowmelt system tubing through high traffic corridors of the restroom
platform. Install snowmelt boiler if funds are available.
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-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.
-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.
Brush Creek Park and Ride – FLAP Improvements Site Plan – 30% Plan Review – June 20, 2019
In addition, the EOTC reviewed the following components of the plan at the June 2019 EOTC meeting
regarding the FLAP grant 30% design review.
Information Board Area. Through the main pedestrian way from the parking area to the bus platform, this
information board area would include permanent information signs on RFTA bus routes, transportation
options, and a real time sign for the next busses arriving.
Backup Restroom Option. For security and maintenance reasons, Staff is currently contemplating locking
the permanent restrooms at a certain time of the evening and open them again in the morning. In addition,
there will likely be times when the restrooms will be closed for maintenance or other reasons. During
these times, several portable toilets at the site are to be provided to prevent other maintenance issues
associated with a complete lack of facilities as well as always having facilities available for the
convenience of the public. The existing portable toilets located on the bus platform are to be removed in
order to allow for possible future expansion of the RFTA platform for bus use.
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Egress Driveway Reconfiguration. There is currently an egress driveway on the north side of the Park-
and-Ride that filters into the bus loop. This egress is only used during special events and connects in with
the bus loop at a location that makes it very difficult to utilize without causing undo conflicts. Use of this
driveway is currently only possible with traffic control. As a result, the exit point for this egress is to be
located closer to Highway 82 and out of the bus loop in order to minimize bus / vehicle conflicts.
Electric Vehicle (EV) Charging - Conduit Installation. The construction at the Park-and-Ride, particularly
the paving, poses an opportunity to help futureproof the facility. As one of the largest costs for EV
charger installation is running conduit under existing pavement for the electrical wires, there will be an
opportunity to install conduit under the concrete and asphalt with this construction project at a greatly
reduced cost. By having the conduit in the ground at appropriate locations where EV chargers can be
placed, the EOTC is in a better position to obtain grants and move on other funding sources quickly to get
chargers put in place as demand materializes. All parking spaces will be for general use until / if an EV
charger is installed at that location.
Bike Path Connection. The Park and Ride currently is a trailhead for both the Sky Mountain Trails and
the Aspen Mass Trail (to the Rio Grande Trail). Connecting the bike paths strategically through the Park
and Ride can allow the restrooms and flexible space area to be utilized as a bike rest area as well as
encourage the transition between bikes and busses. As a result, the plans contemplate connecting the bike
trails with a new bike path that runs between the transit area and the restrooms / flex space. Since this
connection should work well for those beginning a trip, ending a trip, transitioning between a bike and
bus, or if the biker is utilizing the restroom area, it could also be more congested with pedestrians and
bikers dismounting for those passing through. As a result, sharrows will also be placed through the
parking area with appropriate signage and trail stubs to provide an intuitive route for those passing
through to avoid this potentially more congested area. A direct connection from the Park and Ride to the
Rio Grande Trail is not within the scope of this grant.
(Note: While lighting and landscaping were discussed at the June 2019 EOTC meeting, these topics are to
be more thoroughly discussed at the April 2020 meeting)
FLAP Improvements - Updates and 70% Review
This memo and discussion are intended to update the EOTC members on the current progress of the
FLAP Grant Improvements and obtain certain design review direction. Below are the updates and design
review topics covered in this memo.
* Note: topics where direction is requested are denoted with an asterisk
Updates and design review topics:
a. Construction and Funding Timeline
b. * Engineers Estimate for FLAP Improvements and “Options”
c. Possible Congestion Mitigation and Air Quality (CMAQ) Funding
d. Landscaping
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e.Lighting
f.Solar Panels
g.* Acceptance of Overall 70% Site Plan
a)Construction and Funding Timeline
In the near term, the schedule for 2020 anticipates 70% review in April, 95% plan review complete by
August with the project to be ready to go out for bid in the fall. Should the EOTC find that the direction
for these improvements is appropriate at the April 30th meeting, then the final and technical 95% review
in August will be conducted on the staff level from the City of Aspen, Town of Snowmass, Pitkin County,
EOTC, CDOT, RFTA, FHWA and Jacobs Engineering. Should everything go smoothly, the EOTC would
continue to be updated on the project’s progress at the scheduled EOTC meeting in October.
Concerning additional land use review, since the Park and Ride is within unincorporated Pitkin County,
improvements are required to be reviewed as a Location and Extent application by the Pitkin County
Planning Commission. The guidelines used for a Location and Extent review are found in the Master Plan
in which the property is located. In this case the Brush Creek Master Plan, last adopted in 2003, guides
improvements on the property. The 70% plans to date will be submitted to Pitkin County Community
Development shortly for scheduling and review. The Pitkin County Planning Commission has the ability
to make recommendations on the project at this public hearing. Should comments be received that
contradict or are otherwise not consistent with the direction received from the EOTC to date, a follow up
meeting may be necessary with the EOTC at that time.
Regarding the construction schedule, FLAP, which is a program of the Federal Highways Administration
(FHWA), administers their program with anticipated construction dates based on a multi-year, multi-
project schedule. In other words, the progression of projects (such as Brush Creek Park and Ride
improvements) are dependent on the overall cost and progression of other projects within the FLAP
queue. So, a change in schedule or cost of other FLAP projects can impact the timing and funding
availability for the Brush Creek project.
Based on the progression of other projects within this queue, it is understood that the Brush Creek Park
and Ride improvements may be pushed by FHWA from the original anticipated 2021 construction year to
the 2022 construction year.
Despite the possible delay in construction from 2021 to 2022, EOTC and FHWA staff have been
progressing optimistically in the hopes that the Brush Creek Park and Ride project may be able to be
brought back on track for construction in 2021. In order to ensure that the Brush Creek project can
continue on the fastest schedule possible, staff is progressing to get the project to 95% plan review by
August 2020 so that it can be ready to go out to bid for construction in the fall of 2020 should the
opportunity present itself to do so. It is imperative that the Brush Creek Park and Ride project reach 95%
plan review in August and be ready to be bid in the fall of 2020 if it is to go to construction in 2021.
FHWA and Jacobs Engineering staff will be on hand at the April 30 meeting should the EOTC have
questions about this possible construction delay.
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* b) Engineers Estimate for FLAP Improvements and “Options”
As a part of the budget approved in October 2018, the EOTC allocated $2 million dollars in matching
funds for the FLAP grant improvements in 2020. At that time, the FLAP match was $2.2 million and the
total project estimate was $4.2 million. As a part of 70% plans, the engineers estimate for this project is
now coming in about $6.5 million or $2.3 million more than the original estimate.
Because of the estimated increased cost of this project, FLAP has offered to increase its contribution from
$2.2 million to $2.4 million. In order to meet the current engineers estimate, however, significant
additional local funding will likely be necessary. In this case, the local match is anticipated to increase
from the $2 million currently budgeted to $4.1 million (an anticipated funding gap of $2.1 million). This
would bring the total obligation for this project up to the engineer’s estimate of $6.5 million.
Considering the potential delay of this project from 2021 to 2022 and that the EOTC has already budgeted
$2 million for the project in 2020, staff does not recommend obligating any additional funds for this
project until the annual EOTC budget meeting in October. This timeframe will allow the Committee to
consider the uncertainties around the changes in sales and use tax collections, overall economic volatility
caused by COVID-19, and other anticipated requests / demands on the EOTC budget for 2021
comprehensively with the financial needs of the FLAP grant improvements at the regular budget meeting
in October.
Further, staff will continue to examine all possible funding sources including other local, state and federal
grants and possible COVID-19 stimulus funds in order to ensure this project moves forward as
expeditiously and financially responsibly as possible. To be most competitive for any stimulus funding,
the main objective at this point is to get the project shovel ready and able to take advantage of any such
funding should it become available.
In addition to getting the project shovel ready, gaining flexibility in the project scope will also allow staff
to move quickly on funding options. In order for this project to be competitive considering the potential
speed that stimulus funding may become available, staff may need a certain level of permitted flexibility
in the project scope.
So that staff can make adjustments to the project scope that are consistent with the EOTC direction and do
so in a timely manner, staff is considering components of the project that can be “options”. These
“options” are components of the project that are in addition to the base scope of restrooms (including well
and septic system), paving, lighting, and landscaping that can be removed if necessary to make the overall
project as competitive as possible for stimulus funding and other opportunities. These “options” can then
be added back into the contract and scope later should funding be available, bids come back lower than
expected or be added relatively easily to the Park and Ride facility later as separate projects. Such
“options” being considered at this time are security cameras, call boxes, in-pavement snowmelt boiler,
and solar panels. Staff prioritized these “options” based on the ease for which that component can be
added later along with the importance that has been identified through the process to date.
