HomeMy WebLinkAboutagenda.EOTC.regular.20250515AGENDA
ELECTED OFFICIALS
TRANSPORTATION COMMITTEE
May 15, 2025
4:00 PM, Snowmass Village Town
Hall - Council Chambers
130 Kearns Rd.
Snowmass Village, CO 81615
I.CALL TO ORDER
II.ROLL CALL
III.Elected Officials Transportation Committee
III.A EOTC
IV.ADJOURN
Virtual Meeting Information
Microsoft Teams Meeting:
https://www.google.com/url?q=https://teams.microsoft.com/l/meetup-
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Meeting ID: 246 363 053 468 4
Passcode: 77BF3KF6
May 15, 2025 EOTC Agenda - FINAL.pdf
EOTC Decisions Reached October 24, 2024.pdf
AIS Brush Creek Monitoring & Management Plan.pdf
Brush Creek Park & Ride Draft Report_05_02_25.pdf
AIS - Spring 2025 Travel Data Report_PVAC Project.pdf
Spring 2025 Travel Data Report_PAVC Project.pdf
AIS - Hwy 82 West Aspen Transportation Needs Update.pdf
Hwy 82_West Aspen Transportation Needs Memo.pdf
AIS RFTA Zero-Fare Pilot Program Funding Support.pdf
RFTA Zero Fare Pilot Program Presentation.pdf
AIS - Transportation Coalition for the 21st Century.pdf
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Elected Officials Transportation Committee (EOTC)
Thursday, May 15, 2025 - 4:00 to 6:00 pm
Snowmass Village Town Hall Council Chambers
130 Kearns Rd. Snowmass Village, CO 81615
Host and Chair – Town of Snowmass Village
MEETING IS VIRTUAL AND IN PERSON
You can view the livestream on Grassroots TV (Channel 11 CGTV)
Microsoft Teams Meeting:
https://www.google.com/url?q=https://teams.microsoft.com/l/meetup-
join/19%253ameeting_OTllOTU0Y2EtMmI5Yi00YzdkLTg2ZmMtNGYyMmRiMGI0NTIw%2540thread.v2/0?
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Meeting ID: 246 363 053 468 4
Passcode: 77BF3KF6
AGENDA
I. 4:00 – 4:05 CALL TO ORDER AND ROLL CALL
II. 4:05 – 4:10 APPROVAL OF OCTOBER 24, 2024 ACTION MINUTES
III. 4:10 - 4:20 PUBLIC COMMENT FOR ITEMS NOT ON THE AGENDA
(Comments limited to three minutes per person)
IV. 4:20 – 4:50 BRUSH CREEK PARK & RIDE MONITORING AND
MANAGEMENT PLAN
Decision needed: Administrative direction authorizing staff
recommendation
(Motion, Second, and Roll Call Vote by Jurisdiction)
V. 4:50 – 5:10 PERMANENT AUTOMATIC VEHICLE COUNTERS
Discussion: Spring 2025 Travel Data Report
VI. 5:10 – 5:35 HWY 82/WEST ASPEN TRANSPORTATION NEEDS UPDATE
Presentation and Discussion
VII. 5:35 – 5:50 RFTA ZERO-FARE PILOT PROGRAM FUNDING SUPPORT
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Presentation and Discussion
VII. 5:50 – 6:00 TRANSPORTATION COALITION FOR THE 21st CENTURY
Discussion
VIII. 6:00 ADJOURN MEETING
Motion, Second, and Roll Call Vote by Jurisdiction
* Next Regular EOTC meeting is August 14, 2025 – City of Aspen, Host & Chair
EOTC Background, Documents, and Packet Materials may be found here:
https://pitkincounty.com/1322/Elected-Officials-Transportation-Committ
EOTC Vision: We envision the Roaring Fork Valley as the embodiment of a sustainable transportation
system emphasizing mass transit and mobility that contributes to the happiness and wellbeing of
residents and visitors.
EOTC Mission: Work collectively to reduce and manage the volume of vehicles on the road and
parking system and continue to develop and support a comprehensive multimodal, long-range strategy
that will insure a convenient, equitable and efficient transportation system for the Roaring Fork Valley.
Summary of State Statue and Ballot Requirements: The 0.5% County Transit Sales and Use Tax shall be
used for the purpose and financing, constructing, operating and managing a public, fixed route mass
transportation system within the Roaring Fork Valley.
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ELECTED OFFICIALS TRANSPORTATION COMMITTEE (EOTC)
AGREEMENTS & DECISIONS REACHED
REGULAR MEETING
October 24, 2024
Location (In Person and Virtual) –BOCC Chambers
Pitkin County - Host & Chair
• For a video production of this meeting, go to:
https://www.youtube.com/watch?v=qIZDdqq2D-c&list=PLYAoFMw_qLSv-
q6AcF02Zi07y-aPnU3Mp&index=1
• To access the Elected Officials Transportation Committee meeting packet material:
https://www.pitkincounty.com/1322/Elected-Officials-Transportation-Committ, then
‘EOTC Archived Packets’)
Elected Officials in Attendance:
Aspen – 4 Pitkin County - 5 Snowmass - 4
Mayor Torre Chair Greg Poschman Mayor Bill Madsen
John Doyle Steve Child Alyssa Shenk
Ward Hauenstein Patti Clapper Britta Gustafson
Sam Rose Kelly McNicholas-Kury Susan Marolt
Francie Jacober Tom Fridstein
______________________________________________________________________________
CALL TO ORDER AND ROLL CALL
Chair Greg Poschman called the meeting of the Elected Officials Transportation Committee
(EOTC) to order at 4:06 p.m. followed by a roll-call for attendance.
APPROVAL OF THE APRIL 6, 2023 ACTION MINUTES
Chair Poschman asked for a motion to approve the Agreements and Decisions reached from
October 5, 2023, and the Pitkin County BOCC minutes of September 11th and 25th.
Commissioner Clapper made the motion; it was seconded by Commissioner Jacober. A group
vote was called; all members voted Yes.
PUBLIC COMMENT FOR ITEMS NOT ON THE AGENDA
Rachel Richards gave a brief history of the EOTC, beginning in the 1990s when the transit sales
tax was approved to fund public transportation projects. She asked the EOTC to reaffirm its
commitment to mobility and to managing future traffic growth. She thanked the City of Aspen
for initiating a pre-NEPA process for the Entrance to Aspen and encouraged the City to involve
all parties affected by traffic in Aspen.
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Toni Kronberg commented on the need for more frequent meetings of the EOTC, citing language
from the Intergovernmental Agreement. She encouraged the EOTC to request an emergency
order from CDOT to open up both westbound lanes of Hwy 82 starting at the roundabout,
particularly during emergencies such as the swatting incident at the Aspen Schools. She supports
the County’s recent efforts to mitigate safety issues at Smith Hill Way and Lazy Glen in response
to fatalities in those locations. Ms. Kronberg thanked the City of Aspen for withdrawing a ballot
question pertaining to the entrance to Aspen and supports the reopening of the environmental
impact statement. Finally, she gave her support for an aerial tramway solution for traffic
congestion, citing an October 2020 EOTC discussion encouraging future consideration of the
mode.
Mayor Torre asked for a discussion of aerial transportation later in the meeting.
2024 WORKPLAN UPDATES
Updates were given on the following 2023 workplan items:
-Brush Creek Park & Ride FLAP
-Brush Creek Park & Ride Monitoring and Management Plan
-Permanent Automatic Vehicle Counters
-Truscott to Owl Creek Trail
-Buttermilk At-Grade Pedestrian Crossing Improvements
-Maroon Bells CRMP Implementation Plan
-Aspen Airport Business Center Multimodal Transportation Plan
-Town of Snowmass Village Transportation Projects
Mayor Torre expressed frustration that the vehicle counters project was taking so long, and that
he would like to see data from any temporary counters currently in place. Sam Guarino,
Transportation Director for the Town of Snowmass Village gave updates on the Transit Center
and the Pedestrian/Bikeway project. Commissioner McNicholas-Kury asked for more
information on the Snowmass Transit Center. Mayor Madsen replied that the planning
commission had denied approval for the project and now the Town was pursuing a version
smaller in scale. Mayor Torre asked for a future discussion on funding set-asides or “lockboxes”,
such as the $6 million dedicated for a transit center in Snowmass, and posited this might be an
option for the entrance to Aspen.
PUBLIC HEARING ON 2024 WORKPLAN AND BUDGET
Chair Poschman opened the public hearing on the proposed 2025 workplan and budget. Regional
Transportation Director Linda DuPriest presented the workplan and budget. Commissioner
Jacober asked if all EOTC members needed to be present for approval, as City of Aspen
Councilor Bill Guth was absent. County Manager Jon Peacock stated that the requirement that
each entity have a quorum of three members present.
Regarding the Brush Creek Monitoring & Management Plan, Commissioner McNicholas-Kury
asked if the study would reveal usage levels. Ms. DuPriest replied that the project would utilize
license plate reading technology would collect data on vehicles using the lot, and that RFTA
boarding and alighting date would show how many people used transit beginning at the lot.
Councilor Hauenstein asked when EV chargers would be operational; staff had joined a regional
grant application for federal funding but had not yet heard if it was approved. Members had
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various questions about bike share the lot, the lighting system, overnight parking violations and
enforcement, and the question of if the lot should continue to allow unhoused individuals to live
at Brush Creek. Ms. DuPriest stated that enforcement was a key element in the study, and that
the issue would be explored in the planning.
Commissioners Poschman, McNicholas-Kury, Clapper and Jacober all had questions about the
AABC Multimodal Plan and how it fit in with other planning efforts in the area, specifically the
airport multimodal plan, and expressed concerns that all of the transportation needs in the area be
considered in a comprehensive manner. Ms. DuPriest explained that the AABC project was
triggered by the City beginning design on the Lumberyard project, and that it would not preclude
future planning for the airport. The County with EOTC member support has applied for a RAISE
grant for the airport multimodal plan, and that even if we were selected work may not begin for
12 to 18 months. The safety issues in the AABC are more acute, and can be addressed without on
their own. Councilor Hauenstein invited the EOTC to consider helping fund the trail underpass at
the Lumberyard entrance.
Commissioner Clapper and Mayor Torre had questions about how projects appear in the budget
document, and Councilmember Marolt asked for additional information on a line item. Mayor
Torre asked if the EOTC should fund the AABC project or if it should be a Pitkin County
project. Ms. DuPriest and Brian Pettet, Pitkin County Public Works Director offered that as the
AABC is a regional traffic generator it made sense as an EOTC project, as it fits the general goal
of reducing vehicle trips in the region.
Chair Poschman invited John Rigney from Aspen Ski Company to give a presentation on their
request for the transit subside for X Games. Commissioner McNicholas-Kury and Child,
Councilor Hauenstein and Councilmember Fridstein all had questions about the ownership of the
event, structure of entrance such as paid vs. free as it was in past years, and if it made sense for
taxpayers to subsidize an event owned by a private entity. Councilor Doyle stated that he
supports the expenditure since it helps takes cars off the road. Commissioner McNicholas-Kury
suggested a “thumbs up” approval of this line item.
Chair Poschman opened public comment on the workplan and budget. Rachel Richards
commented on the need for more detail in future budget documents, and to not have to confine
the budget to one page. She also supported finding ways to fund HOV lane enforcement, that the
individual member entities might consider funding it if EOTC cannot. Toni Kronberg urged
funding of aerial transportation, and for the EOTC to meet more frequently.
Commissioner McNicholas-Kury suggested that since EOTC cannot fund HOV lane
enforcement that the three member entities separately consider funding it. Mayor Torre,
Commissioner Child and Councilor Doyle all expressed support for future consideration of aerial
transport.
Councilor Hauenstein asked to have line items pertaining to salary, wages and benefits pulled
from the budget pending further information about the increase from 2024 to 2025. County
Manager Jon Peacock explained that the County had conducted a placement and range study and
that they compensation and increase were the result of that. Manager Peacock suggested the item
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plus other budget questions could be discussed further at future meetings of the individual
entities if more information was needed.
Chair Poschman asked for a role call vote to improve the budget. Councilmember Shenk so
moved, with Mayor Madsen seconding, then called the vote which Town of Snowmass Village
approved unanimously. Mayor Torre made a motion to approve the budget; Councilor
Hauenstein stated he could not approve the budget at this time and asked that additional
information be brought before the Aspen City Council. Councilor Doyle agreed, and also stated
that the EOTC should meet more often. Councilor Rose gave his approval for the budget, then
Mayor Torre withdrew his motion. Commissioner Jacober moved that the County approve the
budget; Commissioner McNicholas-Kury seconded; all commissioners approved. Manager
Peacock stated that County staff and Ms. DuPriest would forward additional information to the
City and appear at a future Council meeting for their approval of the budget and workplan.
CITY OF ASPEN TRANSPORTATION UPDATE
City of Aspen staff Sara Ott and Jenn Ooton presented an update on the Castle Creek Bridge and
Entrance to Aspen. Options were presented including a supplemental or new EIS, a three-lane
bridge as a replacement for the preferred alternative, a modified "split shot”, plus funding
questions. The City has engaged Jacobs Engineering to assist with the scoping for a new EIS,
including a public engagement process and polling of Aspen citizens. Commissioner Jacober had
several questions about the polling and public engagement, and if valley commuters would have
input. Councilmember Fridstein asked about the rating of the bridge. Mayor Torre addressed
questions, adding some recent communications with CDOT and presenting ideas for the
modified split shot among other options. Commissioner McNicholas-Kury stated she hopes the
conversation includes partner jurisdiction and commuters from throughout the valley and that she
would support EOTC contributing funding to a process that includes the broader valley
community.
2025 EOTC MEETING DATES
Members discussed options for determining the EOTC meeting schedule for 2025. There was
agreement that the EOTC needs to meet more often than it did in 2024. Councilmember Fridstein
suggested a pre-budget/workplan meeting one month ahead of the fall meeting where the budget
is approved. Councilmember Shenk concurred with that suggestion. It was decided to meet three
times, schedule to be determined at a later time.
ADJOURN REGULAR MEETING
Chair Poschman asked for a motion to adjourn. Commissioner McNicholas-Kury so moved;
Councilmember Fridstein seconded. Meeting was adjourned at 7:05 pm.
CITY OF ASPEN COUNCIL MEETING NOVEMBER 19, 2024.
EOTC Director Linda DuPriest and Pitkin County Manager Jon Peacock appeared before City
Council to seek approval for the 2025 workplan and budget. Additional detail had been
forwarded to the City answering specific questions about line items. Manager Peacock explained
the County’s management of the transit sales tax, EOTC’s work and the support the County
provides including human resources functions. The Council approved the 2025 workplan and
budget.
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City of Aspen
_________________
Rachel Richards, Mayor
City Council
_________________
Nicole Henning
City Clerk
Town of Snowmass Village
_________________
Alyssa Shenk, Mayor
Town Council
_________________
Megan Boucher
Town Clerk
Pitkin County
___________________
Kelly McNicholas-Kury, Chair
Board of County Commissioners
___________________
Sam Engen
Clerk to the Board of County Commissioners
___________________
Linda DuPriest
Regional Transportation Director
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AGENDA ITEM SUMMARY
EOTC MEETING DATE: May 15, 2025
AGENDA ITEM TITLE: Brush Creek Park & Ride Monitoring and Management
Plan
STAFF RESPONSIBLE: Linda DuPriest, Regional Transportation Director
ISSUE STATEMENT: Staff is seeking direction to pursue a second phase of the Brush Creek Park &
Ride Monitoring and Management plan, approved by the EOTC in 2024. The purpose of the study is to
analyze current operations for efficiency and effectiveness, address public safety issues, maximize
parking capacity for commuters and visitors particularly in the winter ski and summer tourism seasons
optimize to support the shift from vehicle trips to transit and other modes.
BACKGROUND: Upon completion of the park & ride expansion and improvement project funded by
the FHWA’s Federal Lands Access Program and completed in 2023, staff recognized the need to update
operations and management of the space. In preparing for that project, staff observed many issues of
public safety due to camping and overnight use in the back of the lot, unauthorized storage of private
business vehicles and trailers, trash and sanitation problems and other activity not authorized by the
agreement with CDOT for use of the land. In addition, the City of Aspen had expressed that it was
becoming increasingly difficult and impractical for the City’s parking department to manage parking
enforcement and special event permitting. The Pitkin County Sheriff’s Office had concurred that law
enforcement at the lot required modifications to the current operations and management.
In 2024 staff engaged the consulting firm DJ&A to conduct the monitoring and management study, which
included analysis of parking and transit data, an initial public outreach process, peer review of three
similar mountain tourism environments with park & ride lots and input from the Technical Advisory
Committee made up of EOTC staff plus RFTA. The project team proposes the following
Recommendations for a second phase of the project:
1. Revise the intergovernmental agreement
2. Host a visioning workshop on short- and long-term goals for the park & ride.
3. Set up a recurring park & ride stakeholder meeting to advance goals and coordinate with other
law enforcement agencies
4. Identify and pursue funding for strategy implementation
5. Implement recommended strategies and/or technology packages
6. Monitor and evaluate effectiveness of implemented strategies
BUDGETARY IMPACT: There is no additional budgetary impact for 2025, as funding for this work
was approved in the 2025 EOTC workplan and budget.
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RECOMMENDED ACTION:
EOTC staff requests direction to pursue the Recommendations in the draft Plan.
ATTACHMENTS:
Brush Creek Park & Ride Monitoring and Management Plan DRAFT
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ELECTED OFFICIALS
TRANSPORTATION COMMITTEE
Brush Creek Park &
Ride Monitoring and
Management Plan
DRAFT
MAY 2025
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Table of Contents
Executive Summary ......................................................................... 1
1. Introduction .............................................................................. 2
2. Existing Conditions ..................................................................... 4
3. Community Engagement .............................................................. 12
4. Peer Review & Best Practices ....................................................... 15
5. Recommendations ..................................................................... 17
6. Implementation and Next Steps ..................................................... 26
Appendix A: Existing Conditions Memo ................................................. 27
Appendix B: Community Survey Results ................................................ 28
Appendix C: Peer Review & Best Practices Memo .................................... 29
Table of Figures
Figure 1: Brush Creek Park & Ride Project Location .................................................... 3
Figure 2: Transit at Brush Creek Park & Ride ............................................................ 7
Figure 3: RFTA Brush Creek Park & Ride Average Daily Boardings by Headway Direction in the
AM and PM ..................................................................................................... 8
Figure 4: RFTA Brush Creek Park & Ride Daily Boardings per Month by Headway Direction in the
AM and PM ..................................................................................................... 8
Figure 5: Ending Destination of Passengers who Alight at Brush Creek Park & Ride ............. 9
Figure 6: Brush Creek Park & Ride Parking Occupancy in 2024, Midday Counts .................. 9
Figure 7: Saturday Aug 31 JAS Experience – Brush Creek Park & Ride Vehicle Entries and Exits
.................................................................................................................. 10
Figure 8: Thursday Sep 26 – Brush Creek Park & Ride Dwell Time (Hours) ........................ 11
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Executive Summary
The Elected Officials Transportation Committee (EOTC) of Pitkin County initiated the
Brush Creek Park & Ride Monitoring and Management Plan to identify strategies to
enhance the operation and effectiveness of the Brush Creek Park & Ride.
The park & ride, located along Highway 82 at Brush Creek Road is a critical component
of the Roaring Fork Valley’s multimodal transportation network, encouraging travelers and
commuters to transfer from personal vehicles to transit, shuttles, carpools, and active
transportation modes into and out of the City of Aspen and Town of Snowmass Village.
This Plan recommends strategies to help the EOTC improve access to high quality transit,
promote multimodal travel, enhance safety, and reduce parking and traffic congestion in
nearby communities.
The study included an existing conditions analysis, community engagement in the form of
a survey, a peer review of similar park & ride facilities, and a best practices analysis. Based
upon this framework, management, operational, and technological strategies are
recommended to enhance Brush Creek Park & Ride operations. The recommendations
are supplemented with next steps for implementation.
Recommendations Next Steps
Management &
Operations
Technology 1. Revise the intergovernmental
agreement
Revise Site Management
Leadership and
Practices
Package 1:
Baseline Monitoring
and Surveillance
2. Host a visioning workshop on
short and long-term goals for
the park & ride
Improve the Special
Event Permitting
Process
CCTV
Video Mgmt.
System
3. Set up a recurring park &
ride stakeholder meeting to
advance goals & coordinate
with other local law
enforcement agencies
Address Overnight
Parking and Public
Safety Concerns
Package 2:
Smart Parking
Technology
4. Identify and pursue funding
for strategy implementation
Implement Wayfinding
Signage
AI-ALPR Cameras
Smart Parking
Mgmt.
Dynamic Message
Signs
CCTV
(supplemental)
5. Implement recommended
strategies and/or technology
packages
Revisit On-Site
Infrastructure &
Operations
6. Monitor and evaluate
effectiveness of implemented
strategies
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1. Introduction
The Elected Officials Transportation Committee (EOTC) of Pitkin County initiated the Brush Creek
Park & Ride Monitoring and Management Plan to identify strategies to enhance the operation and
effectiveness of the Brush Creek Park & Ride. The park & ride is a critical component of the Roaring
Fork Valley’s multimodal transportation network, encouraging travelers and commuters to transfer
from personal vehicles to transit, shuttles, carpools, and active transportation modes. The park &
ride, situated at the intersection of Brush Creek Road and Colorado State Highway 82 (Highway
82), helps reduce traffic congestion on routes into and out of the City of Aspen and the Town of
Snowmass Village and alleviate parking demand at key destinations in both communities.
The Brush Creek Park & Ride Monitoring and Management Plan evaluates the current management
and operational practices for the facility and recommends strategies for improvement. This initiative
focuses on improving the user experience, optimizing site operations, enhancing access, promoting
public safety and security, and encouraging more sustainable transportation options, which all align
with the goals outlined in recent regional planning documents.
1.1. Study Area
The Brush Creek Park & Ride serves as a transit and multimodal hub within the Roaring Fork Valley.
The park & ride is situated just east of the intersection of Brush Creek Road and Highway 82 and
is accessible from the existing signalized intersection of these two roadways.
The property surrounding the park & ride is generally undeveloped, with the Roaring Fork River to
the east and south, Brush Creek to the west, and vacant parcels to the north. Despite minimal
development in the immediate area, the location is ideal for a park & ride, as the facility can serve
both commuters and visitors traveling between the valley’s major activity centers.
The Brush Creek Park & Ride currently serves transit riders and carpools heading to:
• Aspen to the south via Highway 82
• Snowmass Village to the west, via Brush Creek Road
• Lower Roaring Fork Valley communities to the north including Carbondale and Glenwood
Springs, via Highway 82
Figure 1 shows the project location.
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Figure 1: Brush Creek Park & Ride Project Location
1.2. Purpose and Objectives
The Brush Creek Park & Ride facilitates transfers between personal vehicles and transit, shuttles,
and carpools for people traveling to and from Aspen, Snowmass Village, and surrounding areas.
The park & ride fulfills an important role in reducing traffic congestion and improving accessibility
to key destinations in Aspen and Snowmass Village.
Strategies presented in this report were developed through an analysis of existing conditions,
feedback received from the public and through conversations with stakeholders, a best practices
review, and peer agency interviews. The strategies aim to help the EOTC improve access to and
use of high quality transit, encourage multimodal travel, enhance safety, and reduce parking and
traffic congestion in nearby communities.