Staff recommends four components of the project be considered as “options” for the FLAP grant
improvements. The options are also prioritized in order to identify which “option” should be included first
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should funding be available. Staff would like direction from the Committee that should certain aspects of
the project need to be removed in order to ensure it can be shovel ready by fall 2020, that there is
concurrency with the prioritized list below.
1. Restroom and Parking Area Cameras. Security has ranked high through the public outreach and
EOTC meetings to date. Due to the remoteness of this facility and the identified importance,
restroom and parking area cameras are the highest ranked option and should be included if
possible.
2. Call Boxes. Call boxes placed throughout the parking area to allow those with an emergency
direct access to law enforcement rank high due to the importance of security. While call boxes
can be important for enhancing security at the lot, cameras are considered a higher priority since
most people will have cell phones to use in case of an emergency when they are utilizing the
facility.
3. In Pavement Snowmelt Boiler. While the tubing is relatively inexpensive to install with the
installation of the restroom facility and associated pavement, the boiler can be added later. As a
result, the tubing would be installed with the pavement but the boilers would be a potential
“option” to be installed later. The installation of tubing and future consideration of boilers is in
line with the direction received from the EOTC in June 2019.
4. Solar Panels. With certain preparation at construction, rooftop solar can easily be added later. In
addition, a good portion of the cost of solar can be recouped through local grants. So, while solar
ranked high in importance, due to its ease of installation at a later date and the ability to recoup a
portion of the cost from local grants, rooftop solar panels and associated equipment is relatively
easy to defer if necessary.
FHWA and Jacobs Engineering staff will be on hand at the April 30 meeting should the EOTC have
questions about the increase in the engineer’s estimates.
Staff Recommendation: Accept the following priority of “options” for the FLAP project: 1) restroom and
parking area cameras, 2) call boxes, 3) in pavement snowmelt boiler, and 4) solar panels.
c) Possible Congestion Mitigation and Air Quality (CMAQ) Funding
The City of Aspen and Pitkin County have been receiving Federal CMAQ funding for many years while
the region was in nonattainment with Federal air quality standards. Mainly due to the paving of some key
dirt roads in the area, the region has come into attainment with these Federal standards. As a result, the
region went from non-attainment to monitoring status. While this funding will no longer be available to
Aspen or Pitkin County, there is currently about $1 million of CMAQ funding available.
The purpose of CMAQ funding is to improve air quality in the region. The expenditure of CMAQ funds
must therefore be approved by CDOT. City of Aspen and Pitkin County staff have consulted with CDOT
to determine possible uses for this funding and have determined that it may be used to add paved parking
at Brush Creek Park and Ride to help encourage the use of transit and decrease particulate matter created
by dirt or gravel parking areas.
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As paved parking is a part of the FLAP scope, staff continues to research whether this funding can be
utilized to backfill the above-mentioned anticipated $2.1 million funding gap for the Park and Ride
improvements. While the use of these funds to potentially backfill the funding gap in the overall project
has not yet been determined (as of the writing of this memo), the use of the funds to provide paved
parking that is in addition to the base scope of the FLAP grant improvements is permitted. In other words,
it is clear that the CMAQ funds can be used in addition to the FLAP project base scope of approximately
400 paved parking space, but it is not clear whether the CMAQ funds can be used to pave any of the 400
spaces originally contemplated to be paved using FLAP funding.
Because of this possible funding and paving of spaces above the base scope of approximately 400 spaces,
a site plan identifying the area that could be paved should this funding source be available is requested to
be approved by the EOTC. The plan is to include associated landscaping consistent with the rest of the
FLAP improvements, however this landscaping would only be installed should this paved parking be
constructed. For lighting, the conduit would be installed but light fixtures would not be installed at this
time. The purpose of this expansion is to be used as overflow during busy weekends (MLK and
Presidents weekends for instance) and events. This area would remain gated and closed during low and
normal usage periods. During very large events such as X Games, the full extent of the paved and
unpaved parking would be open with parking control provided by the event operator.
Staff requests that the EOTC approve the proposed site plan in Section G – ‘Acceptance of Overall 70%
Site Plan’ of this report that identifies the area for additional paving so that staff can move forward on this
paving project in conjunction with the FLAP improvements should funding be available. Being able to
combine this additional paved parking utilizing CMAQ funds along with the FLAP grant improvements
will provide significant cost and efficiency savings during contracting and construction.
It is worth noting that the proposed site plan is the maximum amount of parking that could be paved if all
CMAQ funding is available for that purpose. If the CMAQ funds may be used for and are needed to
backfill the FLAP funding gap and only a portion of the CMAQ funds are utilized for additional paved
parking, then a prorated portion of the additional parking would be paved. In addition, while public
outreach has been conducted with adjacent property owners, due to the timing of those meetings and the
conversations related to the CMAQ funds this paved parking in addition to paving the recycled asphalt
area that is part of the FLAP improvements was not discussed.
d) Landscaping
The current landscaping plans (See Attachment 3) maintain or relocate existing landscaping and trees to
the greatest extent possible to help ease visual impacts from the start. In addition, the plan contemplates a
2.5 to 4 foot high berm depending on available space and landscaping along the back east edge to help
soften visual and lighting impacts to residents across the Roaring Fork River. Maintaining as much
existing landscaping as possible and the inclusion of a berm and landscaping on the back east end of the
facility are comments that were received from adjacent property owners. The purpose of these measures is
to help limit lighting and other visual impacts. Irrigation is also included in the plan to provide regular
water to these plantings. It is worth noting that there are some Holy Cross easements that cannot be
planted on in this area.
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It is staff’s opinion that the proposed landscape plan is sensitive to surrounding property owners.
e) Lighting
Through the public review conducted to date, it is clear there are a range of opinions on lighting mostly
based on how the individual interacts with the facility and the surrounding area. There appear to be a
notable number of facility users today that have safety concerns when they use the parking area at night
and would like to see additional lighting. Meanwhile there is also a number of individuals who value the
dark sky and rural character (particularly those who live in the surrounding area of Brush Creek, Woody
Creek, and W/J). Further, the EOTC has a charge to encourage the use of public mass transportation.
Balancing these seemingly competing demands is the objective to achieve when it comes to lighting and
security.
The design team and staff have been working to identify this sweet spot where lighting is the minimum
amount for people to feel safe using the Park-and-Ride at night. There are some technologies available
that can help, including motion detection and light dimming. LEDs have also progressed over the years so
the color of the light can be more yellow and warm which can have less impact on adjacent property
owners.
As is required by County Code, all lighting must be Dark Sky Compliant, downward facing, fully
shielded, and not exceed 15 feet in height. In addition, the identified lights would incorporate motion
sensors that dim the lights when no movement is in the area as well as LEDs that have a warm white
light. Technically, the lights within the parking area are proposed to be installed to an overall height of
15’ with 3000k led light fixtures (roughly equivalent in color to a 100-watt incandescent or halogen light
bulb) (See Attachment 4). The maximum brightness at any given point would be about 3.7 foot-candles
(fc) in the parking aisles nearest the restrooms with a parking lot average maximum brightness of 2fc.
Further, the proposed fixtures can be remotely controlled for overall brightness, so while 3.7 fc maximum
and 2 fc average is the highest setting for the lights, this maximum setting can be adjusted downward if
necessary and appropriate. At 25% and 50% brightness reductions, the foot-candles would be reduced
accordingly.
For comparison, the current light fixtures in the parking area are 20 feet high (5 feet higher than the
proposed fixtures), do not have a dimming or motion sensing function, and have an observed maximum
brightness of 3.2 fc. Due to the height of the parking lot fixtures currently, they are also more prone to
light trespass and impacts to adjacent property owners.
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Photos of current parking area light fixtures at night at the Brush Creek Park and Ride
The lighting fixtures around the restroom facility and flex space will be a combination of wall-mounted
lighting and bollard lighting that is more focused to the pedestrian users in this area.
It is staff’s opinion that the proposed lighting plan is responsive to the comments heard from both the
public and elected officials to date.
f)Solar Panels
While the EOTC provided direction at the June 2019 meeting to pursue, at a minimum, rooftop solar
panels for the new restroom facility, direction was also provided to analyze the possibility of small
ground mounted panels to make the facility as close to net zero as possible. The engineers estimate for
rooftop solar on the restroom building only is $50,000 - $100,000 depending on the size of the array. A
good portion of this amount could be recouped through local grants.
Based on the analysis from Jacobs Engineering, installed roof top solar on the restroom facility would
produce more than enough electricity to offset the electric power consumption for lighting the restroom
facility and the parking area. It is estimated that the rooftop solar will produce about 28,000 kWH per
year compared to 20,000 kWH per year of electric consumption. These figures do not include future EV
charging or gas consumption on the site.
Based on these estimates, it was determined that for the facility to be net-zero in overall electric
operations (minus future EV usage), the rooftop solar is adequate to meet that demand. So, while the
direction from June 2019 included looking into ground mountain photovoltaics to make the facility net
zero, it has been estimated that such ground mounted equipment is not necessary at this time. Should
electric usage increase in the future (e.g. EV consumption), then ground mounted panels may be
appropriate then.
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g) * Acceptance of Overall 70% Site Plan
In order to move forward, staff requests acceptance from the EOTC on the 70% Site Plan for the FLAP
grant improvements and potential CMAQ funded expanded parking (See Attachment 1). With acceptance
of this overall site plan, Jacobs Engineering, CDOT, RFTA, FHWA, Pitkin County, the City of Aspen,
and Town of Snowmass Village staff will work together to finalize the project details and move it to 95%
plans by August 2020. The acceptance of this site plan along with the other feedback received as ‘EOTC
decisions reached’ will be the official guidance utilized by staff.
Should additional funding be necessary in order to meet the base scope of the project (FLAP
improvements), staff will bring a request to the EOTC at the annual budget meeting for consideration.
Staff Recommendation: Accept overall 70% FLAP and expanded parking site plan, and provide direction
for staff to work together to bring the plans to 95% and 100%. Any additional funding requests from the
EOTC will be considered as appropriate.
BUDGETARY IMPACT:
● None at this time. Any future budget requests will be presented to the EOTC at the regular budget
meeting.
RECOMMENDED EOTC ACTION:
● FLAP Project “Options”.
○ Staff Recommendation: Accept the following priority of “options” for the FLAP project:
1) restroom and parking area cameras, 2) call boxes, 3) in pavement snowmelt boiler, and
4) solar panels.
● Acceptance of Overall 70% Site Plan
○ Staff Recommendation: Accept overall 70% FLAP and expanded parking site plan, and
provide direction for staff to work together to bring the plans to 95% and 100%. Any
additional funding requests from the EOTC will be considered as appropriate.
ATTACHMENTS:
1) Brush Creek Park and Ride FLAP Improvements Site Plan
2) Renderings
3) Landscape Plans
4) Lighting Plans
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Attachment 1 - Brush Creek Park and Ride FLAP Improvements Site Plan
70% Base Site Plan
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70% Base Plan and Extended Parking Site Plan
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Attachment 2 – Renderings
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Attachment 3 – Landscape Plans
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Attachment 4 – Lighting Plans
Sample Light Fixture, Pole, and Arm for Parking Area
Proposed Site Lighting Plan
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AGENDA ITEM SUMMARY
EOTC MEETING DATE: April 30, 2020
AGENDA ITEM TITLE: Brush Creek Park-and-Ride – Near-Term Vision
STAFF RESPONSIBLE: David Pesnichak, Transportation Administrator
ISSUE STATEMENT: This memo is intended to outline three of the key matters for EOTC discussion
and direction that affect the future of the Brush Creek Park and Ride. The intent is not to fully flesh out
possible options or identify a staff recommendation at this point, but rather to determine where the EOTC
stands on these topics as a whole in order to direct Staff on whether further research and discussion is
warranted.
BACKGROUND: Over the past few years, several activities and improvements have been proposed at
the Brush Creek Park and Ride that have gained varying degrees of traction. With the FLAP grant
improvements moving forward the timing seems appropriate for a conversation on these topics to gauge
where the EOTC stands.
The ownership, management and financial arrangements at the Brush Creek Park and Ride are complex
and impact the boundaries for what can and cannot happen at the lot. For more detailed usage, ownership
and management information on the lot please see Attachment 1.
The outcome from these conversations is generally anticipated to be the following direction to staff:
-Yes, move forward
Staff response: Pursue on the staff level to implement EOTC direction as soon as possible.
- Yes, move forward within certain parameters (i.e. “yes, if…”)
Staff response: Pursue additional research and develop a staff recommendation that best meets
EOTC direction. This research and staff recommendation would come back to the EOTC later for
further discussion and direction.
- No, do not move forward (i.e. “hard stop”)
Staff response: Staff will not pursue this topic any further.
The following topics have been identified by staff as being most in need of direction from the Committee.
Long-Term Parking
Long-term parking is currently defined as any vehicle parked in the same space within the lot in excess of
24 hours. Per the 2005 IGA that is still in force, “the purpose of the Park-and-ride Lot is to provide
parking and shuttle service for commuters, visitors, day skiers, special event attendees and others
traveling to the Town of Snowmass Village, Pitkin County, and/or the City of Aspen.” This same purpose
is referenced in the 2015 CDOT lease with the City of Aspen and RFTA. The IGA goes on to state that
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any use outside commuter parking, including long-term parking, requires unanimous approval by the
EOTC and written authorization from CDOT.
As commuter parking is currently defined as 24 hours or less, any vehicle parked in excess of 24 hours is
in violation and subject to ticketing and towing. Per the IGA, the City of Aspen Parking Department
enforces parking restrictions in the lot. Any criminal activity is the responsibility of the Pitkin County
Sheriff’s Office and / or the Colorado State Patrol.
Over the years, only one form of long-term parking has been approved in the Park and Ride, and that is
the leasing of individual spaces for PUC regulated shuttle services and taxi companies. High Mountain
Taxi and Snow Limo have been two historic lessees. Currently Snow Limo is leasing spaces in the
recycled asphalt portion of the lot for their vehicles. The revenues associated with these leased spaces
come back to the EOTC.
As transit service continues to improve to and from the Park and Ride, Aspen and Snowmass increasingly
have limited parking, and parking fees are implemented within Snowmass and Aspen, the Park and Ride
has become an increasingly popular transportation hub. As people become progressively accustomed to
using the lot for carpooling and transit purposes, demand has also grown to allow long-term parking. The
reasons for this demand stem from visitors staying for several days and need a place to park during that
time, backpackers, travelers going to and from the airport, Aspen and Snowmass residents desiring a
place to park to use Bustang to Denver or Grand Junction, carpooling to another destination but will be
gone in excess of 24 hours, etc. Regardless of the reason, however, the impact of long-term parked
vehicles is the same. Namely, these vehicles take up spaces that could otherwise be used for commuters
and day visitors.
In addition, as the EOTC is aware, camping for any number of reasons and extended vehicle storage or
vehicle abandonment is a constant challenge at the Park and Ride. These uses can start to cause other
issues, mostly around the use of the facility beyond the parking of a vehicle (fires, loitering, refuse, etc.).
Cars parked for indefinite periods and unattended can also become a public nuisance and a burden on law
and parking enforcement if they need to be removed.
The EOTC is charged with supporting fixed route public transit in the Roaring Fork Valley and this
charge includes creating a Park and Ride facility at Brush Creek that achieves these ends. Therefore, from
staff’s perspective, while parking over 24 hours may support fixed route public transit use some of the
impacts can detract from it if long-term parking is not managed appropriately. The most detrimental
impact to the EOTC’s charge is if those who desire to use the facility for transit and carpooling uses do
not feel safe, comfortable, or welcome in that space and as a result choose not to utilize transit services.
Should the EOTC feel as though allowing a degree of long-term parking in the lot is desirable to support
fixed route public transit then the following questions should be considered.
1)What is the appropriate maximum length of time for a vehicle to park in the lot?
2) How should long-term vehicles be physically managed so they do not negatively affect
commuters and day visitors?
3)How should the restrictions be enforced when they are put in place?
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There are many different options to achieving these ends. The purpose of the conversation with the EOTC
on April 30th is to determine if this is a conversation that should be considered in the near term and to
better understand the committee member’s perspectives and concerns if this conversation does move
forward.
Small-Scale Commercial
Allowing small-scale commercial at the Park and Ride has been periodically discussed as a way to
encourage transit and carpool usage at the facility. Small-scale commercial in this context is generally
considered to be food trucks and farm stands. Permanently located commercial activities has not seriously
been considered a part of this conversation to date.
In 2018 and 2019, the City of Aspen was primed to conduct an experiment as a part of the Shift program
that included food trucks at the Park and Ride during a summer season to see if having those services at
the lot would actually encourage transit ridership. However, the Shift project was abandoned before the
experiment could take place. Another inquiry in 2019 was made for seasonal farm stands at the lot from
the Farm Collaborative at Cozy Point (across Highway 82 from the Park and Ride).