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2. Existing Conditions
The Brush Creek Park & Ride is located on 27 acres of public land owned by the Colorado
Department of Transportation (CDOT). The land is leased through an intergovernmental agreement
between the City of Aspen, the EOTC, and the regional transit provider, the Roaring Fork
Transportation Authority (RFTA). The Brush Creek Park & Ride features:
• Bus transfer area: serves six (6) year-round or seasonal RFTA routes and one (1) seasonal
Snowmass Village Shuttle route, with bus drive aisles separated from personal vehicle
traffic
• Center-loading passenger platform: a 280-foot-long, 30-foot-wide passenger platform
complete with a partially enclosed bus shelter, a bicycle parking shelter, public art displays,
newspaper kiosks, and a public restroom facility
• Parking area: provides approximately 400 paved parking spaces complete with landscaping
and lighting throughout
• Overflow areas: accommodate additional parking demand during special events
2.1. Existing Operations and Enforcement
The City of Aspen oversees parking operations and enforcement at the Brush Creek Park & Ride.
These responsibilities include:
• Site Maintenance: The City of Aspen contracts maintenance activities for trash pickup on
a weekly basis, noxious weed management annually, snow removal as needed, and site
cleanup after special events and as needed.
• Carpool Permits: The City of Aspen operates a carpool permit program from a kiosk
operating at the southern end of the site. The City issues on average 180 carpool permits
per day. These permits allow free parking in residential areas of the City for longer than the
posted 2-hour limit. The City is interested in digitizing the current manual permit issuance
process to improve efficiency and daily tracking.
• Enforcement and Public Safety: Vehicles may not park longer than 24 consecutive hours
at the Brush Creek Park & Ride. Overnight parking is allowed within the 24-hour limit. The
City of Aspen has stated that enforcement is conducted every night, Monday through Friday,
for approximately 30 minutes to ensure no vehicle is parked for longer than 24 consecutive
hours. Enforcement officers issue a warning via flyer in the windshield if a vehicle is
identified to be parked for at least 24 hours. If the vehicle is present after an additional 24
hours, the vehicle would receive a citation. After an additional 24-hour period, the vehicle
is green-tagged for tow to impound.
• Special Events: The Brush Creek Park & Ride is often used as a remote lot for special
events in the Upper Roaring Fork Valley. Event organizers are required to obtain a special
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use permit to use the Brush Creek Park & Ride for their events. However, this process is
not currently detailed on the City’s website. The special use permit requires a site plan,
staffing plan, and traffic plan. These plans must detail truck and trailer staging, shuttle use,
lighting, additional restroom facilities, security, maintenance, and cleanup. Permit holders
must provide a damage deposit of $5,000 to cover any potential damage during the event.
No other fees are applied. The are no agreements or restrictions for businesses or agencies
to utilize daily parking at Brush Creek Park & Ride for their operations.
• Monitoring: The City of Aspen conducts vehicle counts at the Brush Creek Park & Ride
between 12:00pm and 1:00pm for approximately two-thirds of the days throughout the year.
The early afternoon period sees the highest parking utilization throughout the day.
For more information on existing operations and enforcement, please see Appendix A.
2.2. Public Safety at Brush Creek Park & Ride
Public safety at the Brush Creek Park & Ride is a serious and ongoing concern of the Pitkin County
Sheriff’s Office, who responded to over 850 calls between 2022 and year-to-date 2025. While many
incidents requiring law enforcement attention occur throughout the day and in different parts of
the lot, the Sheriff’s Office views the number of people camping overnight and even living at the
Brush Creek Park & Ride for extended periods of time as greatly exacerbating the risk of crime and
activities that threaten public safety. There is a concern that allowing long-term camping,
particularly in the back of the lot, will lead to a “broken windows” scenario wherein the space
appears to be unregulated and therefore an invitation to crime and mischief. Officers expressed a
strong desire for tighter regulations, specifically that overnight stays and camping should be
prohibited and strictly enforced in most situations. Officers have also called for enhanced
monitoring of the lot through license plate reader (LPR) technology, gated entry, and other parking
lot management technologies.
The Brush Creek Park and Ride, and to a lesser extent, the Buttermilk Parking Lot, have seen many
incidences of serious crimes, including drug dealing, solicitation of minors, assault and kidnapping
as well as lesser violations to public safety and security. More serious crimes are covered by local
media, but there is limited broader public awareness of lesser violations to public safety and
security. The following is a categorization of the most frequent calls, plus the number of each, to
the Sheriff’s Office between 2022 and 2025:
• Suspicious behavior – 315
• Suspicious people sleeping in
vehicles – 126
• Citizens requesting assistance – 73
• Intoxication and liquor violations,
outside of vehicles – 39
• Welfare checks – 32
• Disturbances – 26
• Intoxicated driver -- 20
• Harassment – 10
• Extra patrol required – 9
• Hit and run accidents – 7
• Assault – 7
• Criminal mischief – 4
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The following incidents occurred five or fewer times: weapons violations, illegal fires, unattended
or abandoned vehicles, vehicle theft, littering, and domestic conflicts. In addition to formal reported
incidents, staff have observed such alarming behavior as vehicles sharing electricity via jumper
cables with generators and gasoline cans nearby, makeshift campers with piles of garbage amassed,
and people relieving themselves at the edges of the lot.
The peer review conducted for this study, summarized in Chapter 4, revealed that similar mountain/
ski resort communities with commuter/ skier parking lots prohibit overnight stays and storage of
unauthorized vehicles, conducting nightly sweeps of the lots and ordering any remaining vehicles
to be towed. These examples were noted in Teton Village/ Jackson Hole in Wyoming, Steamboat
Springs in Colorado, and at Big and Little Cottonwood Canyon lots in Utah.
The Sheriff’s Office noted that the new management plan at the Buttermilk lot, which includes
charging for parking and robust monitoring and enforcement, is a solid step for enhanced public
safety, and a similar effort should be conducted for the Brush Creek Park & Ride. However, under
the terms of the agreement with CDOT, which owns Brush Creek Park & Ride, the lot will remain a
commuter lot free of charge.
2.3. Relevant Planning Documents
Previous planning documents set the foundation for the Brush Creek Park & Ride Monitoring and
Management Plan. These documents help ensure that recommendations are in line with EOTC
goals, objectives, and past efforts. Relevant planning documents are summarized below:
EOTC 2020 Strategic Plan
The EOTC 2020 Strategic Plan adopted the Comprehensive Valley
Transportation Plan (CVTP) to establish a framework for a new
transportation strategy in the Roaring Fork Valley. The framework guides
EOTC’s decision-making, work planning, and budgeting processes. The
Strategic Plan sets a mission, vision, guiding principles, and key strategies
to ensure a convenient, equitable, and efficient transportation system.
Comprehensive Valley Transportation Plan (2020)
The Comprehensive Transportation Plan (CVTP), adopted in 2020,
identified a range of transportation strategies to improve mobility in the
valley. The CVTP identified park & ride lot improvements, congestion
reduction measures, and technologies and innovation to encourage mode
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shift as regional priorities. Additional bike and pedestrian connections to the Brush Creek Park &
Ride were identified as an Upper Valley-specific priority.
Brush Creek Park-N-Ride Management, Maintenance and Use Plan (2005)
This intergovenmental agreement between the City of
Aspen, the Town of Snowmass Village, and the EOTC
defines the management and maintenance of the Brush
Creek Park & Ride. The agreement generally designates
RFTA to maintain the bus bay section of the park & ride,
the City of Aspen to maintain the parking lot facility, and
CDOT to maintain the southernmost unpaved portion of
the parcel. The use plan also designated City of Aspen
to manage, repair, and provide enforcement at the park & ride lot. Maintenance includes snow
removal, lot sweeping/flushing, trash removal, and maintaining a state of good repair in the parking
lot. RFTA is responsible for restroom cleaning.
2.4. Transit Ridership
RFTA operates six transit routes at the Brush Creek Park & Ride, offering service from the City of
Glenwood Springs to the City of Aspen and the Town of Snowmass Village, and providing regional
transit service throughout the Roaring Fork Valley. Routes serving the park & ride include:
• VelociRFTA (BRT): daily service between Aspen and Glenwood Springs, operating with 10
to 30-minute headways
• Local Valley (L): daily service between Aspen and Glenwood Springs, operating with 30-
minute headways
• Snowmass/Aspen (SMA): daily winter service and limited summer service between Aspen
and Snowmass Village, operating with 15 to 30-minute headways
• Snowmass Intercept (SMI): daily service between the Brush Creek Park & Ride and
Snowmass Mall, contracted out to Snowmass Village Shuttle in the spring and fall off-peak
periods
• Snowmass/Ski (SMS): winter season service between Aspen Highlands and the Snowmass
Mall
• Woody Creek (WC): seasonal service between the Phillips neighborhood and the Brush
Creek Park & Ride, operating with one-hour headways
Figure 2 depicts transit routes that connect to the Brush Creek Park & Ride.
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Figure 2: Transit at Brush Creek Park & Ride
RFTA boarding data for the Brush Creek Park & Ride was collected by route and headway direction
in the AM and PM time periods between August 2023 and August 2024. RFTA boardings at the
Brush Creek Park & Ride are highest in the summer months, from June to August, at approximately
1,000 to 1,500 passenger boardings per day. Boardings are also high in the winter months from
December to March, at approximately 940 to 1,100 boardings per day. Boardings are significantly
lower in the shoulder seasons, from October to November, and from April to May. In these months,
RFTA routes averaged between 300 to 450 boardings per day.
Table 1 shows the average daily passengers by headway direction in either the AM or PM. Figure
3 shows the average daily passengers by month, by headway direction in either the AM or PM.
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8
Table 1: RFTA Brush Creek Park & Ride Average Daily Boardings by Headway Direction in the AM and PM
Brush Creek Park & Ride AM PM Daily
To Glenwood Springs 34 181 215
To Snowmass Village 166 187 353
To Aspen 156 131 287
Total 356 499 855
Figure 3: RFTA Brush Creek Park & Ride Daily Boardings per Month by Headway Direction in the AM and
PM
From April 2023 to May 2024, the Snowmass Village Shuttle recorded the ending destination of
approximately 28,900 passengers who alighted at the park & ride through their contracted
Snowmass Intercept (SMI) service. The passengers who alighted at the Brush Creek Park & Ride
all boarded the route in the Town of Snowmass Village. Figure 4 presents the ending destination
(beyond the Brush Creek Park & Ride) for those who alighted at the park & ride. Origin-destination
data is not available in the up-valley direction.
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Figure 4: Ending Destination of Passengers who Alight at Brush Creek Park & Ride
2.5. Parking
The Brush Creek Park & Ride contains approximately 400 spaces. During special events, overflow
lots to the north and south of the paved parking area are made available, which can increase the
parking capacity by approximately 400 additional spaces, providing a total of over 800 spaces.
In 2024, the City of Aspen counted the lot in the mid-afternoon on 245 days of the 366 days of the
year (67%). Among count days, the highest utilization was in the winter (Late November-February)
and summer (July-August). Figure 5 shows the midday parking occupancy throughout 2024.
Figure 5: Brush Creek Park & Ride Parking Occupancy in 2024, Midday Counts
58.2%
12.2%
6.2%
5.9%
6.8%
10.6%0.2%
Aspen
Brush Creek
Basalt
El Jebel
Carbondale
Glenwood
Hogback
0
50
100
150
200
250
300
350
400
Jan-24 Feb-24 Apr-24 May-24 Jul-24 Sep-24 Oct-24 Dec-24
Lot Occupancy (12pm - 1pm)
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Additional parking utilization data was also collected by the consultant team throughout the day on
one special event day (JAS Experience, Saturday, August 31, 2024) and one typical weekday. For
the JAS Experience special event day, parking utilization reached up to 829 parked vehicles, taking
advantage of the two overflow lot areas. The typical weekday reached as high as 145 parked
vehicles at 1:00pm (Thursday, September 26, 2024).
Due to the nature of the JAS Experience, the Brush Creek Park & Ride saw a steady increase in
vehicle entries throughout the day, followed by a sharp line of departures after the conclusion of
the concert. Figure 6 shows the JAS Experience vehicle entries and exits by time of day at the
Brush Creek Park & Ride.
Figure 6: Saturday Aug 31 JAS Experience – Brush Creek Park & Ride Vehicle Entries and Exits
During the typical weekday, vehicle entries most frequently occurred between 6:00am and 9:00am.
Most vehicles exited the park & ride between 3:00pm to 6:00pm. A significant number of entry
trips in the morning can be attributed to the Aspen carpool program, with approximately 213
vehicles acquiring a carpool permit. On a typical day, most vehicles that did not acquire a carpool
permit dwelled at the park & ride for a relatively short period of time, such as less than 1 hour. The
significant number of short-term stays highlight the importance of short-term spaces or a loading-
only zone. Figure 7 shows the dwell times on the typical weekday at the Brush Creek Park & Ride.
More information about parking utilization can be found in Appendix A.
0
50
100
150
200
250
300
350
400
450
Saturday JAS Experience -Brush Creek Park & Ride Vehicle
Entries and Exits
Entries Exits
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Figure 7: Thursday Sep 26 – Brush Creek Park & Ride Dwell Time (Hours)
Please see Appendix A to view the full Existing Conditions Memorandum.
0
50
100
150
200
Nu
m
b
e
r
o
f
V
e
h
i
c
l
e
s
Minimum Dwell Time (Hours)
Thursday September 26 -Brush Creek Park & Ride Dwell Time
(Hours)
Vehicles that Entered the Parking Lot Vehicles that Did Not Enter the Parking Lot
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3. Community Engagement
The Brush Creek Park & Ride Improvements Survey was conducted online from April 7, 2025 to
April 25, 2025. The survey was administered in both English and in Spanish. A total of 143
respondents completed the survey, with 119 responses in English, and 24 responses in Spanish.
The survey had four general sections:
• Park & ride usage
• Respondent origin/ destination information
• Respondent sentiment on several potential amenities and technologies
• An opportunity for respondents to provide additional comments.
The survey had 14 questions. The average time to complete the survey was just over 6 minutes.
The survey was advertised in the Roaring Fork Valley through a variety of sources, including print,
radio, digital, social media, direct emails, and newsletters. Advertisements focused on highlighting
the survey availability for residents throughout Pitkin County, Glenwood Springs and Garfield
County, and west to Rifle. A schedule of all advertisement methods is shown below in Figure 8.
Figure 8: Survey Advertising Strategy
Advertisement Medium Published
Dates Language Collateral
Provided
Aspen Daily News Print April 12, 15, 20,
24, 25
English (EN) &
Spanish (SP)
Quarter-page
graphic
Digital April 11-25 EN & SP Graphic
Glenwood Springs Post Independent Print April 11, 13, 18,
19, 22, 25 EN & SP Graphic
La Tricolor Radio April 9-31 SP 60-second ad
The Sopris Sun Print April 16, 23 EN Graphic
Sol Del Valle Print April 10, 17, 24 SP Graphic
Aspen Daily News Weekly Print April 14, 21 EN & SP Text
Redstone Facebook Digital Multiple EN Graphic
Pitkin County Facebook Digital Multiple EN & SP Graphic
Pitkin County Instagram Digital Multiple EN & SP Graphic
Instagram (Geotagged Ad) Digital Multiple EN & SP Graphic
Caucuses - Multiple EN Blurb
Employee Newsletter - April 8 EN Blurb
Aspen Chamber Resort Association
Newsletter - April 7 EN Blurb
Pitkin County Public Service
Announcement - Multiple EN & SP Press Release
Sandwich Board Sign Multiple EN & SP Sandwich board
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3.1. Proposed Amenity Importance
Respondents were asked to rate a series of 16 potential park & ride amenities as most important
to them. They could select an amenity’s importance on a four-point scale from not important (1)
to very important (4). A weighted average was used to determine which amenities would be most
important to respondents. Among all amenities, “More frequent or direct transit service”, “Improved
restrooms”, and “Long-term airport parking/ New shuttle service to the airport”, would be the three
most important amenities. Alternatively, amenities that scored the lowest included “More
wayfinding internal to the Brush Creek Park & Ride”, “Electric vehicle charging stations”, and “More
bicycle parking”. Figure 9 shows the weighted average of each proposed amenity, with the higher
scores being more important. 119 respondents answered this question.
Figure 9: Proposed Amenity Importance to Survey Respondents
3.2. Proposed Technology Usefulness
Respondents were asked to rate seven potential park & ride technologies as most useful to them.
They could select a technology’s usefulness on a four-point scale from not useful (1) to very
useful (4). A weighted average was used to determine which technologies would be most useful
to respondents. Among all technologies, “Real-time parking occupancy info on your smartphone”
and “Traffic signal priority for buses at the Hwy 82 and Brush Creek Road intersection” would be
the two most useful technologies. Alternatively, technologies that scored the lowest included
“Parking space reservations for carpooling” and “Parking space reservations for special events”.
Figure 10 shows the weighted average for each proposed technology, with the higher scores
being more useful. 117 respondents answered this question.
0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5
More wayfinding internal to the Brush Creek Park & Ride
Electric vehicle charging stations
More bicycle parking
More wayfinding to or from the Brush Creek Park & Ride
Enhanced or additional seating/ shelters
Better security and enforcement
Improved ADA accessibility
Better cleanliness
Improved heating
Enhanced safety, such as lighting or improved crosswalks
Better site maintenance, such as snow removal
New shuttle/transit service for employees only
More parking
Long-Term airport parking/New shuttle service
Improved restrooms
More frequent or direct transit service from this facility
Weighted Average
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Figure 10: Proposed Technology Usefulness to Survey Respondents
3.3. Open-Ended Responses
At the end of the survey, respondents had the opportunity to provide open-ended comments on
the Brush Creek Park & Ride. In total, 49 respondents provided feedback, with 42 responding in
English and 7 in Spanish. The general sentiment of the comments are summarized below:
• New Transit Service/ Frequency/ Overcrowding (33%): The largest group of respondents
requested new transit service or improved frequency, due to indirect connections or
overcrowding. They called for the Highland Flyer’s return, and connectivity to trailheads.
• Expansion of the Park & Ride into a Transit Hub (22%): Many respondents called for new
transit hub amenities at the site, including an enhanced drop-off zone, EV charging, real-
time availability, expanded bus stops on the up valley side of Hwy 82, housing, a
convenience store, and more parking.
• Enhanced Public Safety and Security (18%): Many respondents raised safety concerns
about car camping and site maintenance, calling for improved enforcement and new lighting,
surveillance cameras, and enhanced pedestrian accessibility.
• New and Improved Restrooms (16%): Respondents called for a new restroom facility
complete with plumbing, a departure from the existing portable restrooms.
• Positive Sentiment (14%): Some respondents gave positive sentiment to the survey or the
Brush Creek Park & Ride site or operations.
• Improved Shelters (12%): Some respondents would like to see improved shelters,
complete with better enclosures, new heaters, and better route signage.
• Other: Less frequent comments included allowing more bikes on buses, allowing overnight/
airport parking, improving Hwy 82 bike access, keeping parking free, and reverting the
facility name back to the Intercept Lot. See Appendix B for the full survey results summary.
0.0 0.5 1.0 1.5 2.0 2.5 3.0
Parking space reservations for carpooling
Parking space reservations for special events
License plate reader capabilities for enforcement and
security
Digital permit for Aspen Carpool users
Real-time parking occupancy signage on Hwy 82
Traffic signal priority for buses at the Hwy 82 and Brush
Creek Road intersection
Real-time parking occupancy info on your smartphone
Weighted Average
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4. Peer Review & Best Practices
The consultant team completed a peer review and best practices analysis to inform the
development of strategies to improve management and operations at the Brush Creek Park & Ride.
The peer review sought to understand peer agency practices related to park & ride management.
This peer review uncovered new ideas, methods, strategies and practices that could potentially be
implemented at Brush Creek Park & Ride. The best practices analysis highlighted proven strategies
and practices implemented by local, regional, and federal sources across the country that could be
used to optimize park & ride operations and management practices.
4.1. Peer Review
Three agencies were interviewed as part of the peer review. Each peer location was selected
because the park & ride lot’s primary purpose is to serve ski traffic for visitors and employees. The
three peer locations include:
1. Teton Village Association (TVA) - Stilson Park & Ride near Jackson, Wyoming
2. Steamboat Springs Transit - Stockbridge Transit Center in Steamboat Springs, Colorado
3. Utah Transit Authority (UTA) - Big Cottonwood Canyon Park & Ride in Cottonwood Heights,
Utah
These peer facilities were chosen as they are similar to the Brush Creek Park & Ride in several
ways, including:
• All facilities primarily serve to intercept skiers, employees, commuters, and other visitors
to reduce parking congestion at ski resorts and in the surrounding communities
• All facilities are situated along high-volume roadways or state highways
• All facilities are located between four miles to 20 miles away from the nearby communities
and ski resort(s) they serve
• All facilities are free to park and do not have a gate or other entry restrictions
TVA, Steamboat Springs Transit, and UTA provided valuable insights into existing management,
operations, and enforcement practices at their peer facilities. Key takeaways from the peer reviews
include:
• Set clear goals for the intended purpose of the park & ride, and objectives to best address
them
• Clearly define management roles, that may include a division of responsibilities during ski
season and off-peak season
• Conduct daily parking counts, either manually or via technology, to accurately assess
conditions and address needs quickly
• Consider an employee parking program such as a free employee shuttle service to
maximize parking at ski areas
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• Ensure effective daily enforcement of parking regulations
• Prohibit any overnight parking to address concerns related to camping and long-term
stays
• Plan for projected park & ride demand at least a decade from now to avoid parking
footprint constraints in the future
• Consider entering into contractual agreements between all stakeholders who benefit from
the park & ride, including adjacent municipalities and ski resorts
• Consider hosting monthly meetings between all stakeholders to maintain coordination on
transportation matters
• Consider installing cameras to monitor the park & ride remotely
These insights highlight that effective management of a park & ride lot requires clear goals,
defined roles, and coordination among stakeholders, especially to address seasonal variations in
use. Daily monitoring, consistent enforcement, and long-term planning help ensure the lot meets
current and future demand while supporting efficient use through strategies like employee
shuttles and remote surveillance. Contractual agreements and regular stakeholder meetings
would further strengthen operational coordination and accountability.
4.2. Best Practices
The best practices summary highlighted management and operations, maintenance, and
technology solutions that may be applicable at the Brush Creek Park & Ride. For management and
operations, the analysis reviewed strategies around seasonal pricing, carpool incentives, long-term
parking permits, reservation systems, and planning for large-scale events. Maintenance strategies
are varied depending on if they are managed in-house versus contracted out. Technology strategies
focused on monitoring parking occupancy, using parking guidance systems, and installing
surveillance technologies to improve safety.
Implementation of these best practices could lead to an efficient and effective management
program. Best practices relevant to Brush Creek Park & Ride include:
• A managed long-term parking program, especially for airport users
• Implementation of a reservation system during large events and peak seasons
• Enhance enforcement to better address overnight stays and camping to improve public
safety
• Effective special event plans
• Reconsider in-house vs. contracted maintenance services
• Performing Crime Prevention through Environmental Design (CPTED) assessments of the
facility
• Installing parking technology solutions for occupancy monitoring, parking guidance, and
safety
Please see Appendix C for the full Peer Review and Best Practices Memorandum.
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5. Recommendations
A series of new recommendations are provided to improve operations, management, and
enforcement at Brush Creek Park & Ride to promote transit service, optimize parking utilization,
mitigate safety concerns, and streamline operations.
Recommendations were developed from analysis of existing operational and management
conditions, community feedback, conversations with stakeholders, the peer review analysis, and
the best practices review.
The recommendations include management & operations strategies and technology strategies.
5.1. Management & Operations Recommendations
Revise Site Management Leadership and Practices
Management of the park & ride in the existing condition is governed by several agencies, including
the City of Aspen, Pitkin County, and RFTA, all managing separate sections of the site. This type of
approach requires significant coordination between multiple agencies. Consolidating management
responsibilities under a single agency can help streamline management and make the process
more efficient. Should the EOTC be supportive of consolidating management responsibilities, Pitkin
County would be best suited for this role given the location of the park & ride. The County public
works operations center is just south of the park & ride site, allowing for more efficient observation
and maintenance activities (should the County elect to maintain the facility in place of contracting
out these responsibilities).
Under a revised management structure, the EOTC member agencies should work together to set
clear goals for the intended purpose of the park & ride, ensure consistent enforcement and daily
vehicle counts, and plan to accommodate future parking demand. Additional key management
activities are discussed below.
Improve the Special Event Permitting Process
Updates to the existing permitting process for special events would improve efficiency and record-
keeping. A new special event management permit would include an application with a site plan,
event details, event infrastructure, operations, traffic control, and insurance/ liability coverage. The
special event permit application would be made publicly available on the Pitkin County website. For
annual events, a system could be put in place to allow for expedited applications in future years.
The special event application would also be applicable for commercial operators that utilize the
Brush Creek Park & Ride for daily parking, including rafting companies that instruct their patrons
park in the lot for the day.
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Address Overnight Parking and Public Safety Concerns
Currently, the Brush Creek Park & Ride does
not allow vehicle parking for longer than 24
hours. This regulation is difficult to enforce due
to the need for consistent monitoring and
tracking of vehicles, creating safety concerns
as drivers can legally camp overnight. To
address this issue, it is recommended to adopt
a regulation that prohibits overnight parking,
consistent with how the peer agencies
interviewed for this project operate their park
& ride facilities.
A “No Overnight Parking” regulation is much easier to enforce than a 24-hour limit. With no
overnight parking, an enforcement officer can designate a vehicle in violation immediately, whereas
a 24-hour limit is more difficult to track and enforce consistently.
Enforcement responsibilities should be transferred from the City of Aspen to the Pitkin County
Sherriff’s Office or a contracted service managed by the County. This would require an update of
the intergovernmental agreement. The Brush Creek Park & Ride is over 2.5 miles north of the City
of Aspen’s jurisdiction, reducing the efficiency of using resources from the Aspen Parking
Department. Enforcement through the County could be more efficient given the location of the park
& ride and the County facilities.
Implement Wayfinding Signage
Implement dedicated and prominent wayfinding signage to the Brush Creek Park
& Ride from all three access points: southbound (uphill) on Hwy 82, northbound
(downhill) on Hwy 82, and eastbound (downhill) on Brush Creek Road. Signage
may either be static or dynamic.
Dedicated static signage would help promote park & ride prominence and guide
residents, visitors, and employees to the park & ride. Static signage should comply
with CDOT D4-2 Park-Ride Sign Guidenance (2023 Edition) for
sign design, placement, and size.
Dynamic signage would be able to provide real-time
information to drivers, and is often paired with occupancy
monitoring technology. Dynamic signage would enhance the
user experience by displaying up-to-date details on parking
availability, traffic conditions, parking status, or any other
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relevant information. For the Brush Creek Park & Ride, dynamic message boards could play an
important role on special event days, and if not implemented permanently, could be rented on a
situational basis. Permanent or rentable dynamic signs would be placed along Hwy 82 as drivers
travel to the Brush Creek Park & Ride, such as near Basalt, to provide info on travel time and
parking availablility.
Revisit On-Site Infrastructure & Operations
The Brush Creek Park & Ride is host to a
number of various uses beyond the
traditional park & ride activity. Through
parking utilization dwell time audits, it was
determined that a number of visitors stay for
1 hour or less, indicative of a use not related
to park & ride and transferring to use transit.
The site is also home to the City of Aspen
carpool permit kiosk and does host oversized
vehicles/ RVs throughout the day as well as
truckers overnight. These non-transit related uses should be studied in greater detail.
Accommodating these uses, either with dedicated infrastructure, updated permitting, or otherwise
is beneficial to maximize use of the site. Alternatively, the EOTC could elect to prohibit some or all
these uses focusing operations on serving commuter parking only.
Accommodating these uses would allow for better monitoring and evaluation of use levels. It should
be noted that the City of Aspen has expressed interest in digitizing their carpool permit program,
removing the need for a kiosk at the Brush Creek Park & Ride.
In addition, community feedback identified demand for an airport and employee shuttle service
paired with long-term parking, as well as improved restrooms at the site. The EOTC should assess
if these service and infrastructure improvements align with the facility’s long-term goals.
Enhance Access to Transit Services
The engagement survey completed as part of the study effort highlights public interest in services
and amenities that would enhance access to transit routes serving the park & ride. On-site
improvements including enhanced pick-up and drop-off areas, real-time bus location information,
bus access and circulation enhancements could encourage increased use of transit services and
more use of the park & ride. Other transit-related improvements suggested by the public, including
increased frequency for transit services and new routes, are beyond the purview of this study, but
the park & ride would play an important role in facilitating access to improved transit services.
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5.2. Technology
Technological solutions can significantly enhance efficiency, convenience, monitoring, and overall
user experience at a park & ride. Technology options for the Brush Creek Park & Ride include real-
time parking occupancy/ duration, off-site surveillance, and mobile application integration for real-
time availability data and/or automated overnight parking permits.
There are three packages of technology improvement presented below that the EOTC could
evaluate for implementation to improve operations, monitoring, and enforcement at the site.
Package 1: Baseline Monitoring and Surveillance
Package 1 would be used to deter unauthorized or overnight parking through visible surveillance.
Closed-Circuit Television (CCTV) cameras and clear signage would be used to create a
psychological barrier that discourages overnight stays and other unwanted behavior. The
infrastructure installed for this package includes power and mounting poles. The recorded footage
can support remote staff in responding to visitor complaints or resolving past incidents. If
applicable, installation of power and mounting poles can lay the groundwork for future upgrades
such as automated license plate reader (ALPR) technology.
Package 1: What’s Included?
Closed-Circuit Television (CCTV) Cameras: Fixed or Pan-Tilt-Zoom (PTZ) units with minimum
recommended resolution of 4 Megapixels with night vision and weatherproof housing (IP66 rating
or higher) positioned at access points and parking zones.
Video Management System (VMS): On-site recording and remote access for personnel.
Enforcement and Surveillance Signage: “Lot Under Video Surveillance” and clearly posted parking
time limits indicating no overnight parking.
Package 1: Operational Needs
Staff for Monitoring and Incident Response: Personnel are required to periodically review
recorded footage. This can be done through spot checks such as during high-use periods
Closed-Circuit Television
(CCTV) Cameras
Video Management
System (VMS)
Enforcement and
Surveillance Signage
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or overnight, or on demand when there are visitor complaints or reports of overnight
parking. Since there are no automated alerts, staff involvement would be necessary for
identifying any issues or safety concerns.
Maintenance and System Management: Regular inspection of cameras, wiring, power
sources, and VMS is beneficial to maintain the useful life of the system. This includes
periodically cleaning lenses, checking for vandalism or damage, and ensuring the system
records and stores video properly.
Data Storage Oversight: Depending on the system configuration, managing local or
cloud-based storage for footage is necessary. Video footage can be retained for a set
period, such as 30 to 60 days, so clear data retention policies should be established.
Signage Updates and Compliance: Staff should ensure that postage signage remains
visible, accurate, and compliant with local privacy or surveillance laws. Signage should
clearly reinforce that overnight towing is in effect and that video monitoring is in place.
Vendor Coordination: If cameras or VMS are provided through a third party, ongoing
coordination may be needed for software updates and technical support.
Package 1: Associated Costs
Hardware Costs: CCTV cameras, mounting equipment, power supply, network
infrastructure.
VMS: On-site storage hard drives or network video recorder footage, licensing fees
depending on the VMS software provider, there may be one time or annual license costs,
remote access setup, secure remote access configuration for staff viewing or responding
to incidents.
Installation fees: Labor for mounting cameras, running wiring, setting up VMS systems
Signage: Design production, and installation of surveillance notices and posted parking
rules
Ongoing Operations and Maintenance: Staff time for periodic review or responding to
complaints, repairs and upkeep replacing cameras, maintaining visibility such as snow
clearing or obstructions, and updating VMS software.
Package 1: Benefits and Limitations
BENEFITS LIMITATIONS
• Low upfront cost and easy installation:
easy to implement with minimal
disruption to lot operations.
• Supports enforcement and public safety
monitoring: Helps staff respond to
complaints and observe patterns of
misuse.
• No automated enforcement: system does
not track overstays or trigger alerts without
manual review.
• Does not track vehicle identity, just
presence/activity: cannot link vehicles to
registered owners or issue citations based
on footage alone.
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• Visual deterrent to unauthorized use:
signage and cameras discourage long-
term or overnight parking.
• Provides groundwork for future system
expansion: Infrastructure like poles can
be reused for future ALPR or smart
sensor upgrades.
• Requires staff time for monitoring and
response: effectiveness depends on
available personnel to review footage.
• Limited real-time operational data: not
integrated with parking management
systems for live occupancy updates or
analytics.
Package 2: Smart Parking Technology
Package 2 is designed for active parking management, integrating smart technologies to monitor,
guide, and enforce short-term parking rules without the need for on-site staff or additional staff
capacity for monitoring. This package combines AI-powered Automated License Plate Recognition
(AI-ALPR) which provides real-time license plate recognition with improved accuracy for various
lighting and weather conditions (which traditional license plate readers have difficulties with),
supplemental CCTV surveillance cameras for enhanced security, and real-time communication tools
like Dynamic Message Signs (DMS) which improves the visitor experience through accurate real-
time availability information.
Package 2: What’s Included?
AI-ALPR Cameras: Installed at access points to log license plates, track dwell time and occupancy,
and identify overnight parking.
AI-ALPR Cameras Smart Parking Management
Service
CCTV Surveillance Cameras
(Supplemental)
Enforcement and Surveillance
Signage Dynamic Message Signs
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Smart Parking Management Service: A cloud-based or on-premises system that manages and
stores license plate and parking activity data. The platform could include features such as secure
data storage, user access controls, and customizable reporting dashboards. Many services also
offer the ability to connect with enforcement staff or vehicles via cellular networks, allowing for
real-time updates on parking violations. Additional features may include automated alerts for
overstays, data export tools for planning and analysis, and integration with citation systems or
mobile enforcement applications.
CCTV Surveillance Cameras (supplemental): Fixed or PTZ cameras (minimum 4MP, IP66-rated,
night vision) to provide broader visual coverage of the lot. CCTV offers a general overview for
security and dispute resolution.
Enforcement Signage: Clearly posted signage in the lot informing visitors that their license plates
are being recorded paired with overnight parking enforcement information.
Dynamic Message Signs (DMS): Dynamic Message Signs (DMS) can be integrated with an AI
ALPR system to provide real-time updates on parking availability. Installed along Highway 82, these
signs would inform drivers with key information such as “20 spots available”, “Free parking”,
“Transit Lot”, or “Parking Lot Closed/Full Ahead”. The AI-ALPR system tracks vehicle movements
and sends occupancy data to a centralized control system, which then updates the DMS accordingly,
allowing for accurate and up-to-date parking status information.
Package 2: Operational Needs
Data Management and System Oversight: The use of AI-ALPR technology requires establishment
of clear policies regarding data retention standards (e.g., retaining footage for no more than 60
days) to support data security, reduce storage costs, and build community trust. Routine audits of
ALPR system accounts (annually, or at defined intervals) are recommended to ensure compliance
with privacy policies, transparency, and responsible data handling.
Enforcement Coordination: Staff are responsible for reviewing vehicles flagged by the ALPR
system for exceeding time limits or violating posted rules. While AI-enabled platforms can automate
much of this process, human oversight is often recommended to validate these alerts. The
appropriate enforcement personnel are required to issue citations based on confirmed violations.
Operational Maintenance: If a Platform-as-a-Service (PaaS) model such as this is selected, many
operational functions can be handled by the vendor. These may include system installation and
integration, software platform management, uptime monitoring, secure data storage, hardware
maintenance, and user support. The level of vendor involvement depends on the selected
provider and service package and should be clearly defined in any service-level agreement.
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24
Package 2: Associated Costs
AI-ALPR: 1
o Hardware expenses: Includes cameras, lenses, mounting equipment, and
processing units required for accurate plate recognition.
o Software licensing: Covers the cost of ALPR software, including initial licensing,
periodic updates, and integration with existing security or parking management
systems.
o Installation fees: Professional setup costs, including mounting hardware,
configuring software, and calibrating cameras for optimal performance.
o Maintenance costs: Ongoing expenses for regular servicing, repairs, technical
support, and software troubleshooting to ensure system reliability.
o Data Storage: The cost of storing video footage and license plate data, either on
local servers or cloud-based platforms. Many systems offer cloud storage as part
of a subscription service.
o Subscription fees: Recurring costs that may cover access to cloud storage,
software updates, network connectivity, and additional services such as solar
power integration or access to a shared database of plate reads.
CCTV
o Hardware Costs: CCTV cameras, mounting equipment, power supply, network
infrastructure
o Video Management System: on-site storage hard drives or network video
recorder fostering footage, licensing fees depending on the VMS software
provider, there may be one time or annual license costs, remote access setup,
secure remote access configuration for staff viewing or responding to incidents.
o Installation costs: labor for mounting cameras, running wiring, setting up VMS
systems
o Ongoing Operations and Maintenance: staff time for periodic review or
responding to complaints, repairs and upkeep replacing cameras, maintaining
visibility such as snow clearing or obstructions, and updating VMS software.
Signage: installation and development of signage indicating AI-ALPR and CCTV
surveillance recording in progress.
Advanced Guidance Systems with Dynamic Message Signs (DMS): involves several
types of costs including equipment and installation (signs, poles, foundations),
1Security Camera King. (n.d.). LPR camera cost. Security Camera King.
https://www.securitycameraking.com/securitynews/lpr-camera-
cost/#:~:text=License%20Plate%20Recognition%20(LPR)%20technology,surveillance%20needs%20and%2
0financial%20plans.
37
25
communications infrastructure, and system integration with AI-ALPR for real-time data
updates. Ongoing operational costs may include routine maintenance, software licensing,
or platform access fees, and data and communication plans. Depending on the vendor,
some of these services may be bundled as part of a PaaS agreement.
Package 2: Benefits and Limitations
BENEFITS LIMITATIONS
• Automated enforcement support:
identifies overstays without manual
observation, reducing staffing burden
and streamlining enforcement.
• Real-time data and guidance: provides
up-to-date parking availability, improving
user experience
• Scalable: can be integrated with citation
platforms and mobile enforcement tools.
• Planning and analytics: dashboards and
export tools can provide insight into
usage patterns for future operations and
facility changes
• Improved visitor communication:
dynamic signs improve wayfinding and
encourage the use of the intercept lot.
• Improved accountability and
transparency: help validate complaints
and demonstrating time-limit
enforcement
• Higher upfront and ongoing costs:
compared to surveillance-only options, this
package involves more expensive
hardware, integration, and platform
licensing.
• Privacy and policy considerations:
Requires clear policies on data retention,
access, and use to address privacy
concerns/complying with legal or
community standards.
• Enforcement still requires human
oversight: while automated alerts assist
staff, citations or enforcement actions still
require personnel to validate and follow-up.
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6. Implementation and Next Steps
1. Revise the intergovernmental agreement
The EOTC should review and update the existing intergovernmental agreement (IGA) to reflect
current priorities, roles, and responsibilities of each party involved. This revision should address
any outdated provisions and ensure alignment with the EOTC’s long-term transportation objectives,
while collaborating with the stakeholders in the Upper Roaring Fork Valley.
2. Host a visioning workshop on short and long-term goals for the park & ride
The EOTC should organize a facilitated visioning session with key stakeholders, including local
government representatives, RFTA, ski resort representatives, and other relevant organizations, to
define a shared vision for the park & ride. This workshop would focus on identifying immediate
needs, long-term aspirations, and guiding principles for development, operations, and user
experience.
3. Set up a recurring park & ride stakeholder meeting to advance goals
Establish a recurring meeting schedule (e.g., quarterly, half-yearly) for a designated stakeholder
group to review and coordinate ongoing efforts related to the park & ride. These meetings will
provide a platform to track progress, address challenges, advance implementation plans, and
maintain accountability across all partners.
4. Identify and pursue funding for strategies that align with EOTC goals
Develop a prioritized list of funding opportunities at the local, state, and federal levels—including
grants, public-private partnerships, and regional transportation funds. Match these opportunities
with specific strategies and technology enhancements that align with the EOTC’s goals.
5. Implement recommended strategies and/or technology packages
Execute selected projects and enhancements based on stakeholder consensus, funding availability,
and technical feasibility. Implementation of projects should follow the established guiding principles
and direction from the recurring stakeholder committee to ensure that the strategies are in the best
interest of the community’s mobility and access needs.
6. Monitor and evaluate the effectiveness of each implemented strategy
Develop and apply metrics and evaluation methods to assess the performance of implemented
strategies and technologies. Key indicators might include user satisfaction, ridership levels,
environmental impact, cost-effectiveness, and operational efficiency. The evaluation results would
inform future decision-making and allow for continuous improvement of the park & ride.
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Appendix A: Existing Conditions Memo
40
Brush Creek Park & Ride
Monitoring and Management
Plan
Task 2: Existing Conditions and Baseline Data
Technical Memorandum
DRAFT
December 2024
Prepared By:
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Contents
Introduction .............................................................................................................................................. 1
Study Area ................................................................................................................................................. 1
Purpose ..................................................................................................................................................... 3
Facilities .................................................................................................................................................... 3
Operations and Monitoring ...................................................................................................................... 5
Relevant Planning Documents .................................................................................................................. 6
Local Transit Ridership .............................................................................................................................. 7
Roaring Fork Transportation Authority ................................................................................................. 7
Snowmass Village Shuttle ..................................................................................................................... 8
RFTA Ridership Data .............................................................................................................................. 9
TOSV Shuttle Ridership Data ............................................................................................................... 10
Parking .................................................................................................................................................... 11
Event Day Parking Utilization (Saturday, August 31st – JAS Experience) ............................................ 11
Typical Day Parking Utilization (Thursday, September 26th) ............................................................... 16
StreetLight Data Analysis ........................................................................................................................ 18
Conclusions ............................................................................................................................................. 20
Physical Environment .......................................................................................................................... 20
Operations and Management ............................................................................................................. 20
Transit ................................................................................................................................................. 20
Parking ................................................................................................................................................ 20
Appendix ................................................................................................................................................. 21
VelociRFTA (BRT) Average Daily Boardings ......................................................................................... 21
Local Valley (L) Average Daily Boardings ............................................................................................ 21
Snowmass/Aspen (SMA) Average Daily Boardings ............................................................................. 21
Snowmass Intercept (SMI) Average Daily Boardings .......................................................................... 22
Snowmass/Ski (SMS) Average Daily Boardings ................................................................................... 22
Woody Creek (WC) Average Daily Boardings ...................................................................................... 22
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1
Introduction
The Elected Officials Transportation Committee (EOTC) of Pitkin County has initiated this project to identify strategies
to enhance the operation and effectiveness of the Brush Creek Park & Ride facility. The park & ride is a critical
component of the Roaring Fork Valley’s multimodal transportation network and it is intended to promote and
encourage travelers and commuters to transfer from personal vehicles to transit, shuttles, carpools, and active
transportation modes. The park & ride, situated at the intersection of Brush Creek Road and Colorado State Highway
82 (Highway 82), is intended to help reduce traffic congestion on routes into and out of the City of Aspen and the
Town of Snowmass Village and to help alleviate parking demand at key destinations in both communities.
The Brush Creek Park & Ride faces operational and management challenges. The EOTC has identified the need for
a comprehensive Brush Creek Park & Ride Monitoring and Management Plan to evaluate current practices and
recommend strategies for improvement. This initiative will focus on optimizing site operations, enhancing access,
and promoting a shift towards more sustainable transportation options, aligning with the goals outlined in recent
regional planning documents.
This memo analyzes baseline data and existing conditions within the project study area related to mobility and
parking infrastructure. This memo also documents previous planning efforts, existing transit ridership, and existing
parking utilization. The memo is intended to serve as the foundation for the development of alternatives to improve
management, operations, monitoring, enforcement and maintenance at the Brush Creek Park & Ride.
Study Area
The Brush Creek Park & Ride is located in the heart of Pitkin County and the Roaring Fork Valley and is a central hub
within the Roaring Fork Transportation Authority (RFTA) transit service area. The park & ride is situated on the
eastern side of the intersection of Brush Creek Road and Highway 82 and is accessible from the existing signalized
intersection of these two roadways.
The property surrounding the park & ride is generally underdeveloped, with the Roaring Fork River to the east and
south, Brush Creek to the west, and vacant parcels to the north. Despite minimal development in the immediate
area, the location is ideal for a park & ride, as the facility can serve both commuters and visitors traveling to and
from the valley’s major activity centers.
The Brush Creek Park & Ride currently helps serve transit riders and carpools heading to the:
• City of Aspen to the south via Highway 82
• Town of Snowmass Village to the west, via Brush Creek Road
• Lower Roaring Fork Valley communities to the north including Carbondale and Glenwood Springs, via
Highway 82
Figure 1 shows the project location.
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2
Figure 1: Brush Creek Park & Ride Reference Area
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3
Purpose
The Brush Creek Park & Ride is strategically located to facilitate transfers between personal vehicles and various
modes of public transportation, including transit, shuttles, and carpools for people traveling to and from Aspen,
Snowmass Village, and surrounding areas. The park & ride fills an important role in reducing traffic congestion and
improving accessibility to key destinations in Aspen and Snowmass Village.
The geography of the Upper Roaring Fork Valley, with its steep elevation changes and often inclement weather,
significantly impacts mobility and access as there are very few roadway connections and routes for traffic to take
when accessing Aspen and Snowmass Village. Additionally, ongoing growth and development in the Upper Roaring
Fork Valley creates additional traffic and parking demand in an already geographically constrained area. The Brush
Creek Park & Ride plays a pivotal role in helping to address these challenges and support regional connectivity.
Facilities
The Brush Creek Park & Ride is designed to accommodate a variety of transportation needs and features the
following amenities:
• Bus Transfer Area: The facility includes designated bus stops located near the main entrance near Highway
82. These bus stops are designed for easy transfers between personal vehicles and public transit services
and between individual bus transit lines. Buses can enter and exit the facility from the eastern leg of the
Brush Creek Road and Highway 82 intersection. Northbound buses can also exit the facility directly on
Highway 82, bypassing the intersection. The park & ride features dedicated bus drive aisles separated from
private vehicle traffic.
• Bus Platform: The bus platform is approximately 280 feet long and 30 feet wide. The platform can be
accessed via two pedestrian walkways across the eastern bus drive aisle. Visitors board and alight on either
side of the bus platform. The platform features a partially enclosed shelter, a bicycle parking shelter, public
art displays, newspaper kiosks, and a public restroom facility on the north side of the platform.
• Parking Area: The facility offers approximately 400 paved parking spaces. Accessible parking stalls are
marked closest to the bus platform. Park & ride users must enter and exit from the Brush Creek Road
intersection with Highway 82. Parking spaces and drive aisles are designed to accommodate larger vehicles,
such as trucks and RVs. The parking area is complete with landscaping and lighting throughout.
• Overflow Areas: The northern and southern portions of the Brush Creek Park & Ride features unpaved
overflow lots to accommodate additional parking demand during special events.
• Bicycle Trails: The Aspen Mass Trail connects to the Brush Creek Park & Ride from the northern side of the
facility. The bike trail continues between the bus drive aisles and the parking lot. The bike trail continues
south of the facility via an underpass below Highway 82, then follows Brush Creek westbound to Snowmass
Town Park.