From a land use and management perspective, two forces have prevented any type of commercial
activities from occurring at the Park and Ride. The first is that the property is located outside the City of
Aspen Urban Growth Boundary and as a result, the 2003 Brush Creek Master Plan does not allow for
commercial activities in this area. Secondly, the lease for the property with CDOT and the City of Aspen
and RFTA, specifically does not allow commercial activity without CDOT’s written consent.
Pursuing the process of allowing any commercial at the Park and Ride starts with direction from the
EOTC. The next step for considering small-scale commercial at the Park and Ride is to have this activity
contemplated and included within the Brush Creek Master Plan. Staff understands that Pitkin County
Community Development is at the beginning stages of updating this plan, which was last updated in
2003. So, should the EOTC desire to have small-scale commercial included within this plan as an
allowable use on this property, now is an ideal time for that discussion.
Should the Brush Creek Master Plan be updated with language that allows small-scale commercial at the
Park and Ride, then written permission will need to be obtained from CDOT.
It is worth noting that the update timeframe for the Brush Creek Master Plan is not currently known, and
it could be a number of years before it is completed. In the meantime, should the EOTC wish to pursue an
experiment similar to that started under the Shift program, based on that experience it may be possible to
undertake a Location and Extent review through Pitkin County for a one-season trial of one or two food
trucks and/or farm stands at the site. The outcome from this review is not guaranteed, however, and
permission would still be necessary from CDOT as the landowner.
The purpose of the conversation with the EOTC on April 30th is to determine if this is a conversation that
should be considered now and to better understand the committee member’s perspectives and concerns if
this conversation does move forward.
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Flex Space / Information Booth
As the Committee may recall from the June 2019 EOTC meeting, the decision was made to move forward
with the “open” concept adjacent to the new restroom facilities to be built as a part of the FLAP
improvements. This space is intended to be left open the majority of the time and available as a gathering
area. Since a building would not encumber it, the space could then be flexible to accommodate tents or
tables during events that require registration (e.g. running and cycling events), information (e.g. leaf
peeping season at the Maroon Bells), or security (e.g. X-Games).
At the meeting in June, there was a request for a greater conversation related to what this space should
become once the FLAP improvements are complete. The lack of time for a greater conversation along
with budgetary constraints led to the decision to go with the “open” concept instead of a structure.
As the EOTC may remember, Jacobs Engineering put together a rough estimate for a flexible use building
at this location in June 2019. The estimate at that time was about $800,000.
From staff’s perspective, the EOTC has two primary near-term options: 1) continue with the “open”
concept design for several years after construction and get a sense for how it functions then reevaluate, or
2) decide to place a structure in this space and provide direction to staff to identify grants for this purpose.
BUDGETARY IMPACT:
●None at this time
RECOMMENDED EOTC ACTION:
●Long-Term Parking.
○Staff Recommendation: Provide Direction to Staff
-Yes, move forward
-Yes, move forward within certain parameters (i.e. “yes, if…”)
- No, do not move forward (i.e. “hard stop”)
●Small-Scale Commercial.
○Staff Recommendation: Provide Direction to Staff
-Yes, move forward
-Yes, move forward within certain parameters (i.e. “yes, if…”)
- No, do not move forward (i.e. “hard stop”)
●Flex Space / Information Booth.
○Staff Recommendation: Provide Direction to Staff
-Yes, move forward
-Yes, move forward within certain parameters (i.e. “yes, if…”)
- No, do not move forward (i.e. “hard stop”)
ATTACHMENTS:
1) Brush Creek Park and Ride - Background and Governing Document Overview
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Attachment 1
Brush Creek Park and Ride
Background and Governing Document Overview
Parcel Size:
21.440 Acres
Ownership:
Colorado Department of Transportation (CDOT)
Lease Holders:
Roaring Fork Transportation Authority (RFTA) and the City of Aspen
Property Managers:
RFTA and the City of Aspen
Financial Responsibility:
RFTA and the Elected Officials Transportation Committee (EOTC)
Governing Documents:
1993 Comprehensive Valley Transportation Plan (CVTP)
2005 Intergovernmental Agreement (IGA): Maintenance, Management and Use Plan
(Signatories: Pitkin County, Town of Snowmass Village, City of Aspen, and RFTA)
2015 Lease Agreement (Signatories: CDOT, RFTA and City of Aspen)
Land Use Authority:
Pitkin County (Brush Creek Master Plan) – Location and Extent Review
Park and Ride Usage Overview:
Parking Lot Usage. The City of Aspen Parking Department counts vehicles at the Park and Ride every
weekday. Based on these counts, the number of vehicles parked at the Park and Ride on a weekday
basis ranges from about 100 to 200 vehicles per day. These counts do not represent the maximum for
any given day or the total that came and went throughout the day, but a snapshot in time when the
vehicles were counted. In addition, it does not include events such as X Games.
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Below is the comparison of the past few months from November 2019 to March 14, 2020
Percent Monthly
Weekday Change
Compared to
Previous Year
Total Monthly
Weekday Change from
Previous Year
Most Recent Month
Weekday Average
Vehicles
November 7.53% 306 110
December 11.46% 327 198
January -12.77%-418 173
February 19.93% 679 179
March (through the 14th) 12.08% 212 176
Carpool Passes. As the EOTC may recall, the City of Aspen carpool pass kiosk moved from the airport to
the Park and Ride on November 1, 2019. Since the kiosk was relocated to the Park and Ride, carpool
pass issuance has continued to climb with only a drop during the month of November 2019 right after
the relocation. See the monthly comparison chart below.
For February 2020, the latest full month available before the COVID-19 impacts in March, 7102 carpool
permits were issued which, since the kiosk only operates during the mornings of business days (20
business days in February 2020), is about 355 passes per day. This represents a 4.3% increase over
February 2019.
For comparison, in 2019 a high 8051 carpool passes were issued in April while a low of 5228 passes were
issued in November.
RFTA Boarding’s and Alighting’s. The Brush Creek Park and Ride is consistently the 3rd busiest transit
stop on RFTA’s network behind Rubey Park in Aspen and the Snowmass Mall, respectively. Total
boarding’s and alighting’s exceed an average of 3,000 per day during the summer season and have
recently approached an average of 2,000 per day in the winter. Winter usage has increased in recent
years due to better connectivity to Snowmass and other ski areas.
2000
3000
4000
5000
6000
7000
8000
9000
Jan.Feb.March.Apil.May.June.July.Aug.Sept.Oct.Nov.Dec.
Monthly Total City of Aspen Carpool Pass
2020..2019..2018..2017..
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Park and Ride Management Overview:
The roughly 21 acre property is owned by the CDOT. The City of Aspen, on behalf of the EOTC, first
leased the Brush Creek Park and Ride in 2005 from CDOT. Since that time, improvements to the Park and
Ride were constructed in 2006 and 2007 with additional improvements in 2013 and 2014 with the
introduction of Bus Rapid Transit (BRT) service from RFTA.
The Brush Creek Park and Ride is also a pivotal component to the adopted 1993 EOTC Comprehensive
Valley Transportation Plan (CVTP) (See Exhibit 2). It is based on this plan guidance that the EOTC became
and remains a key player in the finances, planning and ongoing operations of the facility.
Per the 2005 IGA, “the purpose of the Park-and-ride Lot is to provide parking and shuttle service for
commuters, visitors, day skiers, special event attendees and others traveling to the Town of Snowmass
Village, Pitkin County, and/or the City of Aspen.”
The 2015 Lease with the Colorado Department of Transportation states that “It is understood and
agreed that the lessee intends to use the Premises only for a Park and Ride Facility and associated
landscaping in accordance with the Intergovernmental Agreement Brush Creek Park-N-Ride
Management, Maintenance, and use Plan dated May 23, 2005…”
Current signage at the Park and Ride reads: “Commuter Parking Lot; 24 Hour Maximum; No Parking,
Staging or Storage of Trailers, Commercial Vehicles, Construction Equipment / Materials or Motor
Homes; Commercial Activities Prohibited”.
In accordance with the 2005 IGA outlining maintenance, management and use, management of the Park
and Ride is divided into two sections – the portion containing the bus station and adjacent to Highway
82 is managed by RFTA while the remaining parking area is managed by the City of Aspen (See Exhibit 1).
In addition, while RFTA is financially responsible for maintenance and improvements in the bus station
area, the EOTC is financially responsible for maintenance, operations, and improvements in the parking
area managed by the City of Aspen.
1000
1500
2000
2500
3000
3500
2015 2016 2017 2018 2019
Brush Creek Park and Ride
Average Daily Ridership
(Boardings and Alightings)
Summer Winter
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While the exact number of parking spaces within the Park and Ride is not exact since most of the 21
acres is recycled asphalt or native vegetation, it is generally recognized that the lot contains 200 paved
parking spaces, approximately 200 recycled asphalt parking spaces, and approximately 800 spaces on
native vegetation.