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Figure 2: Brush Creek Park & Ride Facilities
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5
Operations and Monitoring
The Brush Creek Park & Ride is located on 27 acres of public land owned by the Colorado Department of
Transportation (CDOT). The land is leased through an intergovernmental agreement with the City of Aspen, the
EOTC, and the regional transit provider, RFTA.
Enforcement
The City of Aspen conducts enforcement of the lot at least every night during the week, but not on weekends. The
enforcement period is approximately under 30 minutes at night. Enforcement only sometimes occurs in the
morning depending on staff availability. When it does occur, morning enforcement typically varies between an
hour and an hour and a half. Enforcement does not occur on weekends. Staffing challenges post-COVID have
affected the City’s ability to maintain consistent enforcement.
City of Aspen enforcement officers monitor the lot to ensure that no vehicles park longer than 24 hours at a time
(overnight parking is allowed.) Enforcement officers issue a soft warning via a flyer in the windshield if a vehicle is
noted to be parked for at least 24 hours. If the vehicle is still present after an additional 24 hours, the vehicle
receives a citation. After an additional 24-hour period, the vehicle is green-tagged for tow to impound. The City of
Aspen enforces the lot in collaboration with the Pitkin County Sheriff’s Office who visit the site several times a day.
Maintenance
The City of Aspen contracts maintenance activities. One company is responsible for trash pickup on a weekly
basis, and another for snow removal as needed during winter months. Noxious weed management occurs once a
year. The City may call for one or two extra clean-ups after a special event. In general, the site is low maintenance.
Carpool Permits
The City of Aspen provides carpool permits from the Brush Creek Park & Ride to promote carpooling in the City of
Aspen. The permit allows free parking in residential areas in the City of Aspen for longer than the 2-hour limit, that
would also otherwise be an $8 parking fee. The permits are issued manually from a kiosk near the east end of the
lot. In 2024, the City of Aspen issued on average 179 permits per day from the kiosk, with the most permits
issued on July 3rd (248). The highest rates of issuance were in January and July, seeing over 200 permits a day.
The least permits issued in a day (120) was recorded on Wednesday, April 24, 2024. This is a decrease from pre-
COVID rates of 300 to 400 daily permits. Staff at the kiosk are generally familiar with individuals who try to abuse
the carpool permit system and make note of license plates that cannot receive a permit in the future. The City of
Aspen is interested in digitizing the carpool permit issuance process to improve efficiency and daily tracking.
Special Events
For special events, the City of Aspen requires a site plan, staffing plan, and traffic plan from organizers seeking to
obtain a special use permit. The site and staffing plans typically details truck and trailer staging, shuttle plans,
lighting, additional restroom facilities, security, maintenance, and cleanup. Permit holders must provide a damage
deposit of $5,000, required to cover any potential damage during the event. No other additional fees are applied,
as the lot is public and fee free. The two major recurring events that utilize the lot are X Games and JAS-
Experience. There are occasional one-time events that also require a special use permit, such as the Colorado
500. There are no agreements or restrictions for businesses or agencies, such as a rafting company, to utilize
parking at Brush Creek Park & Ride for their operations, as long as vehicles are parked for no more than 24 hours.
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Relevant Planning Documents
Relevant previous planning documents in the study area are summarized below.
EOTC 2020 Strategic Plan
The EOTC 2020 Strategic Plan adopted the Comprehensive Valley Transportation Plan
(CVTP) to establish a framework for a mass transportation strategy in the Roaring Fork
Valley. The framework guides EOTC’s decision-making, work planning, and budgeting
processes. The Strategic Plan set a mission, vision, guiding principles, and key
strategies to ensure a convenient, equitable, and efficient transportation system.
Comprehensive Valley Transportation Plan (2020)
The Comprehensive Transportation Plan (CVTP), adopted in 2020, identified mass
transportation strategies by the EOTC. The CVTP identified park & ride lot
improvements, congestion reduction measures, and technologies and innovation to
encourage mode shift as regional priorities. Additional bike and pedestrian connections
to the Brush Creek Park & Ride were identified as an Upper Valley-specific priority.
Brush Creek Park-N-Ride Management, Maintenance and Use Plan (2005)
This intergovenmental agreement between the City of Aspen, the
Town of Snowmass Village, and the EOTC defines the management
and maintenance of the Brush Creek Park & Ride. The agreement
generally designates RFTA to maintain the bus bay section of the
park and ride, the City of Aspen to maintain the parking lot facility,
and CDOT to maintain the southernmost unpaved portion of the
parcel. The use plan also designated City of Aspen to manage,
repair, and provide enforcement at the park & ride lot. Maintenance
includes snow removal, lot sweeping/flushing, trash removal, and
maintaining a state of good repair in the parking lot. RFTA is
responsible for restroom cleaning.
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7
Local Transit Ridership
The Roaring Fork Valley has a well-established transit system with significant ridership to and from Aspen and
Snowmass Village. The Brush Creek Park & Ride plays a pivotal role within this network and is served by several
existing transit routes operated by the Roaring Fork Transportation Authority (RFTA). RFTA does contract the
Snowmass Village Shuttle to operate one route at the Brush Creek Park & Ride in the spring and fall seasons. RFTA
and the Snowmass Village Shuttle provide essential transit connections linking Aspen, Snowmass Village, and several
other communities in the Roaring Fork Valley.
Roaring Fork Transportation Authority
RFTA operates six routes at the Brush Creek Park & Ride, one of which is the VelociRFTA
Bus Rapid Transit (BRT) Service. Other routes are Local Valley, Snowmass/Aspen,
Snowmass Intercept, Snowmass/Ski, and Woody Creek. The Snowmass/Valley route utilizes
the Highway 82 and Brush Creek Road intersection, but does not make a stop at the Brush
Creek Park & Ride. Many other RFTA routes extend transportation services from the City of Glenwood Springs to
the City of Aspen, providing regional transit service throughout the Roaring Fork Valley.
The RFTA names and descriptions for each line serving the Brush Creek Park & Ride are listed below:
• VelociRFTA (BRT): The VelociRFTA BRT is the first rural bus rapid transit system in the nation. Travel
between Aspen and Glenwood Springs takes approximately one
hour. VelociRFTA operates daily from 5:36am to 9:36pm up valley,
and from 5:58am to 10:33pm down valley. Headways during peak
times are every 10 minutes. Headways during off-peak times are
no less frequent than every 30 minutes. VelociRFTA provides limited daily service north of the 27th Street
Station in Glenwood Springs to the West Glenwood Park & Ride.
• Local Valley (L): This daily route is a Hwy 82 Corridor Regional service, traveling between Glenwood Springs
and Aspen. The Local Valley service parallels the VelociRFTA service with more closely spaced stops. The
Local Valley line operates up valley at the Brush Creek Park and Ride from 5:30am to 1:30am, and down
valley from 6:30am to 2:30am. The line operates on 30-minute headways and stops at the park & ride at the
top of every hour and half hour.
• Snowmass/Aspen (SMA): This daily route operates between Snowmass Village, the Brush Creek Park &
Ride, and the City of Aspen. This route is mainly operated during the winter, with limited access during the
summer. Bus transfers are required at the park & ride for down valley and Aspen bound routes. Bus service
in both directions operates from 6:30am to 2:30am at Brush Creek Park & Ride with 15-minute headways
at peak times, and 30-minute headways during off-peak times.
• Snowmass Intercept (SMI): This is a year-round route that travels between the Brush Creek Park & Ride
and the Snowmass Mall. The Intercept Lot was the previous name of the Brush Creek Park & Ride. This
route is contracted out to the Snowmass Village Shuttle in the spring and fall off-peak periods.
• Snowmass/Ski (SMS): This is a winter season only route that operates between Aspen Highlands, the
Brush Creek Park & Ride, and the Snowmass Mall.
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8
• Woody Creek (WC): This seasonal daily route operates from the Phillips neighborhood, and proceeds
through Lower River Road, ultimately connecting to the Brush Creek Park & Ride. Service at the Brush
Creek Park & Ride begins at approximately 6:30am to 12:30pm, excluding the midday from after 9:30am
to before 5:30pm. Buses operate with one-hour headways.
Snowmass Village Shuttle
The Snowmass Village Shuttle is a local transit service that operates generally within the Town
of Snowmass Village and is operated by the town. The shuttle has seven fixed routes and an
on-demand service. These routes do not provide service to the Brush Creek Park & Ride.
However, the town is contracted with RFTA to provide Snowmass Intercept (SMI) service during off-peak seasons
in the spring and fall between the Brush Creek Park & Ride and the Snowmass Mall. This contracted service is
performed with Village Shuttle branded vehicles and is listed as either the Brush Creek-Snowmass Intercept (BC-
SMI) route or Snowmass Intercept-Brush Creek (SMI-BC) route, depending on route direction. Figure 3 depicts
transit routing for RFTA and Village Shuttle Routes that connect at Brush Creek Park & Ride.
Figure 3: Transit at Brush Creek Park & Ride
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9
RFTA Ridership Data
RFTA boarding data for the Brush Creek Park & Ride was collected by route and headway direction in the AM and
PM time periods between August 2023 and August 2024. RFTA boardings at the Brush Creek Park & Ride are
greatest in the summer months, from June to August, at approximately 1,000 to 1,500 passenger boardings per
day. Boardings are also higher in the winter months from December to March, at approximately 940 to 1,100
boardings per day. Boardings are significantly lower in the off-peak seasons, from October to November, and from
April to May. In these months, RFTA routes averaged between 300 to 450 boardings per day.
There are typically more PM boardings than AM boardings. For the 13-month study period, there were 499 PM
average daily boardings compared to just 356 average daily boardings that occurred in the AM period. This
discrepancy is most notable in the summer months and off-peak months. The winter months generally feature the
same number of AM and PM boardings.
From the Brush Creek Park and Ride, most passengers who board are heading to Snowmass Village (353 average
daily boardings). A lower number of passengers head to Aspen (287 average daily boardings), while 215 daily
passengers head in the Glenwood Springs direction. Table 1 shows the average daily passengers from August
2023 to August 2024 by headway direction in either the AM or PM. Figure 4 shows the average daily passengers
by month for the same period, by headway direction in either the AM or PM. The Appendix shows similar figures
by each of the six routes. RFTA data is not available on boarding passenger destinations or alighting passenger
origins to or from the Brush Creek Park & Ride.
Table 1: RFTA Brush Creek Park & Ride Average Daily Boardings by Headway Direction in the AM and PM
Brush Creek Park & Ride AM PM Daily
To Glenwood Springs 34 181 215
To Snowmass Village 166 187 353
To Aspen 156 131 287
Total 356 499 855
Figure 4: RFTA Brush Creek Park & Ride Daily Boardings per Month by Headway Direction in the AM and PM
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TOSV Shuttle Ridership Data
Village Shuttle SMI route boarding and alighting data is presented as daily averages by month for years 2023 and
2024 through May 2024. In total, there were 35,700 boardings and 28,900 alightings during this period. Data also
shows passengers’ ending destination in this period, for all 28,900 passengers who alighted at the Brush Creek
Park & Ride. These passengers alighting at the Brush Creek Park & Ride all boarded the route in the Town of
Snowmass Village heading to the Brush Creek Park & Ride. Origin-destination data is not available for the Village
Shuttle in the up-valley direction.
Figure 5: Snowmass Village Shuttle Contracted SMI Service Boardings and Alightings (2023-May 2024)
Figure 6: Ending Destination of Passengers who Alight at Brush Creek Park & Ride (2023-2024)
0
50
100
150
200
250
300
350
400
450
April 2023 May 2023 June 2023 Sept 2023 Oct 2023 Nov 2023 April 2024 May 2024
Snowmass Area Boardings per Day Brush Creek Alightings per Day
58.2%
12.2%
6.2%
5.9%
6.8%
10.6%0.2%
Aspen
Brush Creek
Basalt
El Jebel
Carbondale
Glenwood
Hogback
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Parking
The Brush Creek Park & Ride contains approximately 400 spaces. The parking spaces are split by a center drive
aisle creating two parking areas of approximately 200 spaces each. During special events, overflow lots to the north
and south of the paved parking area can be made available, which can increase the parking capacity by approximately
400 additional unpaved spaces, for a total of over 800 spaces. Parking is located directly east of the RFTA bus
transfer platform.
Table 2 below shows parking capacity and a peak occupancy count completed on Saturday, August 31st, 2024 and
on September 26th, 2024. The August 31st count was conducted to capture the Brush Creek Park & Ride on special
event day (JAS Experience Aspen - Snowmass). The September 26th count was conducted to capture a typical
weekday. These two counts provide insight on parking demand and utilization at the Brush Creek Park & Ride on
two different operating days.
Table 2: Parking Utilization on August 31 and September 26, 2024
Brush Creek Park & Ride Count Peak Time
Parking Capacity (Excluding Overflow) 400 -
Sat, Aug. 31 Utilization at Peak 829 6:30pm
Thu, Sep. 26 Utilization at Peak 145 1:00pm
The City of Aspen conducts vehicle counts at the Brush Creek Park & Ride between 12:00pm and 1:00pm for many
of the days throughout the year. In 2024, the City of Aspen counted vehicles at the lot on 245 days among the 366
days of the year (67%). The early afternoon period sees the highest parking utilization throughout the day on typical
days, as demonstrated by analysis of the full day utilization count conducted on September 26th, 2024 shown below.
Among count days, the lot averaged 268 parked vehicles at midday throughout the year, with highest utilization in
the winter (Late November – February) and summer (July – August). The lot saw its highest utilization on November
29th, 2024, the Friday after Thanksgiving. Figure 7 demonstrates midday parking occupancy throughout 2024.
Figure 7: Brush Creek Park & Ride Parking Occupancy in 2024, Midday Counts
0
50
100
150
200
250
300
350
400
Jan-24 Feb-24 Apr-24 May-24 Jul-24 Sep-24 Oct-24 Dec-24
Lot Occupancy (12pm - 1pm)
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Event Day Parking Utilization (Saturday, August 31st – JAS Experience)
On August 31st, parking utilization exceeded 800 vehicles at approximately 6:30pm, just before Sting’s set time as
part of the Saturday headliner for the JAS Experience. Parking in the paved main lot reached capacity (approximately
400 spaces) at around 3:00pm, and the overflow lots were opened for additional parking. At 6:30pm, there were
495 counted vehicles in the overflow parking. Figure 8 shows parking utilization during this special event day.
Most vehicles arrived between the 3:00pm to 5:00pm hour. There was a significant rate of departure from 8:00pm
to 10:00pm at the conclusion of the concert day. Figure 9 shows the entries and exits by time of day on August 31st.
The dwell times for vehicles, or the duration of time vehicles were in the lot, varied greatly on August 31st. A
significant number of vehicles were in the lot for less than one (1) hour. An analysis of recurring versus non-
recurring vehicle entries showed that there were 97 entries made by 20 recurring vehicles, of which 5 were large or
mid-size Hermes buses that were used to shuttle passengers to and from the event. The other recurring vehicles
are assumed to be rideshare or a similar service. Though the purpose or intention of drivers staying less than 1
hour was not recorded, it can be speculated that many of these non-recurring vehicles may also have been rideshare
(but only made one pickup or drop-off at Brush Creek Park & Ride on Aug 31st) or were drivers that entered the
facility, could not find a space, and exited.
Regardless, a significant number of vehicles stayed at minimum 3-4 hours, in-line with the peak entry and exit times
of day. There were 35 vehicles parked in the Brush Creek Park & Ride parking facility at the count start and remained
in the lot at the end of the count, a period of over 24 hours. Figure 10 shows the Brush Creek Park & Ride dwell
times on August 31st.
Figure 11 shows a sample of photos taken by license plate reader cameras from their positions in the lot on August
31st.
54
13
Figure 8: Saturday Aug 31 JAS Experience – Brush Creek Park & Ride Parking Demand
Figure 9: Saturday Aug 31 JAS Experience - Brush Creek Park & Ride Vehicle Entries and Exits
Michael Marcagi
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Demand
Vehicles within Park & Ride Vehicles within Overflow Lot
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Saturday JAS Experience -Brush Creek Park & Ride Vehicle
Entries and Exits
Entries Exits
55
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Figure 10: Saturday Aug 31 JAS Experience – Brush Creek Park & Ride Dwell Time (Hours)
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Saturday JAS Experience -Brush Creek Park & Ride Dwell Time
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Non-Recurring Recurring
56
15
Figure 11: Sample of License Plate Reader Photos on August 31st
Southwest Camera at Noon Overflow Lot at 5:00pm
Northwest Camera at 6:00pm Southeast Camera at Noon
57
16
Typical Day Parking Utilization (Thursday, September 26th)
Parking counts were completed on September 26th to capture a typical weekday condition at the Brush Creek Park
& Ride. On this count day parking utilization peaked at about 150 vehicles at 1:00pm. Vehicles generally entered
the lot at around 5:15am and most departed the lot by around 7:00pm. On this day, there were 213 vehicles that
did not enter the parking area and instead entered the Aspen Carpool Kiosk area, mostly likely to receive an Aspen
Carpool Permit from the parking information kiosk. The carpool permit allows for free all-day parking in designated
carpool spaces in Aspen and in the residential parking zones. A majority of these movements (65%) occurred from
6:00am to 7:30am. Figure 12 shows the Brush Creek Park & Ride Parking and Carpool demand on September 26th.
Vehicle entries occurred most frequently between 6:00am and 9:00am. Most vehicles exited the Brush Creek Park
& Ride from 3:00pm to 6:00pm. Vehicle turnover appears to be lowest before 6:00am, after 8:00pm, and between
10:00am and 2:00pm. Figure 13 shows the Brush Creek Park & Ride entries and exits by time of day on
September 26th.
There were 63 vehicles that were already within the lot when the count began at midnight on September 26 th.
There were 54 vehicles in the lot when the count concluded at 1:00am early Friday morning, September 27th.
Among these vehicles, eight (8) vehicles were in the lot for the entire duration of the count (25 hours).
The dwell times of vehicles overall were shorter on average on this day, mainly attributed to the significant number
of carpool kiosk movements in the early morning. However, there was a peak of dwell times between six and
seven hours and from 10 to 12 hours. Figure 14 shows the dwell times of vehicles on September 26th. The
purpose or intention of drivers staying less than 1 hour was not recorded, and should be studied in greater detail.
Figure 12: Thursday September 26 – Brush Creek Park & Ride Parking and Carpool Demand
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Thursday September 26 -Brush Creek Park & Ride Parking and
Carpool Demand
Vehicles in the Parking Lot Carpool Lot Movements
58
17
Figure 13: Thursday September 26 – Brush Creek Park & Ride Entries and Exits
Figure 14: Thursday September 26 – Brush Creek Park & Ride Dwell Time (Hours)
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Thursday September 26 -Brush Creek Park & Ride Dwell Time
(Hours)
Vehicles that Entered the Parking Lot Vehicles that Did Not Enter the Parking Lot
59
18
StreetLight Data Analysis
StreetLight, a mobility platform that utilizes aggregated connected vehicles data, was used to better understand
the travel patterns of Brush Creek Park & Ride users. The Streetlight analysis was conducted to describe:
• where users are coming from when they park their personal vehicle in the Brush Creek Park & Ride (i.e.,
end their trip in the Park & Ride)
• where users are going after they exit the Brush Creek Park & Ride in their personal vehicle (i.e., start their
trip in the Park & Ride)
Daily volume estimates were analyzed for all personal vehicle trips originating or ending at Brush Creek Park &
Ride for all hours of the day from January 2023 through March 2023. StreetLight defines a personal vehicle trip to
start or end for a vehicle that moves less than five meters during a five-minute period. Figure 15 depicts the
boundary used to define the Brush Creek Park & Ride in the StreetLight analysis.
Figure 15: Brush Creek Park & Ride analysis area polygon
The results are summarized in Table 3 by ZIP Code by day of the week type. The results suggest that the majority
(89% to 96%) of Brush Creek Park & Ride users tend to travel in their personal vehicle to or from a location in the
Roaring Fork Valley. Regardless of the day of week type, around one-third (31% to 37%) of Brush Creek Park &
Ride users tend to start or end their trip in Aspen, while 15% to 19% of users tend to start or end their trip in
Snowmass Village. Average estimated daily trip volume was 33% higher for trips to and from the Brush Creek Park
& Ride on weekend days compared to weekdays.
60
19
Table 3: Estimated Average Daily Trip Volumes in the Brush Creek Park & Ride (StreetLight)
ZIP Code Major
Neighborhood
Percent of Average Estimated Daily Trip Volume1
All Trips
Ending in the
Park & Ride
All Trips
Starting in the
Park & Ride
Weekend Trips
Ending in the
Park & Ride
Weekend Trips
Starting in the
Park & Ride
Weekday Trips
Ending in the
Park & Ride
Weekday Trips
Starting in the
Park & Ride
Average Daily Trip Volume 261 258 302 300 228 225
81611 Aspen 37% 33% 34% 31% 37% 35%
81615 Snowmass
Village 17% 17% 17% 17% 15% 19%
81621 Basalt 13% 13% 12% 14% 15% 16%
81623 Carbondale 10% 13% 14% 11% 8% 12%
81601 Glenwood
Springs 10% 13% 14% 14% 8% 12%
81631 Eagle 4% -- -- -- 4% 4%
81654 Snowmass 4% 4% -- 3% 4% --
81656 Woody Creek -- -- 3% 3% -- --
Other2 ZIP Codes 7% 7% 5% 6% 11% 4%
1 Total percentages do not equal 100% due to rounding.
2 Other ZIP Codes includes 29 other ZIP codes not located in the Roaring Fork Valley. Of these 29 ZIP Codes, 28 were located in Colorado, with the remaining one
located in Wyoming.
61
20
Conclusions
The review and analysis of existing conditions and data for the Brush Creek Park & Ride sets a foundation to
develop strategies to improve operations and management of the facility. The following conclusions were
developed from the review of data for this existing conditions analysis.
Physical Environment
• Brush Creek Park & Ride is strategically located on Hwy 82 at Brush Creek Road, a critical intersection and
decision point between the City of Aspen and the Town of Snowmass Village.
• The park & ride has capacity for 400 vehicles, with additional overflow parking available during special
events.
• The park & ride provides a direct connection to the Aspen Mass Bike Trail.
Operations and Management
• The Brush Creek Park & Ride property is owned by CDOT and leased through an intergovernmental
agreement between the City of Aspen, the ETOC, and RFTA.
• RFTA maintains the park & ride passenger plaza and bus bays, while maintenance and enforcement are
performed by the City of Aspen for the vehicle parking and overflow areas.
• Vehicles are not permitted to stay at the facility for longer than 24 hours, but existing enforcement of this
condition is limited.
Transit
• The park & ride is served by RFTA via six different routes, with one route, the Snowmass Intercept (SMI)
route, seasonally contracted to be operated by the Snowmass Village Shuttle.
• There are about 855 average daily boardings on RFTA services at the Brush Creek Park & Ride, with the
largest share of boardings heading to Snowmass Village. Most boardings take place in the PM period and
include both down valley and up valley travel.
• The contracted Village Shuttle service of the SMI route sees approximately 400 daily boardings and 350
daily alightings at peak (September 2023). Aspen is overwhelmingly the final destination (58%) among all
passengers who alight at Brush Creek Park & Ride using the contracted SMI route.
Parking
• Brush Creek Park & Ride can accommodate over 800 parked vehicles during special events. There was
significant shuttle and rideshare activity during the studied special event. Dwell time for vehicles may vary
depending on the type of event.
• On the surveyed weekday, parking utilization was observed to reach nearly 150 vehicles at peak time
(early afternoon). There was significant Aspen carpool kiosk activity from 6:00am to 7:30am. There were
eight vehicles parked in the park & ride for longer than 24 hours on this date.
62
21
Appendix
VelociRFTA (BRT) Average Daily Boardings at Brush Creek Park & Ride
Local Valley (L) Average Daily Boardings at Brush Creek Park & Ride
Snowmass/Aspen (SMA) Average Daily Boardings at Brush Creek Park & Ride
63
22
Snowmass Intercept (SMI) Average Daily Boardings at Brush Creek Park & Ride
Snowmass/Ski (SMS) Average Daily Boardings at Brush Creek Park & Ride
Woody Creek (WC) Average Daily Boardings at Brush Creek Park & Ride
64
53
Appendix B: Community Survey Results
65
Page 1 of 17
Question 1. How often do you use the Brush Creek Park & Ride?
Answer Choices English Spanish Total
3 or more times a week 31 11 42
1 or 2 times a week 22 6 28
1 or 2 times a month 42 5 47
Rarely 21 2 23
Never 3 0 3
Answered 119 24 143
Skipped 0 0 0
42
28
47
23
3
0 5 10 15 20 25 30 35 40 45 50
3 or more times a week
1 or 2 times a week
1 or 2 times a month
Rarely
Never
How often do you use the Brush Creek Park & Ride?
66
Page 2 of 17
Question 2. What day(s) of the week do you typically use the Brush Creek Park &
Ride?
Answer Choices English Spanish Total
Monday-Thursday 72 21 93
Friday 48 10 58
Saturday 57 9 76
Sunday 51 7 58
None of the above 8 1 9
Answered 117 24 141
Skipped 2 0 2
93
58
76
58
9
0 10 20 30 40 50 60 70 80 90 100
Monday-Thursday
Friday
Saturday
Sunday
None of the above
What day(s) of the week do you typically use the Brush Creek
Park & Ride?
67
Page 3 of 17
Question 3. Do you use the Brush Creek Park & Ride on holidays or for special
events?
Answer Choices English Spanish Total
Holidays Only 1 3 4
Special Events Only (JAS Experience, X Games) 21 0 21
Both 57 12 69
Neither 30 3 33
Other (please specify) 10 5 15
Answered 119 23 142
Skipped 0 1 1
Other Responses
I use BCP&R rarely I sometimes use it for Snowmass routes
Every day
Work
When parking at Buttermilk is not available to get to either Highlands or downtown Aspen
Ski Snowmass
Skiing snowmass,avoid paying for parking in town
Although I prefer RFTA, sometimes I drive to work. This job I work days. Last job I worked nights. Like P&R for
skiing, recreation as well.
to ski at Aspen occasionally
staging for bike rides in sky mtn
Sometimes for events or to go skiing at Snowmass
Para ir al trabajo
Trabajo
Work
Trabajo
Siempre para ir al trabajo
4
21
69
33
15
0 10 20 30 40 50 60 70 80
Holidays Only
Special Events Only (JAS Experience, X Games)
Both
Neither
Other (please specify)
Do you use the Brush Creek Park & Ride on holidays or for
special events?
68
Page 4 of 17
Question 4. What time(s) of day do you typically use the Brush Creek Park &
Ride?
Answer Choices English Spanish Total
Early Morning (5AM – 8AM) 46 12 58
Late Morning (8AM -11AM) 60 12 72
Midday (11AM – 2PM) 24 5 29
Afternoon (2PM – 5PM) 44 8 52
Evening (5PM – 8PM) 43 6 49
Other (please specify) 9 2 11
Answered 116 24 140
Skipped 3 0 3
Other Responses
???
Morning and evening, I work in Aspen
Whenever I can, because I’m a vistor
All times
Pretty much whenever I need I do take it at different time
5pm-8am
None
Random
Sometimes evenings for special events. Also as staging area for bike rides. Also for ski resorts.
8AM-5PM
7/1/2 5pm
58
72
29
52
49
11
0 10 20 30 40 50 60 70 80
Early Morning (5AM –8AM)
Late Morning (8AM -11AM)
Midday (11AM –2PM)
Afternoon (2PM –5PM)
Evening (5PM –8PM)
Other (please specify)
What time(s) of day do you typically use the Brush Creek Park &
Ride?
69
Page 5 of 17
Question 5. How do you typically arrive at the Brush Creek Park & Ride?
Answer Choices English Spanish Total
Driving and parking a vehicle 67 14 81
Transit Bus 36 4 40
Carpool 3 0 3
Rideshare Dropoff (Uber, Lyft, etc.) 0 0 0
Bicycle 1 0 1
On foot 1 0 1
Other (please specify) 3 0 3
Answered 111 18 129
Skipped 8 6 14
Other Responses
No
Don’t use it
I arrive 2 ways. One is driving and parking. The second is dropoff by family member who works in Snowmass.
81
40
3
0
1
1
3
0 10 20 30 40 50 60 70 80 90
Driving and parking a vehicle
Transit Bus
Carpool
Rideshare Dropoff (Uber, Lyft, etc.)
Bicycle
On foot
Other (please specify)
How do you typically arrive at the Brush Creek Park & Ride?
70
Page 6 of 17
Question 6. How do you typically leave from the Brush Creek Park & Ride?
Answer Choices English Spanish Total
Driving and parking a vehicle 46 13 59
Transit Bus 55 5 60
Carpool 6 1 7
Rideshare Dropoff (Uber, Lyft, etc.) 0 0 0
Bicycle 1 0 1
On foot 2 0 2
Other (please specify) 2 0 2
Answered 112 19 131
Skipped 7 5 12
Other Responses
Don’t use it
If I drive, I drive. If the family member drops me off, then I bus home Down Valley on RFTA.
59
60
7
0
1
2
2
0 10 20 30 40 50 60 70
Driving
Transit Bus
Carpool
Rideshare Pickup (Uber, Lyft, etc.)
Bicycle
On foot
Other (please specify)
How do you typically leave from the Brush Creek Park & Ride?
71
Page 7 of 17
Question 7. If you use transit, what transit service do you take at the Brush Creek
Park & Ride?
Answer Choices English Spanish Total
VelociRFTA Bus Rapid Transit 74 11 85
RFTA Local (L) Bus 43 7 50
RFTA Snowmass/Aspen (SMA) Bus 47 9 56
RFTA or Snowmass Village Transit Snowmass Intercept (SMI)
Bus 30 4 34
RFTA Snowmass/Ski (SMS) Bus (seasonal) 34 1 35
RFTA Woody Creek (WC) Bus (seasonal) 3 1 4
None 2 0 2
Answered 110 19 129
Skipped 9 5 14
85
50
56
34
35
4
2
0 10 20 30 40 50 60 70 80 90
VelociRFTA Bus Rapid Transit
RFTA Local (L) Bus
RFTA Snowmass/Aspen (SMA) Bus
RFTA or Snowmass Village Transit Snowmass Intercept (SMI)
Bus
RFTA Snowmass/Ski (SMS) Bus (seasonal)
RFTA Woody Creek (WC) Bus (seasonal)
None
If you use transit, what transit service do you take at the Brush
Creek Park & Ride?
72
Page 8 of 17
Question 8. What other activities do you do at the Brush Creek Park & Ride?
Answer Choices English Spanish Total
Aspen Carpool Permit pickup 4 8 12
Idle in a Vehicle (phone calls, eating, mapping) 9 3 12
Parking for alternate activities (i.e. staging for rafting) 28 2 30
Pass Through on Bicycle 20 1 21
Pass Through on Foot 10 0 10
Not Applicable 42 8 50
Other (please specify) 10 1 11
Answered 97 19 116
Skipped 22 5 27
Other Responses
no I use it for bus only
Host nonprofit services every Thursday
Park to get in bus
School Bus drop off and pick up - Aspen Community School; walk dog on Aspen Mass Trail
Sit on benches near heaters
Park to Ride Sky Mountain park on bikes
Park and bike
There used to be a porta-potty, which I used in emergencies only. I saw the taco truck a couple summers ago, and
I wish I had tried it.
Use as a spot to meet to carpool
Midpoint for meeting with friends and going in one car to ski or an event. Dropping/picking up dogs from family
Ir a trabajar
12
12
30
21
10
50
11
0 10 20 30 40 50 60
Aspen Carpool Permit pickup
Idle in a Vehicle (phone calls, eating, mapping)
Parking for alternate activities (i.e. staging for rafting)
Pass Through on Bicycle
Pass Through on Foot
Not Applicable
Other (please specify)
What other activities do you do at the Brush Creek Park & Ride?
73
Page 9 of 17
Question 9. In what location do you start your trip to reach the Brush Creek Park
& Ride?
Answer Choices English Spanish Total
Aspen 28 3 31
Snowmass Village 19 2 21
Woody Creek 4 0 4
Old Snowmass 3 1 4
Basalt/ El Jebel/ Willits 36 1 37
Carbondale 32 8 40
Glenwood Springs 14 6 20
Rifle/ Silt/ New Castle 3 6 9
Other location in Pitkin County 3 0 3
Other location in Eagle County 0 1 1
Other location in Garfield County 1 0 1
Mesa County 0 0 0
Other (please specify) 5 1 6
Answered 110 19 129
Skipped 9 5 14
Other Responses
Brush Creek Village
Brush creek village
Don’t use it
Brush Creek Village
AABC
Parachute
31
21
4
4
37
40
20
9
3
1
1
0
6
0 5 10 15 20 25 30 35 40 45
Aspen
Snowmass Village
Woody Creek
Old Snowmass
Basalt/ El Jebel/ Willits
Carbondale
Glenwood Springs
Rifle/ Silt/ New Castle
Other location in Pitkin County
Other location in Eagle County
Other location in Garfield County
Mesa County
Other (please specify)
In what location do you start your trip to reach the Brush Creek
Park & Ride?
74
Page 10 of 17
Question 10. What is/are your destination(s) when traveling from the Brush Creek
Park & Ride?
Answer Choices English Spanish Total
Aspen 84 14 98
Snowmass Village 67 10 77
Woody Creek 3 3 6
Old Snowmass 0 2 2
Basalt/ El Jebel/ Willits 22 2 224
Carbondale 21 2 23
Glenwood Springs 14 3 17
Rifle/ Silt/ New Castle 3 3 6
Other location in Pitkin County 0 1 1
Other location in Eagle County 0 0 0
Other location in Garfield County 0 1 1
Mesa County 0 0 0
Other (please specify) 10 0 10
Answered 111 19 130
Skipped 8 5 13
Other Responses
Aspen village or Watson divide road
Airport
We want the Highlands Flyer back.
Bustang to Denver
Burlingame
Highlands
Aspen Highlands
Don’t use it
Those 3 with no variation. But parking has gotten so expensive and complex at Highlands, that I wish there was a
better AH-BC connection.
AABC
75
Page 11 of 17
Question 10. What is/are your destination(s) when traveling from the Brush Creek
Park & Ride?
98
77
6
2
24
23
17
6
1
0
1
0
10
0 20 40 60 80 100 120
Aspen
Snowmass Village
Woody Creek
Old Snowmass
Basalt/ El Jebel/ Willits
Carbondale
Glenwood Springs
Rifle/ Silt/ New Castle
Other location in Pitkin County
Other location in Eagle County
Other location in Garfield County
Mesa County
Other (please specify)
What is/are your destination(s) when traveling from the Brush
Creek Park & Ride?
76
Page 12 of 17
Question 11. On a scale of 1 to 4, with 4 being the most important, rate these
potential amenities for the Brush Creek Park & Ride.
Answer Choices
1.
Not
Important
2.
Somewhat
Important
3.
Important
4.
Very
Important
Weighted
Average
More frequent or direct transit
service from this facility 9 28 36 44 3.0
Enhanced or additional seating/
shelters 33 38 26 20 2.3
Improved restrooms 17 24 35 42 2.9
Improved heating 37 22 30 27 2.4
More wayfinding internal to the
Brush Creek Park & Ride 47 28 24 12 2.0
More wayfinding to or from the
Brush Creek Park & Ride 45 27 25 15 2.1
Enhanced safety, such as lighting
or improved crosswalks 28 32 30 27 2.5
Electric vehicle charging stations 50 30 22 17 2.1
Better security and enforcement 34 32 31 20 2.3
Better cleanliness 24 45 28 19 2.4
Better site maintenance, such as
snow removal 20 42 30 23 2.5
More parking 18 34 31 31 2.7
Long-Term airport parking/New
shuttle service to the airport 23 25 31 38 2.7
New shuttle/transit service for
employees only 28 22 31 34 2.6
More bicycle parking 42 38 22 13 2.1
Improved ADA accessibility 30 39 25 22 2.3
Other (please specify) 17
Answered 119
Skipped 24
77
Page 13 of 17
Question 11. On a scale of 1 to 4, with 4 being the most important, rate these
potential amenities for the Brush Creek Park & Ride.
Other Responses
Better connection to the Rio Grande Trail
I wish there was a space for a car to drop off passengers. A lot of days my husband and I will carpool from Basalt
and he will drop me off at the park and ride to catch the bus into Aspen and he will continue to snowmass. There
is no easy and safe place for him to pull in and drop me off. The access to the sidewalks from the parking lot are
horrible because of the fence. There is one specific spot where you can cross to the busses.
Better hours for the Carpool permit office. Every time I try to get a permit, it is closed even tho I go when it is
supposed to be open.
Signage about school bus as it is located near carpool pass station - would love if those spots could be reserved
for parents at drop off and pick up times.
Bus schedule displays and notifications
Consider developing housing at this location. It would likely qualify for TOD grants and is a perfect location for
housing folks who work in Aspen or Snowmass.
Pedestrian Access to the Park n Ride from Brush Creek
Remains free = very important
Service to Highlands; increase routes between Snowmass-Highlands and stop at Brush Creek both directions.
There needs to be an earlier service where people can get first chair and instructors can move between resorts
with adequate time to don equipment upon arrival.
I utilize wecycle often and would love more stations and access connections at Brush Creek!!i hope the bridge to
Rio is built for easier use and wayfinding. That steep hill is not fun
LESS LIGHTING; It's too bright.
Improved trail access to Aspen as proposed by OST
The lighting on the platform is horrible, at night. Need more lighting it is not safe at night. Also the homeless
camping out there
When I used to work nights, I was pretty concerned about the lack of lighting and lack of security.
RFTA needs a "bike bus"; a bus that accomodate loading more bikes. Only 2 bikes/bus is ridiculous.
Some of my "not important" ones are just because I'm unfamiliar with what's there now
Need direct buses to HIGHLANDS in winter.
0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5
More wayfinding internal to the Brush Creek Park & Ride
Electric vehicle charging stations
More bicycle parking
More wayfinding to or from the Brush Creek Park & Ride
Enhanced or additional seating/ shelters
Better security and enforcement
Improved ADA accessibility
Better cleanliness
Improved heating
Enhanced safety, such as lighting or improved crosswalks
Better site maintenance, such as snow removal
New shuttle/transit service for employees only
More parking
Long-Term airport parking/New shuttle service
Improved restrooms
More frequent or direct transit service from this facility
Weighted Average
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Question 12. On a scale of 1 to 4, with 4 being the most useful, rate these
potential technological improvements for the Brush Creek Park & Ride.
Answer Choices
1.
Not
Useful
2.
Somewhat
Useful
3.
Useful
4.
Very
Useful
Weighted
Average
Real-time parking occupancy
signage on Hwy 82 20 31 35 31 2.7
Real-time parking occupancy info
on your smartphone 16 31 36 34 2.8
Digital permit for Aspen Carpool
users 30 27 31 26 2.5
License plate reader capabilities
for enforcement and security 36 27 27 25 2.4
Parking space reservations for
carpooling 41 29 26 18 2.2
Parking space reservations for
special events 44 20 27 24 2.3
Traffic signal priority for buses at
the Hwy 82 and Brush Creek
Road intersection
22 23 33 36 2.7
Other (please specify) 4
Answered 117
Skipped 26
Other Responses
Buses being labeled as full on information boards if they are. Frustrating when you have three buses go by all too
full for anyone more, and then you get in your car and drive into town, when you could have done it an hour ago
and not been late because you kept waiting hoping for a bus with space
I don’t know what the parking space reservations are and the trade-offs of that. Maybe that would be most useful
for long term airport parking but not generally.
Traffic light for traffic entering parking lot from down valley is very inefficient in the morning
It is so demoralizing when you're trying to go to work, and the bus driver won't pick you up. I swear, I would
reserve my bus seat in order to arrive at work on time.
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Question 12. On a scale of 1 to 4, with 4 being the most useful, rate these
potential technological improvements for the Brush Creek Park & Ride.
0.0 0.5 1.0 1.5 2.0 2.5 3.0
Parking space reservations for carpooling
Parking space reservations for special events
License plate reader capabilities for enforcement
and security
Digital permit for Aspen Carpool users
Real-time parking occupancy signage on Hwy 82
Traffic signal priority for buses at the Hwy 82 and
Brush Creek Road intersection
Real-time parking occupancy info on your
smartphone
Weighted Average
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Question 13. Please provide any additional comments you may have on the Brush
Creek Park and Ride:
# Responses
1 It’s so cold during the winter months , I would like to have more heaters
2 I think better access for pedestrians between the bus area and the parking lot would be great. A drop off area
for cars dropping off pedestrians would be helpful. Additionally, a bus to the highlands on ski weekends would
be excellent. And increased heating for people waiting for buses in the winter would be incredible.
3 Allow e-bikes in buses!!! Perhaps get bike trailers like we-cycle uses. I would use the bus every day for
commuting to work from Carbondale to Aspen if I could bring my ebike on the bus.
4 Off season is significantly more difficult to use the bus system as a full time year round job employee. Also
very crowded busses in summer/off season for times in which local employees are using the bus lines.
5 More lighting
6 New parking alignment is not conducive to drop offs for passengers. Have to go down a block and then back
to front to drop off. Previous alignment was easier for drop offs
7 Please allow overnight parking with transit to the airport. Perhaps use a separate area of the parking lot.
Parking at the airport is becoming more and more unavailable.
8 Please put lots of EV charging back. Many have electric cars now!!
9 Improve the heating systems. Better bathrooms.
10 Why is snow removal so incomplete? It is very dangerous walking to buses over the large banks of snow.
Parking spaces are limited because of lack of snow removal.
11 Please have RFTA bring back the Highlands Flyer.
12 It would be nice if the RFTA bus to Highlands connected to Brush Creek
13 Consider building housing at Brush Creek. Also consider building a bus stop on the north side of Highway 82
so that buses heading towards Aspen do not need to pull into Brush Creek. The pedestrian tunnel connecting
the north side of the road already exists which is great.
14 It would be wonderful to have better bathrooms at Brush Creek and maybe live feed of parking availability
15 Great job
16 Bicycle safety along Hwy 82 to the ABC- without bridges is still possible if we focus on making it safe- w cdots
help
17 It would be awesome to have a bus that went directly from brush creek to snowmass mountain rather than
switching at the rodeo lot.
18 Please keep it FREE
19 Please create maximum parking. There is so much room out there to take care of everyone’s parking needs.
20 Would live to see Direct bus service to highlands come back
21 I use this parking lot regularly in the ski season for access to Aspen Mountain and find the service to be
excellent.
22 Miss it being called the Intercept Lot, which so many of us still call it.
23 If I could be guaranteed a seat at Basalt I would not need to park at Brush Creek. Unfortunately, since the
pandemic it has been standing room only at that point, so we are forced to drive our own vehicle.
24 1. Bathroom please!! 2. Shelter similar to Rubey Park with information would be really useful. I often help lost
tourists. I also am cold in the winter sometimes or after snowmass concerts in summer waiting for bus
transfers. 3. I would support bringing back the S.O.S. 4. Designated overnight parking for
camping/carpooling? Brush Creek and Buttermilk need to figure out how to support people parking more than
3 days for doing activities like the 4 Pass Loop and other longer overnight backpack trips. Carpooling and then
driving or bussing to trailhead would help with busy trailheads like Snowmass Creek, Capital, etc . 5. Build the
bridge to Rio!! Biking from my friend in Woody Creek to Brush Creek is surprisingly complicated.
25 It would be helpful if the Velocirafta and the local buses alternate schedules, so there is more frequency.
26 There needs to be actual restrooms not! Porta potties. And there needs to be handicap accessible restrooms
27 Sure wish the Snowmass Village Town Council would have built that transit center.
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# Responses
28 Need to expand parking and bus service during high season. Buses are full coming from aspen and going
up to Snowmass. Standing room only.
29 A mid-day bus to and from woody creek would increase use.
30 EV charging please Better trails from the lot into Aspen
31 No more camping ! Way too many people camp year round at brush creek lot ! No more camping
32 Toilets and sinks with plumbing would be great. Clean, safe bathrooms. But how do you keep people from
sleeping in them and defiling them and vandalizing them?
33 My biggest request for the intercept lot is better bathrooms.
34 RFTA needs a "bike bus" or a "trailhead bus"; a bus that accommodates loading more bikes and takes people
to our local trailheads. Only 2 bikes/bus is ridiculous. RFTA could cut emissions for our valley by over 30% if
a "trailhead bus" service was provided. Breckenridge and other communities bus services' provide this; RFTA
should too.
35 Additional buses between Brush Creek and Aspen (like the Brush Creek to Snowmass Village) could be helpful
to commuters as buses to and from down-valley are often full. Also, parking and access into and out of town
is convenient from Brush Creek.
36 There are too many campers and commercial parking out there taking up space. Also, the north end of the lot
has been trashed by skiers parking on the dirt area between the parking lot and emergency egress road.
There out to be fencing or boulders there.
37 There should be DIRECT buses to Highlands in Winter so folks don't take up all the parking at Buttermilk to
connect to the Highlands buses.
38 Generally a very excellent lot! I use for bike rides at sky mtn, or days when I have to be in TOSV and Aspen on
the same day. very convenient. The residential use of the lot by transients / campers is troubling.
39 EV Chargers would be big!
40 Please build the full bathrooms
41 It would be great to have local amenities/little bodega. I think overnight parking should be allowed. Would
much rather people make it all the way home on public transportation after drinking etc then have to move
their car. same with parking for air travel (maybe with a fee?) or overnight camping for a night or two.
42 I think bathrooms are an absolute must!! Also a better shelter when waiting for the bus in the winter it can get
really cold.
43 Ampliación del espacio
44 Muchas personas nos vemos beneficiadas de esta estación, por lo que es importante mantenerla en buenas
condiciones y mejorarla
45 Cámaras de vigilancia muy importantes que por ahora no hay lo suficiente
46 Mejoras en los paneles del horario de los camiones, un espacio cerrado para soportar el frío
47 Con las preguntas y respuestas basta
48 Exelente estacionamiento me gusta por q es grande y Gratis
49 Excelente iniciativa
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Appendix C: Peer Review & Best Practices Memo
83
Brush Creek Park & Ride
Monitoring and Management
Plan
Task 4: Peer Review and Best Practices Memo
DRAFT
March 2025
Prepared By:
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Contents
Introduction ............................................................................................................................................... 3
Study Area ................................................................................................................................................. 3
Peer Review ............................................................................................................................................... 5
Best Practices .......................................................................................................................................... 15
Key Takeaways ........................................................................................................................................ 25
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Introduction
The Elected Officials Transportation Committee (EOTC) of Pitkin County has initiated this project to identify strategies
to enhance the operation and effectiveness of the Brush Creek Park & Ride facility. The park & ride is a critical
component of the Roaring Fork Valley’s multimodal transportation network and it is intended to promote and
encourage travelers and commuters to transfer from personal vehicles to transit, shuttles, carpools, and active
transportation modes. The park & ride, situated at the intersection of Brush Creek Road and Colorado State Highway
82 (Highway 82), is intended to help reduce traffic congestion on routes into and out of the City of Aspen and the
Town of Snowmass Village and to help alleviate parking demand at key destinations in both communities.