Neither the 2005 IGA nor the 2015 Lease specifically identify a timeframe that users may park in the Lot.
Based on the aforementioned guidance from the 2005 IGA and 2015 Lease, that time limit for parking
has been set at 24 hours. And while ‘camping’ is not an allowed use of the Park and Ride, under current
signage vehicles are allowed to be parked overnight so long as they do not exceed 24 hours. The City of
Aspen Parking Department handles parking enforcement while the Pitkin County Sheriff’s Office and
Colorado State Patrol manage all criminal activity.
In accordance with direction received from the EOTC in 2005 and the IGA, the City of Aspen Parking
Department currently manages long-term leased parking for a small number of spaces in the back
portion of the lot. The lessees of these spaces must be PUC regulated, so this is not an option available
to the public. Snow Limo currently leases about ten spaces while High Mountain Taxi has also leased
spaces over the years. The current rate is $100 per month per space. The revenues from these leased
spaces comes back to the EOTC.
The Park and Ride has historically and annually been used for parking and staging for large-scale events
in the area including: X-Games, Food and Wine, Tough Mudder, and as a gathering area for running and
cycling events in the area. The City of Aspen Parking Department manages the logistics and permissions
for these events to utilize the lot.
As the Park and Ride is located within Pitkin County and outside the urban growth boundaries for both
the City of Aspen and the Town of Snowmass Village, the facility is within the land use control of Pitkin
County. However, since the property is owned by CDOT, a public entity, changes and improvements to
the facility are reviewed as Location and Extent applications as defined by State Statute and the Pitkin
County Land Use Code.
Under Location and Extent Review, the guidelines for improvements are governed by the master plan
for that area. In this case, the Park and Ride falls within the Brush Creek Master Plan. The Brush Creek
Master Plan, last updated in 2003, has the following specific references to the Park and Ride facility.
Brush Creek Master Plan: 2003, Page 14
Transit
Existing Conditions
Located at the base of Brush Creek Road is a vital transit link for the Aspen/Snowmass Village area. The
200 space intercept lot is a key location for visitors and commuters to the upper valley. It serves as a
transfer station for those going to Snowmass Village on Roaring Fork Transit Agency (“RFTA”) buses,
special event parking, and commuter parking for those who have driven to the intersection but choose to
take public transit into Aspen or Snowmass Village. Currently only about 50 spaces are occupied on an
average winter day.
Objectives
1.Maintain transit services along Brush Creek Road serving the Town of Snowmass Village.
2.Maintain the intercept lot and continue with planned expansion when appropriate.
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Exhibit 1
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Exhibit 2
EOTC Comprehensive Valley Transportation Plan (CVTP) – Adopted 1993
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AGENDA ITEM SUMMARY
EOTC MEETING DATE: April 30, 2020
AGENDA ITEM TITLE: Transportation Administrator Updates
STAFF RESPONSIBLE: David Pesnichak, Transportation Administrator
ISSUE STATEMENT: This memo is intended to keep the EOTC up to date on efforts that are within or
could affect areas within the EOTC’s purview. The updates included in this memo are as follows.
a.2020 EOTC Work Plan Review
b.Integrated Mobility Study (IMS), Phase 1
c.MMOF Grants
a. IMS Phase 2
b. Upper Valley Transit Enhancement Study
d.Dynamic Message Sign (DMS)
e.Maroon Creek Roundabout Study (City of Aspen)
f.EOTC Budget Update
g.Centralized EOTC Webpage
BACKGROUND: The following updates are provided for EOTC information.
a. 2020 EOTC Work Plan Review
See Attachment 1 for the 2020 EOTC Work Plan that was adopted on October 17, 2019.
This Plan brings together the following work projects facing the EOTC through 2021. The Work Plan
topics along with their status are identified below:
2020:
•Development of Strategic Plan
(Status: Originally Scheduled for March 19 EOTC to Review Staff Proposed Strategic Plan – Due
to COVID-19 this meeting was cancelled and will be rescheduled for a date as soon as possible)
•Develop Updated Decision Making Process
(Status: Progress in tandem with Strategic Plan, CVTP, IGA Update, and Updated Budget
Framework)
•Update Comprehensive Valley Transportation Plan (CVTP)
(To be scheduled for the summer or fall of 2020. Scheduling to take place following EOTC
discussion of Strategic Plan)
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•Pursue EOTC Budget Mitigation
(Ongoing Monitoring of Sales and Use Tax Collections. See detailed update in Section f. below)
•Brush Creek Park and Ride Development, including:
o 70% and 95% FLAP Plan Review
(70% Review at April 30, 2020 EOTC Meeting, 95% Review by August 2020)
o Develop Vision Profile (Near-Term Vision) for Park and Ride
(Discussion at April 30, 2020 EOTC Meeting)
o Develop Operations Plan for Park and Ride
(Developed by Staff following April 30, 2020 EOTC Discussions)
o Update Cost Analysis (Developed by Staff following April 30, 2020 EOTC Discussions)
•Develop Dynamic Message Sign (DMS) Operations and Management Plan
(Bids Received, Project Under Contract in April 2020. See detailed update in Section d. below)
•Participate in Snowmass Transit Center, Airport, and Regional Transportation Planning /
Visioning, as appropriate
(Ongoing efforts by Transportation Administrator)
The Work Plan includes the following regular meeting dates and focusses for 2020:
March 19, 2020 (Snowmass) – Focus: Strategic Plan
(Note: Meeting cancelled due to COVID-19 and will be rescheduled as soon as possible)
April 30, 2020 (PitCo) – Focus: Brush Creek P&R (70% Plans and Visioning Profile)
October 29, 2020 (Aspen) – Focus: Budget Focus
The Transportation Administrator continues to coordinate with partner organizations and agency to
implement the adopted EOTC mission and charge. These efforts include regional coordination (e.g.
Transportation, Housing, and Job Summit as well as ongoing regional communication), keeping a pulse
on the Airport redevelopment, as well as ongoing efforts at RFTA, CDOT, and IMTPR.
Due to the nature of the Comprehensive Valley Transportation Plan (CVTP), the Work Plan calls for a
one-day “mini-retreat” in the summer or fall of 2020 to address this document specifically. This update
will likely require a charrette style review of the current CVTP. The CVTP update combined with the
strategic plan are then to be utilized to inform the EOTC budget prioritization framework in 2021. This
CVTP is also anticipated to be included with an updated IGA for the EOTC.
As the Committee is aware, the March 19 EOTC meeting was canceled due to COVID-19. This meeting
was intended to review the staff proposed EOTC Strategic Plan. This meeting is intended to be
rescheduled as soon as possible following the COVID-19 event where the EOTC can meet in person. Due
to the topic of this meeting being focused on strategic planning and the need to fluidly exchange ideas
amongst the Committee members, conducting this meeting in person is preferable to a virtual meeting. At
his point, it is anticipated that the earliest this meeting can be rescheduled is June 2020. This said, in order
to keep the conversations moving should the COVID-19 event look to extend beyond June, staff will
reevaluate the need to conduct this meeting virtually. It is important that this strategic planning meeting
occur prior to prior to the CVTP update.
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The Work Plan also calls for additional meetings, if necessary, in order to complete necessary tasks.
b.Integrated Mobility Study (IMS), Phase 1
The EOTC budgeted $10,000 in 2020 to help complete Phase 1 of the IMS. RFTA also contributed
$9,755 toward this effort. Fehr and Peers is currently under contract to complete the Phase 1 analysis this
year. The results of this study are anticipated to be available before the EOTC CVTP update retreat in late
summer or fall of 2020. With this timing, the results of the IMS Phase 1 study will be available for
consideration as a part of the CVTP update process.
Phase 2, which is expected to dive deeper into modeling and socio-economic impacts of the IMS is
anticipated to be conducted in 2021. The scope and funding of Phase 2 will be considered with the 2021
EOTC budget in October.
As a reminder, the following components of the analysis are to take place as a part of Phase 1, which is to
be completed in the summer of 2020:
1.Review and Refinement of existing Strategies - Refine the five principle strategies outlined in
the IMS. This task would also add more definition so that the parameters of each of the
systems can be roughly identified and modeled for how effective the IMS could be at
improving mobility and managing traffic congestion (see next task).
2.Perform a High-Level Effectiveness Analysis of the IMS - The consultant will evaluate the
potential effectiveness of the Integrated Mobility System using off-the shelf tools, travel
elasticities, and similar analytical techniques. The purpose of this analysis is not an
exhaustive study of traffic implications or detailed GHG analysis, but a general picture of the
potential reduction in VMT, GHG emissions, and reduced SOV vehicle travel.