The Brush Creek Park & Ride faces operational and management challenges. The EOTC has identified the need for
a comprehensive Brush Creek Park & Ride Monitoring and Management Plan to evaluate current practices and
recommend strategies for improvement. This initiative will focus on optimizing site operations, enhancing access,
and promoting a shift towards more sustainable transportation options, aligning with the goals outlined in recent
regional planning documents.
This memo summarizes a review of peer park & ride facilities as well as local, regional, and national best practices
for operating and maintaining a park & ride. The memo builds upon the existing conditions report and will inform
the development of strategies to improve management, operations, monitoring, enforcement and maintenance at
the Brush Creek Park & Ride.
Study Area
The Brush Creek Park & Ride is located in the heart of Pitkin County and the Roaring Fork Valley and is a central hub
within the Roaring Fork Transportation Authority (RFTA) transit service area. The park & ride is situated on the
eastern side of the intersection of Brush Creek Road and Highway 82 and is accessible from the existing signalized
intersection of these two roadways.
The property surrounding the park & ride is generally undeveloped, with the Roaring Fork River to the east and
south, Brush Creek to the west, and vacant parcels to the north. Despite minimal development in the immediate
area, the location is ideal for a park & ride, as the facility can serve both commuters and visitors traveling to and
from the valley’s major activity centers.
The Brush Creek Park & Ride currently helps serve transit riders and carpools heading to the:
• City of Aspen to the south via Highway 82
• Town of Snowmass Village to the west, via Brush Creek Road
• Lower Roaring Fork Valley communities to the north including Carbondale and Glenwood Springs, via
Highway 82
Figure 1 shows the project location.
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Figure 1: Brush Creek Park & Ride Reference Area
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5
Peer Review
The Brush Creek Park & Ride peer review assessed the management and operations of similar park & ride facilities.
The peer review aimed to gain an understanding from peer agencies with similar facilities on what works well, and
what could be improved in terms of management and operation of a park & ride. The peer review uncovered new
ideas, methods, strategies, and practices that could potentially be implemented at the Brush Creek Park & Ride.
Three agencies were interviewed for the peer review:
1. Teton Village Association (TVA) for their Stilson Park & Ride near Jackson, Wyoming
2. Steamboat Springs Transit for their Stockbridge Transit Center in Steamboat Springs, CO
3. Utah Transit Authority (UTA) for their Big Cottonwood Canyon Park & Ride in Cottonwood Heights, UT
These peer facilities are similar to the Brush Creek Park & Ride in several ways, including:
• All facilities primarily serve to intercept skiers, employees, and commuters to reduce parking congestion at
ski resorts and the surrounding communities
• All facilities are situated along high-volume roadways
• All facilities are between 4 miles to 20 miles away from nearby communities and ski resort(s)
• All facilities are free to park and do not have a gate or any other restriction for entry
The interviewees provided valuable insight into existing management, operations, and enforcement practices at
their peer facilities. The peer park & ride locations and pathways to their respective ski resorts can be compared to
that of the Brush Creek Park & Ride, shown in Figure 2.
Figure 2: Path from Brush Creek Park & Ride (Blue) to Upper Roaring Fork Resorts (Yellow) on Brush Creek
Road and Hwy 82
Brush Creek P&R
Snowmass Village Buttermilk
Highlands Aspen
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Stilson Park & Ride near Jackson, Wyoming
The Stilson Park & Ride is
located just outside of the Town
of Jackson and the community
of Wilson, Wyoming. Stilson
Park & Ride is located at 1455
Beckley Way, Wilson, WY 83014
at the northwest corner of
Wyoming Highway 22 (Teton
Pass Highway), and Moose
Wilson Road. Stilson Park & Ride
has approximately 800 unpaved
spaces. The Southern Teton
Area Rapid Transit (START) Bus
operates from the Stilson Park &
Ride Transit Center.
The peer review was conducted via a virtual meeting with Matt Larson, Director of Transportation with the Teton
Village Association (TVA) on November 19, 2024. The TVA is a local government entity with the goal to enhance the
guest experience at Teton Village, home of the Jackson Hole Mountain Resort and approximately 1,000 full-time
residents.
Figure 4 presented below highlights the general pathway to Teton Village from the Stilson Park & Ride.
Figure 4: Path from Stilson Park & Ride (Blue) to Teton Village (Yellow) on Moose Wilson Road
6.5 MILES
Teton Village
Stilson P&R
Figure 3: Stilson Park & Ride
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TVA Goals
The main transportation goals of the TVA are to reduce personal vehicle travel on Highway 390 (Moose Wilson
Road), promote high-occupancy travel wherever possible, and to limit employee parking at Teton Village. The
Stilson Park & Ride is a facility that assists in achieving each of the goals.
Management
The Stilson Park & Ride is owned by the Jackson Hole Mountain Resort. The TVA manages the Stilson Park & Ride
in the winter, and Teton County Parks & Recreation manages the lot in the summer. The handoff between TVA and
Teton County Parks & Recreation is linked to when the Teton Village ski area is opened or closed for the season;
TVA manages the lot when the ski area is open.
Winter management typically consists of servicing the restroom building and snow removal. TVA hires a local
contractor for snow removal, which occurs after a major snow event. TVA pays for winter maintenance; Teton
County pays for summer maintenance. The restroom may be locked during certain times in the off-season.
TVA manually counts entry and exit volumes and parking occupancy at the Teton Village lots daily, typically at peak
hours between 11am and 2pm. The counts are summarized at the end of each season and are used to shape
future parking policy.
Operations
The START Bus operates from the Stilson Park & Ride. Three lines operate between Stilson Park & Ride and Teton
Village, including the Teton Village Express, the Teton Village South, and the Teton Village Local. START Bus is
free between Stilson Park & Ride and Teton Village. START Bus provides more frequent service between the
Stilson Park & Ride and Teton Village in the winter.
TVA also operates a shuttle service between Stilson Lot and Teton Village, focused on employee use. The Teton
Village Master Plan states that employees should not park at Teton Village, except “special and early workers” that
do not have typical working hours. This shuttle service is contracted out to Mountain Resort Services. The shuttle
runs from Stilson to Teton Village from 6:35am to 9:50am, and from Teton Village to Stilson from 3:00pm to
6:20pm. The shuttle service flyer is advertised online and is shown here:
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Figure 5: TVA Stilson Employee Shuttle Schedule
A priority parking lot at Teton Village charges $35 a day for parking midweek and $45 a day on weekends. A
parking lot further away from the Teton Village entrance is $18 a day for parking midweek and $25 a day on
weekends. Teton Village also features a carpool lot that is $5 a day for parking midweek and $10 a day on
weekends for vehicles with three occupants, and free for vehicles with four or more occupants. A staff person is
placed at the carpool gate booth to check vehicle occupancy.
Teton Village parking reaches capacity anywhere between 8am and 10am in the morning through 3pm to 5pm in
the evening during ski season.
In the summer, the TVA, in association with Friends of Pathways and Yellowstone-Teton Clean Cities, sets up the
Wheel House commuter bike hub at the Stilson Lot, that offers secure overnight bike parking and e-bike charging.
At the Wheel House, commuters can park, lock, and charge their bikes overnight for free. The program
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encourages multimodal transportation by allowing commuters to park their car, hop on their bike, and cycle the
rest of their commute from a central location.
The Stilson Park & Ride is advertised on the Jackson Hole Mountain Resort website, newspaper or print ads,
social media, and through the Jackson Hole Tourism Board. Lodging partners also encourage their guests to use
transit. Static signs and dynamic messaging signs are also present on adjacent roadways to direct visitors to the
free park & ride. Messaging signs also show when parking at Teton Village is at capacity, encouraging visitors to
use the park & ride.
Enforcement
Overnight parking is not allowed at Stilson Park & Ride. This regulation restricts visitors with recreational vehicles
who are seeking a place to set up camp for an extended period. Jackson Hole Mountain Resort Security patrols
vehicles that are present overnight and will give them notice. After several days, the vehicle is subject to tow. This
regulation is especially important in winter months due to snow removal needs.
Parking Utilization
The parking demand at the Stilson Park & Ride varies greatly by season. The Stilson Park & Ride is most utilized in
the winter due to the influx of ski visitors. At no time in the year does the Stilson Lot reach its capacity of
approximately 800. On busy winter season days at the lot, there may be over 600 vehicles parked at any one time.
Parking at Teton Village is paid parking in winter, which encourages visitors to park at the Stilson Park & Ride.
Parking at Teton Village is free in the summer, which results in very limited parking utilization at the Stilson Park &
Ride outside of ski season.
Special Events
Most special events that utilize the Stilson Park & Ride occur in the summer when typical parking demand is low.
Events in the past have included a marathon and the fire department chicken fry. No fee is collected for events.
Even during special events, the lot does not reach capacity.
In June of 2024, Teton Pass experienced a landslide that forced the closure of Highway 22. TVA was able to turn a
portion of the Stilson Lot into a temporary employee campground. Permits were issued to employees to allow
them to park in the lot overnight to bypass the overnight restriction. TVA kept track of the permits during this
period and the permission for overnight stays was lifted when the roadway reopened.
Existing Challenges
An existing challenge may include encouraging more visitors to use the Stilson Park & Ride. One of the ways to
encourage use may include increasing transit headways so that park & ride users are not waiting longer than five
or ten minutes for a bus or shuttle.
Another challenge includes significant ingress in the morning and egress in the evening to and from the Teton
Village parking lot. Some delays are caused by entry and exit gates, which contributes to congestion at lots. TVA is
considering gateless entry and exit.
The Jackson Hole Mountain Resorts holds meetings to discuss ways to best address existing challenges and
environmental concerns regarding future development of the Stilson Park & Ride. The Stilson Lot is situated within
a major wildlife corridor, which may affect possible development. The proposed development adjacent to the
Stilson Park & Ride includes employee housing and a sports complex. Wildlife advocates have noted the proposed
built environment paired with additional light pollution and human traffic in the area would negatively impact the
existing natural state.
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TVA also noted that they would like to be more efficient in counting their Teton Village lots daily.
Future Development
Teton County was awarded funding for the Teton Mobility Corridor Improvements BUILD Grant Project, which
includes funding for the Stilson Park & Ride Transit Center. The Stilson Park & Ride Transit Center Project consists
of the construction of a 2,900 square-foot transit center, an additional 400 spaces for the park & ride, pedestrian
and bicycle interconnections, covered bicycle parking, EV charging, a wildlife crossing, and transit signal priority at
the intersection of Moose Wilson Road and Highway 22. The new transit center would include a climate-controlled
waiting area complete with an information desk, restrooms, and a small coffee bar. The estimated cost of the
project is $14 million. The BUILD Grant Project may also lead to expanded transit service and changes to parking
regulations, in which case the Jackson Hole Mountain Resort is responsible for any change in regulations. TVA
intends to have Teton County manage the Stilson Park & Ride Transit Center after construction, which is
anticipated to be completed in Fall 2026.
Figure 6: Rendering of the Proposed Stilson Park & Ride Transit Center
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Stockbridge Transit Center in Steamboat Springs, Colorado
The Stockbridge Transit Center is
located at 1505 Lincoln Avenue in
Steamboat Springs, Colorado. The
transit center has approximately 120
paved spaces. Steamboat Springs
Transit operates from the Stockbridge
Transit Center.
The peer review was conducted via a
virtual meeting with Jonathan Flint,
Transit Manager for the City of
Steamboat Springs, on February 21,
2025. Steamboat Springs Transit
operates a free fixed route bus service in
the city as well as a regional bus service between Steamboat Springs and Craig, CO. Steamboat Springs has a
population of approximately 14,000, or 20,000 in the winter.
Figure 8 presented below highlights the general pathway to the Steamboat Ski Resort from the Stockbridge Transit
Center.
Figure 8: Path from Stockbridge Transit Center (Blue) to Steamboat Ski Resort (Yellow)
Management
The City of Steamboat Springs owns and manages the Stockbridge Transit Center as well as the Regional Transit
Center in Craig, CO, about 40 miles west of Steamboat Springs. The city received their land for the Stockbridge
Transit Center from CDOT. For the Stockbridge Transit Center, the Steamboat Springs Public Works Department
performs maintenance for snow removal, and the Park Department performs groundskeeping. Steamboat Springs
receives an in-kind donation from the City of Craig for maintenance for the Regional Transit Center.
Operations
The Stockbridge Transit Center has two main objectives: serve as a transit park & ride as well as a “park & group”.
The “park & group” concept allows coworkers, friends, or otherwise, to carpool together from the Transit Center,
Figure 7: Stockbridge Transit Center
4 MILES Steamboat Ski Resort
Stockbridge Transit Center
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reducing the number of parking spaces utilized in Downtown, at the ski resort, or any other destination with
limited vehicle parking. “Park & group” is common with construction workers. There also is parking demand for
recreational uses, such as hiking, bicycling, and fishing.
The Stockbridge Transit Center closes about an hour after the last bus arrives, approximately 1am. This gives all
drivers the ability to get back to their vehicles and leave the site with ample time.
Enforcement
Overnight parking is not allowed at the Stockbridge Transit Center. Steamboat Springs also enforces a one space
per one vehicle policy, ensuring that no vehicle, such as a boat trailer, takes up multiple spaces. Steamboat
Springs works with their police department to enforce that no vehicles stay overnight or take multiple spaces.
These policies came about through observation to maximize the true intent of the park & ride.
To enforce the lot between 1am and 5am, police officers will scan the lot from US 40 during their normal patrol,
the major highway directly adjacent to the lot. If they notice a vehicle parked, they will enter the lot, knock on the
camper’s window, and tell them to move on. If no one is present, the vehicle is towed. Transit employees are
advised not to approach camped vehicles.
Existing Challenges
The Stockbridge Transit Center was built when there was little development to the north and west of the City,
limiting the need for an expansive parking area at the time. With new development in these areas, the need for a
larger parking area has grown, though there is now little room to expand. The City is seeking ways to either
expand the parking footprint or buy new land for park & ride facilities.
The Stockbridge Transit Center reaches capacity in the summertime, especially over the holidays and weekends,
as there is an overlap between construction “park & group”, transit usage, and recreational usage. The city
acknowledges that single-occupancy vehicles do not have the same luxury as they used to in small mountain
towns.
The city has found that the shift to taking transit is more challenging for long-time residents of Steamboat Springs,
apart from recent residents moving after COVID or part-time residents who may be coming from transit-oriented
cities.
Future Development
The ski area is planning to undergo new development that may impact their existing free and ample parking. Due
to the potential displacement in ski area parking in the next 5 to 10 years, the city may turn to paid parking or
another control/ technological solution to ensure that the Stockbridge Transit Center’s purpose is met.
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Big Cottonwood Canyon Park & Ride in Cottonwood Heights, Utah
The Big Cottonwood Canyon Park & Ride
is located at 3865 Big Cottonwood
Canyon Road, in Cottonwood Heights,
Utah. The transit center has
approximately 80 paved spaces. The
Utah Transit Authority (UTA) operates
from the Big Cottonwood Canyon Park &
Ride.
The peer review was conducted via a
virtual meeting with Bill Humphreys,
Assistant Manager of Operations for
UTA, on February 24, 2025. UTA
operates public transportation
throughout the Wasatch Front in Utah.
Figure 10 presented below highlights the general pathway to the Solitude and Brighton Resorts from the Big
Cottonwood Canyon Park & Ride.
Figure 10: Path from Big Cottonwood Canyon Park & Ride (Blue) to Solitude and Brighton Resorts (Yellow)
Management
UTA manages many various park & ride facilities in the area that all play a role in transit access to Utah ski resorts.
Big Cottonwood Canyon Park & Ride is owned by the City of Murray, who has wells underneath the park & ride
itself.
UTA has designed contract agreements, so all parties are aware of who is responsible for what action, specifically
outlining repair for lighting structures, shelters, and restrooms as well as restriping (annually). The contracts are
important to ensure that when an action needs to be taken, the party responsible is obligated to perform the work.
When the contracts were signed regarding the park & rides, all stakeholders were assigned to fund a percentage
of operations and maintenance, since all stakeholders are benefiting. As an example, the ski resorts are contracted
Figure 9: Big Cottonwood Canyon
Brighton Resort Big Cottonwood Canyon P&R
Solitude Mountain Resort
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to put monies in for transportation infrastructure in addition to a percentage of their ski resort taxes going straight
to transportation.
The US Forest Service and the ski resorts enter into land swaps based on transportation to expand their resort
capacity. When the ski resorts fund or implement alternative transportation projects, the US Forest Service can
offer forest land when assured the remaining forest would not be negatively impacted by growth.
UTA holds meetings with all transportation stakeholders monthly through Zoom, including the resorts, UDOT, the
municipalities, US Forest Service, and the fire departments. The meetings are to determine what is working or not
working with transportation up Big and Little Cottonwood Canyons, and that all stakeholders are on the same page.
Avalanche control in Little Cottonwood Canyon is a major topic in these meetings.
Operations
UTA works in collaboration with all four mountain ski resorts regarding parking and access, with Solitude and
Brighton in Big Cottonwood Canyon (Solitude and Brighton), and Alta and Snowbird in Little Cottonwood. UTA
employs supervisors to oversee operations of their lots from 6am to 10pm.
UTA clears snow from bus shelters and passenger platforms, and UDOT is responsible for plowing the parking lot
daily. Each lot has its own individual network of maintenance.
Enforcement
Due to the number of communities in the region, UTA works with five polices agencies to conduct enforcement at
their park & ride lots, including the Unified Police Department of Greater Salt Lake, Sandy Police, and Alta and
Brighton Police Departments. No overnight parking is allowed in any of the park & ride lots, from November to
April. In the winter, towing begins at 2am daily, strictly enforced due to plowing needs. Bill recommended installing
cameras in lots to be apprised of any suspicious activity and ensure that no vehicles park overnight. In the
summer months, a supervisor may notice a car parked in the lot for multiple days and ask the driver to move or
report the car to enforcement.
Existing Challenges
The park & ride is on the north side of Big Cottonwood Canyon Road with no traffic control, creating a challenging
movement for vehicles entering and exiting the park & ride.
Among all the park & ride lots in the area, Big Cottonwood Canyon may be one of the smallest park & rides as it
was built in the 1970s. The regional population at the time was 287,000 compared to 2.4 million today, highlighting
the drastic change in demand going into the canyon. There is no room to expand the park & ride or Big
Cottonwood Canyon Road. Bill recommends planning with adjacent communities for 10 to 15 years from now to
ensure that parking capacity meets future demand. This may include a transportation hub or a bus maintenance
facility.
Due to the high volumes of users paired with the perceived low number of bus trips up the mountain, users may
not be able to take a bus because they are jam-packed with riders. Private vehicles may attempt to park at the ski
resorts but many often find trouble finding parking and must return back down the mountain.
Future Development
UTA is seeking to redevelop the existing gravel pit just north of the Cottonwood Canyon Park & Ride into a major
community development, complete with offices, hotels, a transportation hub, and 8,000 additional parking stalls.
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Best Practices
This section reviews best practices for park & ride facilities related to management, operations, maintenance, and
technology. The best practices summary highlights opportunities that may be used to optimize park & ride
services specific to the Brush Creek Park & Ride. The management and operations section explores strategies
including seasonal pricing, carpool incentives, long-term parking permits, reservation systems, and planning for
large-scale events. The maintenance section discusses which maintenance services are typically managed in-
house versus contracted out, and highlights Crime Prevention through Environmental Design (CPTED) best
practices. The technology section focuses on occupancy monitoring, effective parking guidance systems, and
surveillance technologies used by similar park & rides.
Management and Operations
A major challenge for park & ride facilities is efficiently managing parking space usage, particularly during peak
periods and peak seasons. To optimize and encourage efficient use, many facilities implement strategies such as
carpool incentives, long-term parking permits, and reservation systems. Additionally, best practices are detailed on
long-term parking solutions for non-permitted overnight parking as well as planning for large-scale events. Other
strategies for providing parking availability information as a form of parking management (advance variable
signage, apps, etc.) are further described in the technology section of the best practices summary.
Long-Term Parking
Existing regulations at the Brush Creek Park & Ride prohibit any vehicle from parking for longer than 24 hours.
However, it is common for park & rides located near airports to provide an option for long-term or reserved
parking as a solution to better serve airport users. Implementation of long-term parking permits would control
parking facility usage ensuring that spaces are available for travelers who need extended parking. 1 A long-term
parking permit system structure would be needed to clarify how a user can apply for and receive a permit, how
long a permitted vehicle can stay at the park & ride, and how non-permitted or expired permits are enforced.
Developing policy guidelines and expectations to manage a long-term parking program would assist in maximizing
alternative transportation use in the Upper Roaring Fork Valley.
Reserved Parking Programs and Incentives
Agencies can opt to implement reserved parking programs, such as free reserved spaces dependent on vehicle
stay duration (30-minute, daily, long-term) or by vehicle occupancy (carpool lot). Reservations guarantee parking
availability for those who reserve spots ahead of time, such as with a reservation app, without altering overall
parking demand. At Brush Creek Park & Ride, a reservation parking program may be most applicable during
special events or high ski season visitation days. Some benefits of reserved parking include boosting transit
ridership, improving customer satisfaction, and reducing road congestion around transit facilities by staggering
vehicle arrivals. Additionally, some transit agencies may choose to make unused reserved spaces available to the
general public after a certain time. Placing reserved spaces in high-demand locations is one opportunity to make a
reserved parking program attractive to users.
1 Turnbull et al. (2004)
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Examples of Park & Ride Parking Management Strategies
Long-term parking, carpool incentives, and reservation systems are implemented at park & rides throughout the
nation including in Breckenridge and Atlanta. These case studies are presented below.
Breckenridge Airport Skier Parking
The Breckenridge Airport Skier Parking facility offers free parking during the day. The park & ride facility also
offers paid overnight parking at $5 from Monday to Thursday and $10 from Friday to Sunday, with a maximum
stay of 14 days per vehicle per calendar year. Users can pay for parking using the Passport Parking app by
entering their intended duration of stay (hours or days) and their license plate number. To ensure compliance with
the 14-day maximum stay limit, the Breckenridge Police Department regularly monitors the lot. The facility is
serviced by the resort’s free shuttle buses every 20 minutes and every 15 minutes on the Free Ride Yellow Route
bus, with convenient drop-offs at the Breckenridge Gondola.2
Figure 11: Breckenridge Reserve’N’Ski Parking Reservation System Webpage
MARTA College Park
The Metropolitan Atlanta Rapid Transit Authority (MARTA) College Park & Ride is located just 2 miles from
Hartsfield-Jackson Atlanta International Airport (ATL), making it a practical option for travelers. This facility allows
travelers to park their vehicles and use MARTA rail services to reach the airport terminals, avoiding busy airport
parking. MARTA offers a free overflow lot for short-term parking and a covered long-term deck for extended stays.
The long-term parking costs $8 per day for up to 1 month and 13 days, providing a more affordable rate
2 Where to Park at Breck | Breckenridge Resort (2024)
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compared to airport parking.3 Although reservations are not available for the park & ride, visitors can check
parking availability on the MARTA website.
Parking Camping Solutions
Though long-term parking programs at park & rides may benefit certain users, others may take advantage of these
programs system to camp. These issues are most common at park & rides that do not have entry gates, are free
to park, or are under-enforced. To address camped vehicles, a continual and effective enforcement program is
needed to identify, assess, and ultimately tow vehicles in violation. Management agencies have utilized automatic
license plate reader technology to immediately flag vehicles that have dwelled for longer than 24 consecutive
hours. This allows enforcement officers to quickly and accurately identify vehicles in violation soon after the 24-
hour period. Otherwise, enforcement officers may have to assess vehicles for additional days to ensure a vehicle
is in violation.
Alternatively, some cities across the United States are implementing safety measures to support people camping
in vehicles. The Federal Highway Administration (FHWA) recommends leveraging state department of
transportation resources to support affordable housing by designating vacant land for transitional housing or
sanctioned encampments.4 For example, the Texas Department of Transportation (TxDOT) partnered with the
nonprofit The Other Ones Foundation (TOOF) to create the Esperanza Community on TxDOT land, providing
transitional housing for individuals previously living along the I-35 corridor and other rights-of-way scheduled for
construction. TxDOT leased the land to TOOF, who then developed community plans and operations, incorporating
feedback from residents to shape the community’s master plan.5
While setting aside a section within a park & ride for long-term parking can temporarily support individuals
experiencing homelessness, creating designated spaces on separate, unused land- organized and sanctioned for
transitional living-provides a more equitable and sustainable solution. This approach offers secure, stable
environments for unsheltered individuals without fully displacing them from public facilities.
Planning for Special Events
Managing parking for special events, especially at park & rides, is important to ensure a smooth and efficient
experience for attendees. Park & ride lots can serve as convenient hubs where eventgoers can park their vehicles
and take public transit to reach event venues. The FHWA handbook, “Managing Travel for Planned Special Events,”
includes a chapter on best practices for site access and parking plans, which can be applied to park & ride
facilities. Table 1 highlights key best practices for facilitating efficient travel for visitors.
3 Parking Availability & Fees (n.d.)
4 Promising Practices to Address Road Safety among People Experiencing Homelessness (2024)
5 Promising Practices for Transportation Agencies to Address Road Safety among People Experiencing Homelessness Case
Studies in Current Practice (2024)
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Table 1: Key Strategies for Managing Special Event Parking 6
Maintenance
Effective maintenance and upkeep of park & ride facilities are essential for ensuring safety, cleanliness, and
functionality. To establish an effective maintenance plan, it is important to evaluate which services can be handled
in-house, and which are better suited for contracting. Additionally, incorporating CPTED principles can help assess
and enhance maintenance practices for improved safety.
In-House vs Contracted Services
Transit agencies commonly adopt a combination of in-house and contracted services to manage park & ride
operations. The Transit Cooperative Research Program (TCRP) Research Report 192, Decision-Making Toolbox to
Plan and Manage Park and ride Facilities for Public Transportation, highlights case studies from various transit
agencies, outlining common practices for in-house versus contracted services in park & ride operations.
6 Latoski et al. (2003)
Category Key Points
Communication and
Technology
Use wayfinding signs for parking areas and major routes. Implement advanced
parking management systems to disseminate real-time traveler information.
Contraflow Operation Use one-way traffic on access roads to accommodate more cars coming from a
major intersection to the parking area.
Lane Channelization Organize lanes to reduce unnecessary lane changes near parking entrances.
Multiple Access Points Provide several entry points to the parking area.
Separate Areas Designate different areas for different types of vehicles to keep things organized.
Space Turnaround Ensure there is enough space for vehicles to turn around and wait if needed.
Overflow Handling Prohibit parking on access roads near pick-up/drop-off areas and use cones to
create extra lanes if needed.
Conservative Planning Plan for maximum occupancy.
Parking Operations Ensure vehicles are being parked at the same rate as new vehicles arrive.
Lot Full Make “lot full” decisions before capacity is reached and inform travelers in
advance through dynamic signage.
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Table 2: In-House vs Contracted Park & Ride Services 7
In-House Services Contracted Services
Customer Support
Site Inspections
Parking Fee Collection
Passenger Facility
Maintenance
Security
Snow/ Ice Removal
Trash Removal
Cleaning
Landscaping & Maintenance
Pavement Maintenance
Security Camera
Maintenance
Parking Fee Collection
Reserved Parking
Programs
Parking Enforcement
Site Inspections
Crime Prevention through Environmental Design (CPTED)
CPTED involves strategies to reduce crime by designing the physical environment to enhance safety and security.
Key elements include proper lighting, natural surveillance, and visible walkways. For instance, Dallas Area Rapid
Transit (DART) conducts CPTED assessments for its park & ride facilities every three years to identify necessary
improvements.8 The American Public Transportation Association (APTA) has published guidelines for
implementing CPTED in transit facilities, including the following key elements 9:
1. Natural Surveillance: Maximizes visibility by placing physical features, activities, and people strategically.
2. Natural Access Control: Directs people through designated paths using entrances, exits, fencing,
landscaping, and lighting to deter unauthorized access.
3. Territoriality: Defines boundaries to create a psychological deterrent by signaling that the area is
monitored and intended for specific activities.
4. Activity Support: Encourages legitimate activities in public spaces to increase safety and discourage
criminal acts.
5. Maintenance: Regular upkeep signals ownership and control, preventing disorder and maintaining the
intended use of the space.
Transit-specific CPTED training is available from the Transportation Safety Institute (TSI) from the US Department
of Transportation, and a CPTED Design Considerations checklist helps evaluate applicable principles in conjunction
with local zoning laws.
Technology
Implementing proper technology is essential for effective parking management, improved efficiency, accurate
occupancy monitoring, effective parking guidance systems, and enhanced safety. Technologies play an important
role in contributing to a seamless operation of park & ride facilities.
7 Cherrington et al. (2017)
8 Ibid
9 Ryan et al. (2010)
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Occupancy Monitoring
Accurate occupancy monitoring is an important component of highly utilized park & ride facilities, enabling real-
time tracking of available spaces and ensuring efficient use of the lot. For outdoor park & ride facilities, it is
important to choose technology that works for variable environmental conditions and review possible pricing
constraints.
Occupancy monitoring technology such as sensors (inductive loop detectors, magnetometer sensors, microwave
radar, etc.) can detect vehicle presence and occupancy using physical or electromagnetic changes, while
advanced technologies (Machine Vision Cameras with AI Integration, Neural Networks, etc.) can analyze and
interpret data to provide advanced insights and management. Sensors may be more ideal for smaller lots with
minimal traffic complexity, where the goal is basic vehicle counting and space detection, while advanced
technologies may be suitable for larger, high-traffic park & rides that need real-time updates, predictive analytics,
and multi-platform integration.
Commonly used outdoor occupancy tracking smart parking sensors and advanced technologies are presented in
Tables 3 and 4, providing advantages and limitations of each.
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Table 3: Smart Parking Sensor for Occupancy Monitoring 10 11
Technology Description Advantages Limitations
Inductive Loop
Detectors
Embedded sensors in
pavement that detect
vehicles by sensing changes
in inductance
Reliable Vehicle Detection
High accuracy
Lower entry-level costs
High Maintenance
Costs
May be susceptible to
weather damage
Disruptive Repairs
Magnetometer
Sensors
Detects vehicles using
changes in electromagnetic
fields and can be installed
above and below ground
Easy Installation
Low power consumption
Weather Resilient
High accuracy real-time
data
High installation cost
for individual space
sensors
High maintenance
costs
Microwave
Radar
Uses radar beams to detect
moving and stationary
vehicles
Works in any weather
Works in open and closed
lots
Effective for both moving
and parked cars
Expensive for large-
scale installation
Requires equipment
in every space for
individual spaces
Table 4: Smart Parking Advanced Technologies for Occupancy Monitoring 12 13
Technology Description Advantages Limitations
Machine Vision
Cameras with
AI Integration
Uses cameras integrated
with AI to improve image
analysis for tasks like LPR
and parking space detection
Covers multiple spaces
with few camera units
needed
Cost effective for large lots
Lighting and occlusion
issues but can be
mitigated with 3D
scene information
Bandwidth-intensive
Requires regular
camera maintenance
Neural
Networks
Type of artificial intelligence
that processes camera
images to recognize patterns
and make predictions to
analyze occupancy, detect
vehicles, LPR, and handle
complex scenarios like
obstructed views or
predicting space availability
High accuracy in LPR and
parking space detection
(handles blurred or skewed
license plates and adapts
to poor lighting)
Enhances automation in
parking systems
Can predict future
occupancy trends
Requires large
datasets for accurate
performance
High computational
requirements
Costly implementation
10 Mouskos et al. (2007)
11 Fahim et al. (2021)
12 Paidi et al. (2018)
13 Fahim et al. (2021)
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Parking Guidance Systems
Parking guidance systems display available parking spaces at lot entrances using vehicle counters like inductive
loops or cameras. These systems, however, do not direct drivers to specific spaces. Examples of this include
dynamic signage available showing available spaces or integration with mobile apps showing available spaces.
Advance Parking Guidance Signs
Advance parking guidance signs, found on highways or major roads, display real-time information about parking
availability before reaching the parking facility. Knowing about available parking in advance can increase the
likelihood that commuters will choose to use park & ride facilities.
Mobile Applications
Mobile applications offer an effective solution for remote parking monitoring, providing visitors with real-time
updates by connecting to existing parking sensors. For example, Solitude Ski Resort in Big Cottonwood Canyon,
Utah, developed the Solitude Carpool App, to enhance the visitor experience. The app has a dedicated parking
information tab with a visual meter displaying real time availability in the Moonbeam and Village parking lots, along
with directions to these locations. It also provides details on parking fees, reservation requirements, opening and
closing times, and enables users to book parking directly. Additional features include a car finder tool to help
visitors locate their parked vehicles and 24/7 live webcam feeds of parking lots and ski lifts, ensuring users can
plan their ski day easily.
Figure 12: Solitude Carpool App
Safety Technology
Safety at park & ride facilities is essential in fostering public trust and encouraging regular transit use. Low-risk
locations may only need occasional security visits in response to complaints or service requests. For additional
security, a range of remote monitoring technologies can be employed, such as closed-circuit television (CCTV),
license plate recognition (LPR), and advanced surveillance systems, to enhance oversight without requiring
constant on-site presence.
Closed-Circuit Television (CCTV)
Closed-Circuit Television (CCTV) provides remote security for park & ride facilities at a lower initial cost compared
to Advanced Surveillance systems, while also offering the ability for remote real-time monitoring. For example, in
early 2023, Regional Transportation District (RTD) in Denver installed security cameras in addition to the existing
license plate reader technology at the Table Mesa Park & Ride after a series of catalytic converter thefts. Signs
were also placed around the garage to deter potential thieves by alerting them to video surveillance. The footage is
monitored in a control room, and since the deployment of the CCTV cameras, catalytic converter thefts have
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decreased. 14 However, despite CCTV’s lower upfront costs, ongoing operational expenses may be higher due to
the need for adequate staffing for real-time monitoring.15
License Plate Recognition (LPR)
License plate recognition (LPR) technology is utilized in parking management to enforce regulations and ensure
vehicles park in designated areas for no greater than the maximum duration. This helps prevent overstays and
keeps parking spaces available for compliant drivers.
For example, the RTD employs mobile license plate reader technology to manage its reserved space program.
Customers register their vehicles and pay monthly fees for reserved spaces. The RTD’s program relies on vehicle
license plate numbers, which customers enter when paying the parking fee. The parking management vendor uses
mobile cameras mounted on vehicles to scan license plates quickly, covering a 1,500-space facility in about 30
minutes. The technology identifies 80-82% of the plates it scans, with some missing due to issues like missing
plates, out-of-state vehicles, or dirt/snow. License plate numbers are instantly checked against a database to
ensure compliance with parking fee rules for out-of-district customers.16 Figure 8 shows an example of a license
plate reader, similar to those placed in RTD facilities.17
Figure 13: Example License Plate Readers
Transit agencies like Bay Area Rapid Transit (BART) use LPR technology to enhance security in parking lots by
deterring vehicle burglaries and streamline parking payments and ticketing. BART’s goal is to eventually enable
commuters to pay for parking directly through the BART app by entering their license plate numbers. BART
implemented a 30-day data retention policy and established accountability rules as best practices to safeguard
privacy. 18
Some LPR technology may be more integrated with existing payment applications and surveillance systems. For
example, RISEKTEO Global, an LPR technology, uses AI software to improve parking operations. This includes
ensuring compliance with payment systems that use license plate numbers, managing gated access, whitelisting
14 Kovaleski & Vaccarelli (2023)
15 Cherrington et al. (2017)
16 Cherrington et al. (2017)
17 Factor (2024)
18 Surveillance Use Policy BART Automated License Plate Recognition (ALPR) (2019)
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employees/visitors/pre-paid parkers, identifying repeat violations and unauthorized vehicles, monitoring parking
area occupancy and space availability, and providing timely alerts of violations to enforcement staff and
management.19
Advanced Surveillance Systems
AI-powered cameras can detect unusual activity in real-time, alerting authorities or system operators to incidents
like suspicious behavior, theft, or vandalism.
The City of Hyattsville, Maryland, has implemented advanced surveillance systems to reduce illegal parking. These
new motion-sensor cameras, installed in free parking garages, monitor spaces on Gallatin Street near Vigilante
Coffee and the post office. The solar-powered SafetySticks, manufactured by Municipal Parking Services, use
motion sensors similar to red-light cameras to capture photos when a car enters and exits a parking space. If the
time between photos exceeds 15 minutes, the vehicle owner receives a $35 fine in the mail.20 Advanced
surveillance systems like these, offer significant potential for managing parking lots, ensuring vehicles do not
overstay their time without requiring on-site personnel. shows an existing installation of SafetySticks in
Hyattsville.21
Figure 9: SafetySticks Installation in Hyattsville, Maryland
19 How License Plate Recognition (LPR) Technology Improves Parking Management - RISETEK Global (2022)
20Beckwith (2024)
21 City of Hyattsville (2024)
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Key Takeaways
Peer Review
The Stilson Park & Ride, the Stockbridge Transit Center, and the Big Cottonwood Canyon Park & Ride are three
examples of a peer park & ride facilities to the Brush Creek Park & Ride, due to their intended purpose to reduce
single-occupancy personal vehicle trips and parking in high-demand ski resort areas. In general, management and
operations of the peer facilities appear to be effective.
Several lessons can be applied to the Brush Creek Park & Ride from the peer review, including:
• Set clear goals for the intended purpose of the Park & Ride, and objectives to best address them
• Clearly define management roles, that may include a division of responsibilities during ski and off-peak
seasons
• Conduct daily counts, either manually or via technology, to accurately assess conditions and address
needs
• Consider an employee program such as a free employee shuttle service to maximize parking at ski areas
• Ensure effective daily enforcement
• Plan for projected park & ride demand at least a decade from now to avoid parking footprint constraints in
the future
• Consider entering into contractual agreements between all stakeholders who benefit from the park & ride,
including adjacent municipalities and ski resorts
• Consider hosting monthly meetings between all stakeholders to maintain coordination on transportation
matters
• Consider installing cameras to monitor the park & ride lot remotely
• Consider transitioning the park & ride to a transportation hub
Best Practices
The best practices summary highlighted management and operations, maintenance, and technology solutions that
may be applicable at the Brush Creek Park & Ride. Implementation of these strategies would lead to an efficient
and effective management program. Best practices included:
• Consider a managed long-term parking program, especially for airport users
• Consider implementation a reservation system during large events and peak seasons
• Set up enforcement to better address overnight stays and camping
• Set up effective special event plans
• Reconsider in-house vs. contracted maintenance services
• Consider performing CPTED assessments
• Consider installing parking technology related to occupancy monitoring, parking guidance, and safety
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26
References
Beckwith, A. (2024, March 12). Hyattsville Uses Motion-Sensor Cameras to Monitor Free Parking. The Hyattsville
Wire. https://www.hyattsvillewire.com/2024/03/11/hyattsville-free-parking-cameras/
Campbell, A. (n.d.). Safe Parking for unsheltered living in cars and RVs. Homes 4 the Homeless.
https://homes4thehomeless.org/safe-parking-for-unsheltered-living-in-cars-and-rvs/
Cherrington, L. K., Brooks, J., Cardenas, J., Elgart, Z., Galicia, L. D., Hansen, T., Miller, K., Walk, M. J., Ryus, P.,
Semler, C., & Coffel, K. (2017). Decision-Making Toolbox to Plan and Manage Park and ride Facilities for
Public Transportation Guidebook on Planning and Managing Park and ride (No. 192). Transit Cooperative
Research Board. https://nap.nationalacademies.org/cart/download.cgi?record_id=24770
City of Hyattsville [cityofhyattsville]. (2024, February 21) The City has installed new MPS Safety Sticks as part of a
parking management pilot project. Similar to red light [Photographs]. Instagram.
https://www.instagram.com/cityofhyattsville/p/C3npaQ0vV0v/?img_index=1
Factor, J. (2024, January 25). More license plate readers, patrol capacity coming to Denver to curb auto theft. The
Denver Post. https://www.denverpost.com/2024/01/25/license-plate-readers-denver-auto-theft/
Fahim, A., Hasan, M., & Chowdhury, M. A. (2021). Smart parking systems: Comprehensive review based on
various aspects. Heliyon, 7(5). https://doi.org/10.1016/j.heliyon.2021.e07050
How License Plate Recognition (LPR) Technology Improves Parking Management—RISETEK Global. (2022, March
7). RISETEK Global. https://risetekglobal.com/frictionless-parking/how-license-plate-recognition-technology-
improves-parking-management/
Kovaleski, T., & Vaccarelli, J. (2023, January 7). RTD installs new security cameras at Table Mesa Park-N-Ride
garage in Boulder. Denver7. https://www.denver7.com/news/investigations/rtd-installs-new-security-cameras-
at-table-mesa-park-n-ride-garage-in-boulder
LA Metro Parking Permits. (2024). Los Angeles County Metropolitan Transportation Authority.
https://lametropermits.rmcpay.com/#purchase?from=available_permit_types&permit_type_id=556&click=1
Latoski, S., Dunn, W., Wagenblast, B., Randall, J., & Walker, M. D. (2003, September). Managing Travel for
Planned Special Events. U.S. Department of Transportation Federal Highway Administration.
https://transops.s3.amazonaws.com/uploaded_files/FHWA-OP-04-010-Managing-Travel-for-Planned-Special-
Events.pdf
Mouskos, K. C., Boile, M., Parker, N. A., University Transportation Research Center, New Jersey. Dept. of
Transportation, & United States. Federal Highway Administration. (2007). Technical Solutions to
Overcrowded Park and Ride Facilities (No. FHWA-NJ-2007-011). https://rosap.ntl.bts.gov/view/dot/16240
Paidi, V., Fleyeh, H., Håkansson, J., & Nyberg, R. G. (2018). Smart parking sensors, technologies and applications
for open parking lots: A review. IET Intelligent Transport Systems, 12(8), 735–741.
https://doi.org/10.1049/iet-its.2017.0406
Parking Availability & Fees. (n.d.). MARTA. https://www.itsmarta.com/parking-fees.aspx
Parking Basics. (2024). Park Solitude. https://www.parksolitude.com/parkingbasics
Promising Practices for Transportation Agencies to Address Road Safety among People Experiencing
Homelessness Case Studies in Current Practice. (2024, September). U.S. Department of Transportation
Federal Highway Administration.
https://highways.dot.gov/sites/fhwa.dot.gov/files/Promising_Practices_to_Address_Road_Safety_among_Peop
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Promising Practices to Address Road Safety among People Experiencing Homelessness. (2024, August). U.S.
Department of Transportation Federal Highway Administration. https://highways.dot.gov/safety/zero-
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deaths/promising-practices-address-road-safety-among-people-experiencing-
homelessness?os=os%2F&ref=app
Ryan, S., Clarke, R., Plante, J., Panzer, A., Hahn, D., Rappleyea, C., Mahaffey, M., Amezcua, G., Hertan, R., Taylor,
B., Tabon, G., Saporta, H., Smith, A., Gerhart, R., & Bass, J. (2010). Crime Prevention Through Environmental
Design (CPTED) for Transit Facilities. American Public Transportation Association. https://www.apta.com/wp-
content/uploads/Standards_Documents/APTA-SS-SIS-RP-007-10.pdf
Surveillance Use Policy BART Automated License Plate Recognition (ALPR). (2019, October). Bay Area Rapid
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mendment%20BPD-ALPR-SUP-02.pdf
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110
AGENDA ITEM SUMMARY
EOTC MEETING DATE: May 15, 2025
AGENDA ITEM TITLE: Spring 2025 Travel Data Report
STAFF RESPONSIBLE: Linda DuPriest, Regional Transportation Director
ISSUE STATEMENT: In early 2025 a staff team of EOTC member jurisdictions plus vendor Rekor
Technologies completed installation of a system of eight permanent automatic vehicle counters
throughout the upper valley. The Permanent Automatic Vehicle Counter Project (PVAC) was approved
by the EOTC in 2022 as one element of the Near-Term Transit Improvement Program. The attached
Spring 2025 Travel Data Report presents vehicle counts for two time periods: March ski season travel
into Aspen and several days of travel throughout most of the system in April after the close of the ski
season. This item is for information and discussion only.
BACKGROUND: After EOTC approval of the PVAC in 2022, staff issued a request for proposals for a
contractor to help source the technology and install the system. Receiving no bids from potential
contractors, staff engaged the service of Pitkin County Telecommunications Department, who agreed to
take on the project in addition to their regular workload. Research into available technology partners, a
year-long Proof of Concept provided by free of charge by Rekor, siting, permitting, installation and
human auditing of the system stretched the project into the three-year time frame.
The technology package selected by staff utilizes AI and video to record not just numbers of vehicles, but
types of vehicles by FHWA’s 13 class types, estimated emissions per class, speeds and other data. A key
feature of the technology is tracking vehicle movements in 15-minute increments, 24 hours per day,
providing a deeper dive into travel behavior than traditional pneumatic tubes or induction loops embedded
in pavement. In addition, an advanced, user-friendly reporting dashboard allows easy access to data on a
daily basis.
At the time of the writing of the report, two of the counters had not yet passed the human auditing process
which entails video “truthing” of how the AI interprets the footage. It is expected Telecommunications
staff will complete those audits in the next few weeks, after which the system will be officially accepted
from Rekor. The package includes a three-year warranty and tech support.
RECOMMENDED ACTION:
This is an information and discussion item only.
ATTACHMENTS:
Spring 2025 Travel Data Report: Permanent Automatic Vehicle Counters Project
111
1Travel Data Report | Spring 2025
Elected Officials Transportation Committee
Travel Data Report
Spring 2025
Permanent Automatic Vehicle Counters Project
112
2 Travel Data Report | Spring 2025
In 2021, the EOTC approved funding to deploy a
system of permanent automatic vehicle counters
(PAVC) throughout the upper valley. This effort was
one element of the Near Term Transit Improvement
Program, with the goal of gaining a more complete
understanding of traffic patterns and congestion hot
spots by having comprehensive data from throughout
the upper valley at the ready. In addition, the project
seeks to better track Vehicle Miles Traveled (VMT),
Greenhouse Gas (GHG) emissions, and monitor the
impact of local Transportation Demand Management
(TDM) programs. Prior to the PAVC project, the City of
Aspen relied on one permanent vehicle counter at the
Castle Creek Bridge, which utilized an in-pavement
inductive loop technology. This method was moderately
reliable, and prone to glitches. In addition, CDOT has
a traffic counter installed in the Old Snowmass area,
but there are no other locations in the upper valley with
permanent automatic counters.
The goal of the PAVC project is to deploy a travel data
system that includes remote access to data, real time
data collection and visualization, a user-friendly data
dashboard with report creation tools, redundant data
storage onsite in case of power or other failure, and
ability to report travel time in regular intervals.
Vehicle Counting Locations
When the project began in 2022, staff recommended
the following six locations for data collection:
• Brush Creek Road just south of Hwy 82
• Hwy 82 near Airport
• Owl Creek Rd at Hwy 82 intersection
• Castle Creek Bridge
• Power Plant Rd
• McLain Flats Rd between mile markers 3 and 4
As the project got underway, the staff team decided
to expand the project while staying within original
budget. At the direction of Council the City of Aspen’s
engineering staff requested a collection point
somewhere east of Aspen to capture both tourism and
local traffic coming into town from Independence
Pass. Planners from SkiCo also made a request for data
collection near Highlands. Subsequently, two locations
were added:
• Hwy 82 east of Aspen near the North Star take-out
• Maroon Creek Rd just east of High School Rd
Figure 1 shows the map of the PAVC system.