3. Identify an Implementation Framework – While the IMS provides a robust approach to
managing vehicle travel in the upper valley, some elements are more complex and could take
more time to implement than others. This framework would help identify a potential “pilot
project” that brings together two-to-three of the IMS strategies that could be simpler to get off
the ground but would still have enough synergistic benefits to reduce demand for SOV travel.
This task would involve some additional analysis of how to combine different strategies
along with working with EOTC staff to understand which strategies might be the easiest to
implement (from a practical and political standpoint). This task is proposed as an in-person
workshop.
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The components of the Integrated Mobility System (IMS) – Upper Valley Mobility Report
c.MMOF Grants
With the adoption of the EOTC 2020 Work Plan in October 2019, Staff has been working to anticipate
the future needs of the Committee as grant opportunities arise. Since EOTC meeting dates and grant
deadlines do not always coincide, as was the case with the Colorado Department of Transportation
(CDOT) Multi-Modal Options Fund (MMOF) grant opportunity, specific support for this application was
not able to obtained prior to the application deadline. While is it recognized that this is not ideal, allowing
funding opportunities to pass without submission appeared to be the least desirable outcome.
2020 is only the second round of CDOT MMOF grants and there is no guarantee that this opportunity will
open up again as these funds originate from the State of Colorado General Fund. These grant awards must
be expended before 2023.
The Transportation Administrator applied for two grants from MMOF in 2021 on behalf of the EOTC:
one for the IMS Phase 2, and one for an Upper Valley Transit Enhancement Study. As the EOTC may
recall, the IMS is operations oriented. Meanwhile, the Upper Valley Transit Enhancement Study looks at
infrastructure improvements within a specified corridor to enhance transit efficiency and pedestrian /
bicyclist safety and accessibility to and from transit stations. See the more detailed descriptions of each
project and award below.
The CDOT Intermountain Transportation Planning Region (IMTPR) met on January 17 to make the grant
awards. In addition to the grant applications submitted by the Transportation Administrator specifically
for the EOTC, the following awards were also granted that impact multi-modal transportation within the
EOTC planning area.
-Snowmass Village Transit Center - Engineering Design - $300,000 ($600,000 total project cost)
- City of Aspen - Paepcke Park Transit Stops Redevelopment - $600,000 ($1.2M total project cost)
-RFTA / Glenwood Springs 27th Street / SH 82 Grade Separated Bike / Ped Crossing - $1M ($9M
total project cost)
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i.IMS Phase 2
With the IMS Phase 1 study anticipated to be complete in the summer of 2020, Staff has been looking
ahead to Phase 2 in 2021. To this end, Staff applied for and was awarded $30,000 from the MMOF
toward the anticipated $60,000 cost for Phase 2. These funds were awarded at the maximum level of
50% of the project cost. In addition, RFTA has provided a commitment letter in the amount of
$10,000 towards Phase 2.
Once the Phase 1 study is complete, the EOTC will have the opportunity to review the remaining
funding balance as a part of the 2021 EOTC budget in October, which is estimated at $20,000
($30,000 MMOF + $10,000 RFTA + $20,000 EOTC = $60,000 Total est. project cost). The EOTC
allocation of these remaining funds will be necessary in order to obtain the grant and keep the IMS
study moving to completion in 2021.
ii.Upper Valley Transit Enhancement Study
The grant award for the Upper Valley Transit Enhancement Study is the result of Staff anticipating
the needs of the EOTC following the Comprehensive Valley Transportation Plan (CVTP) update in
2020. The Upper Valley Transit Enhancement Study is intended to help guide specific future EOTC
infrastructure improvements to ensure the greatest return on investment within the 3-mile Highway 82
Aspen Airport to Maroon Creek Roundabout corridor. Since infrastructure investment is both very
expensive and difficult to reverse, it is important that these improvements be both effective and
appropriate.
Specifically, the purpose of the Upper Valley Mobility Enhancement Study is to examine Highway 82
between the Aspen Airport and the Maroon Creek Roundabout to identify opportunities to increase 1)
transit efficiency as well as 2) safety and access for bicyclists and pedestrians to transit stations
throughout this heavily travelled corridor. This study, which will be used to inform upcoming
planning efforts and funding allocations, is to identify the most effective, feasible, and implementable
infrastructure improvements that will reduce friction for transit riders while considering the value of
the improvement, existing plans, and redevelopment efforts currently under review.
As a part of the EOTC’s 2020 Work Plan the EOTC will be updating its CVTP in the summer of
2020, which was last adopted in 1993. While the EOTC has accomplished a lot in the past 25+ years,
much has also changed in the Upper Valley with significant development in Aspen, Highlands, the
Aspen Airport / Aspen Airport Business Center (AABC), and Snowmass Village. In addition, transit,
led and operated by RFTA has been substantially built out as a Bus Rapid Transit (BRT) system. All
of these changes influence the evolving priorities and transportation needs in the upper Roaring Fork
Valley.
The stretch of Highway 82 between the Aspen Airport / AABC and the Maroon Creek Roundabout is
the most heavily travelled, dynamic and complicated corridor for transit within the upper Roaring
Fork Valley. With many moving pieces, development pressures, and interdependent agencies, an
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independent review of the corridor will help guide the EOTC to prioritize future transit-focused
infrastructure projects that can provide the greatest value and benefit to the user.
The MMOF grant award for this study is $50,000, which represents 50% of the total estimated project
cost of $100,000 and is the maximum award available. In addition, RFTA has provided a
commitment letter of $5,000 toward this project. The EOTC will have the opportunity to review the
remaining funding balance as a part of the 2021 EOTC budget in October, which is estimated at
$45,000 ($50,000 MMOF + $5,000 RFTA + $45,000 EOTC = $100,000 Total est. project cost). The
EOTC allocation of these remaining funds will be necessary in order to obtain the grant funds and
move forward with the Study.
d.Dynamic Message Sign (DMS)
In 2019, the EOTC reviewed and voted to move forward with the installation of a Dynamic Message Sign
(DMS) located slightly over 1 mile down valley from the Brush Creek Park and Ride on Highway 82. The
DMS is designed to provide motorists with information that encourages transit ridership from the Brush
Creek Park and Ride into Snowmass and Aspen.
In Spring and Summer of 2019 the EOTC agreed upon the budget, location, size and style of the DMS.
With this guidance, Staff advertised an RFP for the project in the fall of 2019. This RFP closed on March
11, 2020 after an extension due to a lack of response. One response was eventually received from the
advertised RFP. On March 19, 2020, the DMS Selection Committee, which is made up of transportation
staff from the City of Aspen, Town of Snowmass Village, Pitkin County and the EOTC, met to review the
received bid. The total approved budget for the project is $564,019.
The bid package was broken into two components: 1) the physical DMS itself and 2) a Travel Time
Monitoring System (TTMS). As the EOTC may recall, the TTMS is a hardware and software package
that is to be tied to the DMS to provide drivers live travel time to Aspen by both bus and private vehicle.
The total cost of both components of the project came in at $892,000 ($542,000 for the DMS and
$350,000 for the TTMS). While the total cost of both components of the project well exceeded the
allowable 2020 budget, the DMS itself came within budget and was in line with the engineers estimate.
Through the RFP process it was found that the TTMS is not a standard product and would require a
significant amount of improvisation and creativity to implement, which introduced a high level of
uncertainty to the contractors. This uncertainty both lead to decreased interest in the project and a high
price tag for the TTMS. As a result, while the cost of the DMS came within expectations and was
determined to be reasonable, the cost of the TTMS was much higher than expected.
Based on the budget amount for the DMS and the County project engineer’s opinion that the cost of the
physical DMS was reasonable, the selection committee decided to move forward with the bid received for
the installation of the DMS and related software only. Due to the unexpected high cost of the TTMS, the
selection committee decided to postpone that component of the overall project to a later date to allow
further vetting of the technology and consideration of a potential monetary expenditure by the EOTC as a
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part of the regular budget cycle in October. All functions of the DMS will be operable with regard to
messaging with exception to live transit and vehicle travel times into Aspen (the TTMS). Software and
hardware packages for the DMS have been chosen so that a TTMS can be added at any time in the future
should the desire, need, and funding be identified.
With contracting, manufacturing and CDOT permitting lead times the DMS is expected to be installed
and operable prior to the winter 2020-2021 ski season. The contract with the installer is expected to be
signed in mid-April. Shortly thereafter, an application will be submitted to CDOT.
e.Maroon Creek Roundabout Study (City of Aspen)
The City of Aspen has contracted with Kimley-Horne to conduct a traffic analysis of the Maroon Creek
Roundabout that will result in a determination of the causes of the congestion and include five alternatives
to improve traffic flow. This study is expected to be complete in 2020. While the focus of this study is to
identify ways to improve overall traffic flow, improvement of traffic flow should assist with transit
efficiency as well. The timing of this study is advantageous should the EOTC decide to pursue the Upper
Valley Transit Enhancement Study in 2021 since these data and results may then be considered within the
Transit Enhancement Study.
f.EOTC Budget Update
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 has been less collection of use taxes and
increased collections in sales taxes. While this new law has resulted 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 decline in use tax revenues will continue to be entirely shown in the
EOTC budget while only a portion of the increase in sales tax revenues will be reflected.
As the law just went into effect June 1, 2019, Staff has been monitoring sales and use tax data to
determine the degree of sales tax increase and use tax decrease. Based on the information available at the
October 17, 2019 EOTC budget meeting, between 2018 and 2020 a 63% decrease in use tax revenues and
36
37
a 12.7% increase in sales tax revenues from the 0.5% Transit Sales and Use Tax was anticipated. Overall,
the EOTC budget was expected to decline about 26% or $711,000 annually between 2018 and 2020.
With the delays in tax reporting from the State, full year 2019 sales and use tax information was first
available in February 2020. For 2019, Sales Tax revenues are up more than expected at about 22% over
2018 due to the taxation of internet sales, a strong economy, and use tax revenue shifting to sales tax.
Meanwhile, due to some large construction projects in 2019 that paid use taxes early in their project
development, in 2019 use tax revenue was actually up almost 4% over 2018. Between 2018 and 2019, the
EOTC actually saw an increase in revenues of $327,656, or 12%.
Due to the mechanics of use tax collection, however, a portion of use tax revenues reflected in 2019 will
be refunded back to the developer in subsequent years (starting in 2020). This process is to ensure that the
developer pays the actual use taxes due by allowing them to apply for a refund of overpayment. These
refunds could reflect adversely in the EOTC budget for several years to come as use tax revenues
continue to slow and refunds are applied for and processed. At this time, the amount and timing of these
refunds are unknown.
Looking forward to 2020, the previous County revenue projection for sales tax was -2%. This projection
is the growth rate utilized in the currently adopted 2020 EOTC budget. At -2% sales tax growth and
considering the anticipated reductions in use tax collections, total EOTC revenue was expected to decline
by about 23% or about $635,490 annually when compared to 2018.
As of the writing of this memo, considering the impacts of COVID-19 Pitkin County Finance Department
has revised the sales tax projection for 2020 from -2% to between -15.6% and -25%. A mid-range
scenario of approximately -19.1% is currently considered the most likely projection, however. While this
is an early estimate, considering the reductions already contemplated with regards to use tax collections a
-19.1% decrease in sales tax revenue would further negatively impact the EOTC budget.
Running this preliminary scenario of -19.1% sales tax combined with the use tax reduction would
decrease EOTC revenues by -$860,149 in 2020, or -31.5%, over 2018 revenue. In terms of total revenue,
this would reduce overall EOTC revenue from $2,725,220 in 2018 and $3,052,876 in 2019 down to an
estimated $1,865,071 in 2020. In the years 2022 and beyond, revenues are estimated at a positive 3.25%
annually for both sales and use tax collections. On the plus side, because 2019 was unexpectedly strong
those revenues will help the EOTC meet ongoing and project obligations in the near term.
At this point, it appears that the EOTC will be able to meet annual ongoing and current project
obligations, albeit with decreased revenue for currently unobligated projects, services, or to accommodate
project cost increases. With these projections, the EOTC will have a balance of about $450,000 to
$550,000 annually for projects once annual operating and ongoing costs are satisfied. For comparison
purposes, the EOTC had a balance of about $1.6 million to $1.8 million annually for projects after
satisfying ongoing operation costs between 2016 and 2019.
When considering 2020 annual operating costs and all currently obligated project costs through 2024, the
EOTC is expected to have just slightly over $3 million in total unobligated funds going into 2021. So,
37
38
based on current projections, the EOTC’s unobligated fund balance should build at a rate of $450,000 to
$550,000 annually from this roughly $3 million starting point in 2021 assuming no other project or
operational commitments are made. Note: This estimate assumes ongoing X-Games support and ongoing
funding of the No-Fare Aspen, Snowmass, Woody Creek bus service through 2024, but does not count
any additional operational support to We-Cycle.
As was discussed at the October 17, 2019 EOTC meeting, Staff has been pursuing discussions with
RFTA to consider transferring the Aspen-Snowmass-Woody Creek No-Fare service from the EOTC to
RFTA starting in 2021. The cost of this service to RFTA is expected to be offset by the increase in
revenue as a result of the State law change in sales and use tax collections from the Pitkin County 0.5%
Transit Sales and Use Tax. In other words, while the EOTC is expected to see declining revenues from
the change in State law, RFTA is expecting to see increasing revenues from the 0.5% Transit Sales Tax
that is roughly equivalent to the cost of the No-Fare service. These discussions are ongoing and the
transfer of this service will need to be considered by the RFTA Board later in 2020. The cost of the No-
Fare Aspen, Snowmass, Woody Creek service is projected to be between approximately $840,000 and
$940,000 annually between 2021 and 2024.
In culmination, due to the lingering uncertainty surrounding the changes in sales and use tax collections
that went into effect in 2019 combined with the economic fallout from COVID-19 in 2020, revenue
projections at this time are notably difficult to predict. Finance and administrative staff are planning to
reconvene in June to review the sales and use tax revenues through April 2020.
g.Centralized EOTC Webpage
While the creation of the Regional Transportation Administrator position in 2018 has been successful in
consolidating the administrative functions of the EOTC, the public facing presence of the Committee is
still fragmented between the three websites of the member jurisdictions. In 2019, the Transportation
Administrator was working with Pitkin County staff to develop a central internet website or webpage for
the EOTC where elected officials, staff and the public can go to see the upcoming agendas, meeting dates,
governing documents, and get updates on EOTC projects and efforts.
Development of this website is a project that is undertaken as time permits. While many of the historical
meeting minutes, decisions and documents have now been collected and consolidated from many
different sources, the next step is to develop the website itself. Throughout 2020 the Transportation
Administrator will continue to work with County and other staff to establish this website. The creation of
a website or webpage for the EOTC is expected to increase transparency to the public as well as
convenience to staff and elected officials.
BUDGETARY IMPACT:
None at this time.
RECOMMENDED ACTION:
None at this time.
38
39
ATTACHMENTS:
1 - 2020 EOTC Work Plan and Meeting Schedule
2 – EOTC 2018, 2019 and 2020 Revenue Comparison and Projection
39
40
EOTC Work Plan and Meeting Schedule (Adopted October 17, 2019)
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.
40
Attachment 1
41
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
41
Attachment 1
42
Attachment 2
2018, 2019 and 2020 Revenue Comparison and Projections
Revenue
Destination
2018
Revenue -
Actual
2019
Revenue –
Actual
Dollar
Change and
Percent
Change –
Actual
(2018 &
2019)
2020
Revenue –
Projected
(Original
-2% Sales
Tax
Decrease)
Dollar
Change and
Percent –
2018 & 2020
(Original -2%
Sales Tax
Decrease)
2020
Revenue –
Projected
(-19.1%
Sales Tax
Decrease
Projection)
Dollar
Change and
Percent –
2018 & 2020
(-19.1% Sales
Tax Decrease
Projection)
Pitkin County
0.5% Transit
Sales Tax
RFTA
(81.04%)
$4,594,862 $5,615,494 $1,020,632
22.2%
$5,503,183 $908,321
19.7%
$4,542,935 -$51,927
-1.1%
EOTC
(18.96%)
$1,075,007 $1,313,793 $238,786
22.2%
$1,287,517 $212,510
19.7%
$1,062,858 -$12,149
-1.1%
Pitkin County
0.5% Transit
Use Tax
EOTC $1,484,002 $1,542,583 $58,581
3.9%
$550,000 -$934,002
-63%
$550,000 -$934,002
-63%
Investment
Income
EOTC $166,211 $196,500 $30,289
18.2%
$252,213 $86,002
51.7%
$252,213 $86,002
51.7%
Total EOTC
Annual
Revenues
EOTC $2,725,220 $3,052,876 $327,656
12%
$2,089,730 -$635,490
-23.3%
$1,865,071 -$860,149
-31.5%
42
43
AGNEDA ITEM SUMMARY
TO: Elected Officials Transportation Committee
FROM: David Peckler, Town of Snowmass Village Transportation Director
MEETING DATE: April 21,2020
SUBJECT: Mall Transit Station Project Update
I am providing the Elected Officials Transportation Committee (EOTC) with the current
design of the Mall Transit Station recently approved by the Town Council. The latest
option covers the design elements defined for the project. The Intermountain
Transportation Planning Region (IMTPR) has awarded a Multimodal Options Fund
(MMOF) grant in support of the design work of this facility. We are awaiting completion
by CDOT of the grant contract to move forward with the design work. The Town is still
looking to construct this project in the building season of 2022.
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.
43
44
03/02/2020
TOWN OF SNOWMASS VILLAGEMALL TRANSIT STATION
FEASIBILITY STUDY
Mall Transit Station Redevelopment
44
Attachment 1
45
Mall Transit Station Redevelopment 21 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
• (119) PARKING - LOT 6 + LOT 5
| CARRIAGE WAY | CARRIAGE WAY | BRUS
H
C
R
E
E
K
R
D
| DALY LANELOT 5
| 65 EXISTING PARKING
LOT 4
| 77 EXISTING PARKING
LOT 6
| 54 EXISTING PARKING
EXISTING
TRANSIT STATION
LOT 7
| EXISTING PARKING TO REMAIN
N45
Attachment 1
46
Mall Transit Station Redevelopment 43 Town of Snowmass Village Feasibility Study
OPTION 5
UPPER LEVEL
Bus Operations
•SINGLE BUS PLATFORM
• (4) 30’ SHUTTLE LOADING/UNLOADING
• (1) 40’ LOADING/UNLOADING
• (5) 45’ LOADING/UNLOADING
• (1) 45’ STAGING
• (1) 30’ SHUTTLE STAGING
•LANDSCAPE GARAGE SCREENING
Transit Station
•40,600 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
| STAIRS TO MALL
| LANDSCAPING/SEATING
| FUTURE LOADING/UNLOADING
| SOFTENED PLATFORM EDGE
| 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
30’ 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
30’ 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 LOT 4LOT 7
| EXISTING PARKING TO REMAIN
N8595’
8604’
8590’
8610’
8590’
8574’8581’
46
Attachment 1
47
Mall Transit Station Redevelopment 65 Town of Snowmass Village Feasibility Study
OPTION 5
LOWER LEVEL
Parking & Deliveries
• (1) PARKING ENTRY/EXIT
• (104) GARAGE PARKING
• (40) LOT 5 SURFACE PARKING
• (144) TOTAL PARKING (GARAGE+ LOT 5)
Additional Design Elements
• FREIGHT & PASSENGER ELEVATORS
• TRANSIT STATION MECH/ELEC SERVICES
• ADDITIONAL STORAGE SPACE
• BIKE STORAGE
| SNOW REMOVAL STORAGE
| ACCESS TO BRUSH CREEK RD
| CARRIAGE WAY
| ELEVATOR
| STAIR
| STAIR
| BIKE STORAGE
| DALY LANE | MECH/ELEC
NLOT 5
8590’
8590’
8574’8581’
| TRAIL ACCESS
8595’
8604’
8590’
| STAIRS TO LOT 5
| STAIRS TO MALL
47
Attachment 1
48
Mall Transit Station Redevelopment 87 Town of Snowmass Village Feasibility Study
CARRIAGE WAY
PERSPECTIVE
48
Attachment 1
49
Mall Transit Station Redevelopment 109 Town of Snowmass Village Feasibility Study
DALY LANE
PERSPECTIVE
49
Attachment 1
50
OPINION OF PROBABLE COST
PROJECT SUMMARY + DETAILED ASSUMPTIONS
11 Town of Snowmass Village Feasibility Study 50
Attachment 1
51
Total
A 1,661,895.00$
B 1,907,705.70$
C 48,793.84$
D 686,298.25$
E 3,608.80$
104 SPACES 41,425.98$ 4,308,301.58$
Total
A 43,680.00$
B 324,568.90$
C 51,112.00$
D 244,084.00$
G 177,990.00$
2,000 SF 420.72$ 841,434.90$
Total
A 1,279,027.58$
B 429,000.00$
1,708,027.58$
Sub-Total 6,857,764.06$
15% 1,028,664.61$
10% 685,776.41$
1,714,441.02$
10% 685,776.41$
5.5% 377,177.02$
2.35% 161,042.38$
1,223,995.81$
9,796,200.89$
Final Project Total 40,600 SF 241.29$ 9,796,200.89$
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.
OPINION OF PROBABLE COST
FEASIBILITY STUDY
TOWN OF SNOWMASS VILLAGE
MALL TRANSIT STATION REDEVELOPMENT
SNOWMASS VILLAGE, COLORADO
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
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
Project Summary 1Mall Transit Station Redevelopment 1251
Attachment 1
52
A Quantity Unit Cost / Unit Total
1 Standard Foundations 41,250 SF 10.70$ 441,333.75$
2 Slab on Grade 41,250 SF 8.45$ 348,562.50$
3 Basement Excavation 41,250 SF 9.50$ 391,998.75$
4 Exterior Walls (Parking Garage)400 LF 1,200.00$ 480,000.00$
1,661,895.00$
B Quantity Unit Cost / Unit Total
1 Roof Construction - Columns (Bus Drive Aisle)41,250 SF 3.73$ 153,697.50$
2 Roof Construction - Slab (Bus Drive Aisle)41,250 SF 34.00$ 1,402,500.00$
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 41,250 SF 6.71$ 276,705.00$
1,907,705.70$
C Quantity Unit Cost / Unit Total
1 Stairs 3 EA 16,264.61$ 48,793.84$
48,793.84$
D Quantity Unit Cost / Unit Total
1 Elevators 2 EA 155,791.62$ 311,583.25$
2 Rain Water Drainage 41,250 SF 1.55$ 63,813.75$
3 Sprinklers 41,250 SF 4.45$ 183,397.50$
4 Standpipes 41,250 SF 0.25$ 10,395.00$
5 Lighting & Wiring 41,250 SF 2.59$ 106,713.75$
6 Communications & Security 41,250 SF 0.25$ 10,395.00$
686,298.25$
E Quantity Unit Cost / Unit Total
1 Pavement Markings 104 EA 25.00$ 2,600.00$
2 Directional Sigange 8 EA 126.10$ 1,008.80$
3,608.80$
Construction Cost Sub-Total 41,250 SF 104.44$ 4,308,301.58$
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.
Total
TOWN OF SNOWMASS VILLAGE
MALL TRANSIT STATION REDEVELOPMENT
SNOWMASS VILLAGE, COLORADO
OPINION OF PROBABLE COST
Parking Garage
Substructure
Equipment & Furnishings
Total
Shell
Total
Interiors
Total
Services
Total
Parking Garage 213 Town of Snowmass Village Feasibility Study 52
Attachment 1
53
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 15,000 SF 3.67$ 54,990.00$
2 Snowmelt (60% of Platform)6,150 SF 20.00$ 123,000.00$
177,990.00$
Construction Cost Sub-Total 2,000 SF 420.72$ 841,434.90$
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.
OPINION OF PROBABLE COST
TOWN OF SNOWMASS VILLAGE
MALL TRANSIT STATION REDEVELOPMENT
SNOWMASS VILLAGE, COLORADO
Building Sitework
Total
Total
Transit Station & Platform
Substructure
Total
Shell
Total
Interiors
Total
Services
Transit Station & Platform 3Mall Transit Station Redevelopment 1453
Attachment 1
54
A Quantity Unit Cost / Unit Total
1 Upper Carraige Way Road 1,800 SY 104.00$ 187,200.00$
2 Retaining Wall 550 LF 629.80$ 346,391.10$
3 Backfill 4,500 CY 25.00$ 112,500.00$
4 Snowmelt 14,000 SF 20.00$ 280,000.00$
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$
8 Lot 5 Parking Lot 2,222 SY 104.00$ 231,088.00$
1,279,027.58$
D Quantity Unit Cost / Unit Total
1 Utilities 41,250 SF 3.58$ 147,468.75$
2 Stormwater Management 41,250 SF 6.83$ 281,531.25$
429,000.00$
Construction Cost Sub-Total 1,708,027.58$
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.
OPINION OF PROBABLE COST
TOWN OF SNOWMASS VILLAGE
MALL TRANSIT STATION REDEVELOPMENT
SNOWMASS VILLAGE, COLORADO
Services
Total
Roadwork & Sitework
Substructure
Total
Roadwork & Sitework 415 Town of Snowmass Village Feasibility Study 54
Attachment 1
55
PROJECT SCHEDULE
FINAL DESIGN + CONSTRUCTION
Mall Transit Station Redevelopment 1655
Attachment 1
56
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 FirePROJECT SCHEDULE
FINAL DESIGN + CONSTRUCTION
17 Town of Snowmass Village Feasibility Study Mall Transit Station Redevelopment 1856
Attachment 1
57