I. PROJECT
BACKGROUND
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3Travel Data Report | Spring 2025
>> Figure 1
In 2022 EOTC staff issued
an request for proposals
(RFP) for a contractor
to source the counting
technology and perform
the installations. There
were no responses to this
RFP, so staff approached
Pitkin County’s
Telecommunications
Department to gauge
their interest in taking on
the project. Fortunately,
the department director
agreed to manage the
project, adding it to staff’s
existing workload. Had
there been a contractor
to pursue the project,
the timeline for the
project may have been
shortened. However, due
to the complexity of the
project, including the
sourcing and deploying
of cutting-edge new
technology, and staff’s
commitment to onboarding a
superior technology, the project
has stretched into the three-year
duration.
An interagency staff team
consisting of the City of Aspen
Engineering Department,
Pitkin County Engineering and
Telecommunications staff and
the EOTC director began by
conducting a nationwide search
for potential technology partners.
Time was invested in learning
the latest technology, including
sending a staff member to the
Transportation Research Board’s
annual conference and expo.
As a result of that search, three
tech firms submitted proposals
through an informal process and
interviewed for the contract. Two of
the firms’ technology was limited
to older and current methods
such as inductive loops and radar,
while a third, Rekor Technologies,
was embracing AI technology that
could tell a more complete picture
of the types of vehicles traveling
through the region, the greenhouse
gas emissions associated with that
travel, vehicle speeds, and other
potential data sets.
Proof of Concept,
2023 – 2024
As a way to demonstrate their
technology and show investment
in the project, Rekor offered to
provide and install free of charge
a test system, to insure their
brand-new technology was viable
for our needs in a high-altitude,
mountainous environment.
This “Proof of Concept” (POC)
was installed on Hwy 82 in the
airport area, on the edge of the
Lumberyard property. The counter
apparatus consisted of a solar
panel to power the system, the
infrared camera, and a computer
unit housing the AI program to
interpret the video. Rekor’s team
recommended, and the staff team
concurred, that the POC remain for
an extended period of time to work
out the bugs, for example, studying
how the mountainous terrain may
affect sunlight to both power the
system and provide light for the
camera. In addition, it was critical
to test the system through different
weather conditions at 7,800 ft
elevation with snowfall, extreme
cold temperatures, hot and dry
summer temperatures, and other
conditions. The timeline for the
POC lasted longer than originally
expected, nearly eight months.
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New AI Technology Capabilities
The goal in choosing a system was to get data beyond just the raw number of motor vehicles, including the following
information:
• Number of vehicles, traveling in both directions and in multiple lanes, in 15-minute increments, 24 hours per
day
• Type of vehicles per Federal Highway
Administration’s 13 Classes
• Greenhouse gas emissions per vehicle class type
• Vehicle speeds
• Real-time traffic pattern shifts in response to
crashes, weather or other roadway incidences
Briefly, the Rekor technology begins with an infrared
camera to take video of passing vehicles then utilizes
AI to translate video images into the data points listed
above. The first two categories of data are critical to
addressing congestion by showing not just how many
vehicles are passing by particular points but also by
showing, for example, that a significant portion of traffic
is pickup trucks and other large vehicles likely used
in the construction and remodel trades, plus various
labor functions involved in large home management
and other services. Such detail can help inform TDM
strategies for different types of traffic generators. The
greenhouse gas data is important as Pitkin County,
the City of Aspen and RFTA have all lately focused on
climate action planning and programming. Figure 2
shows the 13 classes of vehicles Rekor’s camera and AI
tech can detect.
After the successful POC period, staff presented a
sample of the data to the EOTC, then contracted with
Rekor for the installation and deployment. Rekor and
the staff team worked throughout 2024 to scout the
locations, process the permitting for use of the right-
of-way and utility access and perform the installations.
Telecommunications staff then spent several months
“auditing” the system, a necessary step for such new
technology being deployed in locations with varying
conditions of terrain, available right-of-way next to the
road, sunlight exposure, and other factors. Six of the
counters are solar powered, while the counters at the
Castle Creek Bridge and Power Plant Rd are hard-wired
into local electricity sources.
The audits performed by Telecommunications staff
involved watching the video for significant periods
of times throughout the day, counting the vehicles
visually, then comparing those counts to the data
translated by the AI.
FHWA Vehicle Classification
1. Motorycles
2 axles, 2 or 3 tires
2. Passenger Cars
2 axles, can have 1 or 2 axle
trailers
3. Pickups, Panels, Vans
2 axles, 4-tire single units
can have 1 or 2 axle trailers
4. Buses
2 or 3 axles, full length
5. Single Unit 2-Axle
Trucks
2 axles, 6 tires (dual rear
tires), single unit
6. Single Unit 3-Axle
Trucks
3 axles, single unit
7. Single Unit 4 or More
Axle Trucks 4 or more
axles, single unit
8. Single Trailer 3 or 4
Axle Trucks
3 or 4 axles, single trailer
9. Single Trailer 5 Axle
Trucks
5 axles, single trailer
10. Single Trailer 6 or
more Axle Trucks 6 or
more axles, single trailer
11. Multi-Trailer 5 or Less
Axle Trucks
5 or less axles, multiple
trailers
12. Multi-Trailer 6 Axle
Trucks
6 axles, multiple trailers
13. Multi-Trailer 7 or
More Axle Trucks
8 or more axles, multiple
trailers
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II. SAMPLE DATA
COLLECTION:
SINGLE DAY
To demonstrate the data capabilities of the Rekor
system, single days were selected, one during
winter ski season, March 20th, and several days
in April after ski areas closed. At the time the March
20th data was captured, staff was still in the process of
auditing four of the eight cameras for accuracy, plus
one counter’s solar panel had been damaged slightly
from snowplow spoils. Two counters were selected for
the March 20th sample data, the Castle Creek Bridge
and Maroon Creek Rd counters. Vehicle data for both
morning peak, 6:00 to 9:00 and evening peak, 3:00 to
6:00, for the Castle Creek Bridge location is shown
below.
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Table 1: Castle Creek Bridge Travel by Class Type, 3/20/25
Class Description Qty % of Total
1 Motorcycle 59 <1%
2 Passenger cars, small trucks 17,306 67%
3 thru 10 Pickups, large SUV, service, freight 7,368 28%
4 Buses 1,302 4%
Total 26035 <100%
Table 1 lists the number of vehicles by class and total number of all vehicles.
Figure 4: Vehicle Class Breakdown
Travel In and Out of Aspen
Cemetery Lane/Castle Creek Bridge
Figure 3 and Figure 4 shows the total vehicles traveling over the bridge for the day, including both directions of
travel, by Class.
Figure 3: Vehicle Classifications Over Time
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Evening Peak Traffic Comparison
In addition to computing the total ADT, or Average Daily Traffic, the Rekor system provides detailed 15-minute
breakdown of how many vehicles are traveling both in and out of town. The data for the evening peak of travel into
and out of Aspen shows interesting results. While it is often assumed that much more traffic is traveling out of then
coming into Aspen during selected hours of the evening peak, the data shows that the two values are much closer,
i.e. the number of vehicles coming into Aspen over the Castle Creek Bridge between 3:00 pm and 6:00 pm are nearly
equal to the number of vehicles going out. Figure 5 shows this, as the two lines indicating the two opposing lanes of
travel nearly merge on the graph.
Table 2 lists the total number of vehicles traveling both in
and out of Aspen over the Castle Creek Bridge during the
evening peak in 15-minute intervals.
The periods in bold indicate time slots when more traffic is
actually coming into Aspen than going out. The difference
in vehicles leaving town vs. coming in is only 81 total, or less
than 2.6%.
While it may seem counterintuitive that traffic coming into
town during the evening peak would nearly equal traffic
going out, there are several possible explanations. During
ski season, many local skiers who live in Aspen plus visiting
skiers staying in Aspen are coming back into town after
skiing Snowmass, Buttermilk and Highlands. Inbound traffic
may also consist of Aspen residents returning home after
jobs at the AABC, Airport, ski areas and other downvalley
locations, or evening shift workers. Finally, in addition to
Highlands traffic, student and parent drivers are returning
back into town from the school complex during the evening
peak, as are users of the Aspen Rec Center, and employees
and customers of the hospital and social services complex
off Castle Creek Road.
Table 2: March 20 Evening Peak
Travel by Direction
Time Period Inbound Outbound
3:00 258 263
3:15 251 261
3:30 248 247
3:45 275 274
4:00 259 254
4:15 256 261
4:30 251 235
4:45 240 210
5:00 220 222
5:15 183 159
5:30 185 257
5:45 188 221
6:00 205 236
Total 3,019 3,100
Figure 5: Total Vehicles By Lane
Inbound Outbound
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Data from the Maroon Creek Rd counter may shed some additional light. Figure 6 shows both directions travel
for the 24-hour period. The large spike on the left end of the graph represents vehicles along Maroon Creek Rd
between 7:15 and 8:00 am, likely representing travel to both the school complex and to Highlands. The darker blue
line towards the right side of the graph shows two spikes, likely representing vehicles leaving the school complex
after classes let out 3:15 and 3:25, then skiers and employees leaving Highlands after the lifts close and operations
at the ski area wind down and close.
Table 3 shows traffic in 15-minute intervals for a morning and evening peak periods. Note that “inbound” means
travel to destinations along Maroon Creek Rd heading west and “outbound” refers travel east, away from those
destinations back toward the roundabout. Starting times for Aspen Schools are 8:00 am for all students, while
ending times are 3:15 for elementary and 3:25 for middle and high school students. Highlands resort operations
begin at 8:00, with lifts opening at 9:00. Resort operations close at 4:45, with lifts closing between 3:30 and 4:00.
Table 3: Maroon Creek Rd Select Counts Both Directions
Morning Peak Evening Peak
Time Period Inbound Outbound Time Period Outbound Inbound
6:00 28 9 2:45 105 87
6:15 31 7 3:00 114 121
6:30 25 10 3:15 156 121
6:45 36 15 3:30 167 88
7:00 47 24 3:45 101 66
7:15 90 23 4:00 81 57
7:30 181 59 4:15 140 65
7:45 268 99 4:30 175 55
8:00 155 140 4:45 105 65
8:15 78 63 5:00 119 78
8:30 88 47 5:15 90 59
8:45 98 60 5:30 99 69
9:00 108 40 5:45 99 69
6:00 85 47
Total 3,019 3,100 Total 1636 1047
Figure 6: Maroon Creek Total Vehicles By Lane
East West
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III. SYSTEM-WIDE
DATA: APRIL
I t is useful for planning purposes to understand how travel patterns change from the busier seasons in the upper
valley, winter and summer, to the “off” seasons of spring and fall. April 22th and 24th were chosen for a spring
snapshot, as ski areas are now closed and warmer weather has arrived.
Aspen Vehicle Travel
Data from the Castle Creek Bridge, Power Plant Rd, and East of Aspen was pulled on April 22nd. Data for McLain
Flats and Maroon Creek was pulled on April 24th.
Figure 7 shows vehicle volumes in and out of Aspen over the Castle Creek Bridge. Notable differences from the data
shown in Figure 5, which reflected travel in the height of the ski season is there is not as much travel into Aspen
during the evening peak as there was on March 20th. Total number of vehicles passing this counter for the 24 hours
was 19,413, compared to 26,035 on March 20th.
Figure 7:
Castle
Creek
Total
Vehicles
Inbound Outbound
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The vehicle class breakdown for travel over the Castle Creek Bridge is also different for April 22nd compared to
March 20th, as shown in Figure 8.
Table 4: Castle Creek Bridge Travel by Class Type, 4/22/25
Class Description Qty % of Total
1 Motorcycle 222 1%
2 Passenger cars, small trucks 11,851 61%
3 thru 10 Pickups, large SUV, service, freight 6,848 35%
4 Buses 492 3%
Total 19,413 100%
Figure 8: Castle Creek Vehicle Class Breakdown
A greater percentage of the total
vehicles coming into Aspen
over the bridge on April 22nd vs
March 20th are large trucks and
SUVs plus service vehicles, at
35.2% of the total on April 22nd
compared to March 20th at 28%.
Table 4 shows the total number
of vehicles over the bridge by
vehicle class type.
Power Plant Rd.
Travelers entering Aspen from McLain Flats and Cemetery Lane may choose to enter town along Power Plant Rd
or by crossing the Castle Creek Bridge. Figure 9 shows that data, revealing 1,295 total vehicles entering and leaving
Aspen via this route. Figure 10 shows the total number of vehicles traveling both in and out of town by vehicle Class
type.
Figure 9:
Power
Plant
Road
Total
Vehicles
Inbound Outbound
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11Travel Data Report | Spring 2025
Figure 10 shows that the Class breakdown of vehicles entering and leaving Aspen via Power Plant. Note that the
numbers of Class 2 passenger cars and Classes 3 thru 10 (omitting buses) are much closer percentage-wise than
the traffic traveling over the Castle Creek Bridge: Class 1 and Class 2 drivers totaled 687, while Class 3 through Class
10 was 608, a difference of just 6%. This may suggest that drivers using Power Plant are taking the McLain Flats Rd
“detour” from downvalley destinations and are more likely to be part of the “trade parade” from downvalley than
drivers using the Castle Creek Bridge.
Figure 10: Power Plant Road Vehicle Class Breakdown
East of Aspen
Traffic coming into Aspen from east of town is light until Independence Pass opens. Figure 11 shows traffic in both
directions, with the total number of vehicles as 835, including four buses in the City of Aspen’s local transit system.
Figure 11:
East of
Aspen
Total
Vehicles
Inbound Outbound
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The vehicle class breakdown of trips into town from East of Aspen are shown in Figure 12. The difference between
Class 1 and 2, passenger cars and motorcycles, and large trucks, SUVs, freight and service vehicles is 14%.
Figure 12: East of Aspen - Vehicle Class Breakdown
Total Aspen In-Town Vehicles
Table 5 compiles all the vehicles traveling in and out of Aspen via Castle Creek Bridge, Power Plant Rd and Hwy 82
East of Aspen. The total is 21,543, and is divided into percentages by Class type.
Table 5: Aspen In-Town Vehicles by Class Type, 4/22/25
Class Description
Castle
Creek
Bridge
Power
Plant
East of
Aspen Total % of Total
(est)
1 Motorcycle 222 11 46 279 >1%
2 Passenger cars, small trucks 11,851 676 430 12,957 60%
3 thru 10 Pickups, large SUV, service, freight 6,848 608 355 7,811 36%
4 Buses 492 0 4 496 >2%
Total 19,413 1,295 835 21,543 100%
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Maroon Creek Rd
Travel along Maroon Creek Rd was analyzed for the March 20th data above, to see how it might affect travel in
and out of Aspen during both morning and evening peaks, and to get a baseline of data during the ski season.
Data collected on April 24th shows a significant reduction in vehicle travel after the closing of Highlands, shown
in Figure 13. On March 20th the total number of vehicles was 8,372; on April 24th that dropped down to 6,073, an
approximately 27% reduction. Figure 14 shows the total vehicles by Class. Class 1 and 2 vehicles accounted for 69%
of the total, while Classes 3 through 10 minus buses comprised 28% of vehicles.
Figure 13:
Maroon
Creek Road
Total
Vehicles
Figure 14: Maroon Creek Road Vehicle Class Breakdown
East West
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Snowmass Vehicle Travel - Brush Creek Rd
While it would have been preferable to be able to show Snowmass data during the ski season as well as for
later in April, the counters at Owl Creek Rd and Brush creek Rd had not yet passed the audit process. Figure
15 shows travel for both directions on Brush Creek Rd entering Snowmass on April 24th.Total vehicles
excluding buses was 6,244. Figure 16 shows the 24 hour totals by vehicle Class type. Of the total number of
non-transit vehicles, 54.7% were Class 1 and 2, while 43.5% were Class 3 through 10.
The Owl Creek Rd camera has been challenging to dial in through the audit process, as explained below.
Therefore, Snowmass travel data is incomplete at this time.
Figure 15:
Brush
Creek
Total
Vehicles
Figure 16:
Brush
Creek
Vehicle
Class
Breakdown
Inbound Outbound
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Counter Audits in Progress
The challenges with dialing in this cutting-edge technology underscores the need for staff diligence on the part of
the Pitkin County/EOTC team and a solid working relationship with vendor Rekor. The Telecommunications staff
has devoted many hours so far to the audit process, all time added to the department’s regular duties managing the
County’s vast telecommunications infrastructure. The importance of providing accurate data to inform the upper
valley’s transportation challenges is a strong motivator to continue the audit work. The following three counters are
still in the audit process and only after staff is assured they are working properly will the Team “accept” the Rekor
system and authorize payment for the tech package. Note that the package comes with a three-year warranty and
tech support contract.
McLain Flats Rd
Of the three counters still being audited, the McLain Flats system is most likely to be near accurate at this point in
time. This counter, along with the Hwy 82/Airport area counter was a lower priority for auditing as both capture
vehicles before they pass by another counter before heading into Aspen or Snowmass. Many people enter Aspen via
McLain Flats Rd coming from residences, as a detour of Hwy 82 when crashes or other incidences cause gridlock, or
for a scenic drive. These drivers may enter town on Power Plant Rd or over the Castle Creek Bridge, or may not enter
Aspen at all but head to other destinations beyond the intersection of Cemetery Lane and Hwy 82. Trips on this route
are left out of total counts of vehicles eventually entering Aspen to avoid counting the same vehicles twice.
As McLain Flats Rd is a rural road not intended or designed for large volumes of commuter traffic, it is wise to
monitor activity for future network planning purposes. Figure 17 shows traffic volumes for both directions of travel
for April 29th. This date was chosen after the Rekor team made adjustments to the cameras which appears to have
solved the problem. However, the Telecommunications technical staff still needs to conduct a full audit to be sure
it’s functioning properly. Total volumes for April 29th were 2,803, with 54% Class 1 and 2, while 46% of vehicles were
Class 3 through 10, as shown in Figure18. The difference between the two main classes is just 9 %. It is interesting
to see that a much greater number of people use McLain Flats in the morning peak than in the evening peak. As a
persistent issue with this counter is that it has undercounted the outbound trips in past audits, this difference may
not be so pronounced in reality.
Figure 17
McLain
Flats
Total
Vehicles
Inbound Outbound
Inbound Outbound
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16 Travel Data Report | Spring 2025
Figure 18:
McLain
Flats
Vehicle
Class
Breakdown
Owl Creek Rd
The Owl Creek Rd camera is located just south of the intersection of Hwy 82, on the west side across the road from
Buttermilk. While vehicles passing by this counter may be headed to other destinations on Owl Creek Rd such as
the Airport Operations Center as well as vehicles turning into and out of the Buttermilk parking lot, it assumed that
most of the traffic passing by this counter on April 22nd is heading into Snowmass. Figure 19 shows data collected
for both lanes of travel, however, the flat line showing outbound travel between roughly 10:30 am and 5:00 pm
indicates an issue with the camera, as it unlikely that there were zero vehicles passing by for such a long length of
time. The data shown also brings up questions about how many vehicles headed back into Snowmass in the evening
peak, as the graph shows is it far less than the traffic heading out in the a.m. peak. The Owl Creek counter and
camera demonstrate the importance of having a human being audit the system and of working with a technology
partner who will be available to address issues during the process of working out the bugs.
Figure 19
Owl Creek
Total
Vehicles
Outbound to Hwy 82 Inbound to Snowmass
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Hwy 82 Near Airport
This counter captures travel from a variety of downvalley destinations including the AABC, Airport, Brush Creek
Park & Ride, from Snowmass via Brush Creek Rd then onto Hwy 82, and the general Hwy 82 corridor from the vast
travel shed into Eagle and Garfield Counties and the I-70 corridor. This counter works harder than the others as it
has four regular lanes of travel to count in addition to the airport slip lane. As the vehicles passing by this counter
are headed to a number of destinations in the upper valley, the volumes are not included in the total vehicles counts
traveling in and out of Aspen and Snowmass. However, the data is valuable as a stand-alone collection point for
future transportation planning for the Airport Multimodal Center, the Lumberyard development and the Hwy 82
corridor between Brush Creek and Aspen.
Unfortunately, the location of this counter made it susceptible to being hit by plow spoils during the winter,
and the solar panel was damaged slightly. Repairs in late April will ready it for counting throughout the busy
summer season. As with the Owl Creek counter addressed above, it is instructive to see how data can be skewed
if the cameras and AI is malfunctioning. Figure 20 shows that traffic inbound toward Aspen is obviously being
undercounted, as those volumes are known to be much higher in the AM peak.
Figure 20:
Airport
Total
Vehicles
Conclusion
The advent of AI plus the entry of tech innovators into the traffic data world is an
exciting development, promising a detailed picture of travel patterns in the upper valley,
to inform the serious challenges traffic congestion and transportation access pose to
quality of life in the region. The ease of use of the Rekor reporting dashboard will make
data collection and analysis more readily available to engineers, planners and officials
as they work to solve these issues.
Outbound Inbound
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pitkincounty.com/1322/Elected-Officials-Transportation-Committ
129
AGENDA ITEM SUMMARY
EOTC MEETING DATE: May 15, 2025
AGENDA ITEM TITLE: Hwy 82/West Aspen Transportation Needs Update
STAFF RESPONSIBLE: Linda DuPriest, Regional Transportation Director
ISSUE STATEMENT: The City of Aspen has been conducting the Hwy 82/West Aspen Transportation
Needs Study as part of a pre-NEPA (National Environmental Policy Act) process for the Entrance to
Aspen.
BACKGROUND: The purpose of the presentation is to provide information about the timeline and
progress of the West Aspen Transportation Needs study. During this EOTC meeting, staff from the City
of Aspen and Jacobs will:
• Seek EOTC input on key transportation needs
• Review community goals identified
• Review public input received to date
• Seek EOTC input on potential project limits.
ATTACHMENTS:
City of Aspen Memorandum: Hwy 82/West Aspen Transportation Needs Update
130
MEMORANDUM
TO: Honorable Members of the Elected Officials Transportation
Committee
FROM : Jenn Ooton, Senior Project Manager
Carly McGowan, PE, Senior Project Manager
Lynn Rumbaugh, Interim Transportation Director
THROUGH: Pete Strecker, Interim City Manager
Tyler Christoff, PE, Public Works Director
DATE OF MEMO: April 28, 2025
MEETING DATE: May 15, 2025
RE: Highway 82/West Aspen Transportation Needs Update
REQUEST OF THE EOTC:
The purpose of the presentation is to provide information about the timeline and progress
of the West Aspen Transportation Needs study, which is being conducted in service to a
pre-National Environmental Policy Act process for the Entrance to Aspen. During this
meeting, staff and Jacobs will
• Seek EOTC input on key transportation needs
• Review community goals identified
• Review public input received to date
• Seek EOTC input on potential project limits
SUMMARY AND BACKGROUND:
In the 1990s, Aspen was facing heavy traffic congestion issues, and deteriorating air
quality. In response, the Colorado Department of Transportation (CDOT), the Federal
Highway Administration (FHWA), and the City of Aspen worked together on an
Environmental Impact Statement (EIS) that culminated in a Record of Decision (ROD).
The ROD would drive the implementation of transportation improvements along the
Highway 82 corridor between Brush Creek and Aspen. The EIS/ROD process followed
the requirements of the National Environmental Policy Act, or “NEPA”. The Record of
Decision is a legal document between CDOT and FHWA that governs transportation
infrastructure improvements and identifies mitigation for environmental impacts. It is still
valid today.
131
1998 ROD: Preferred Alternative
The set of improvements vetted through the NEPA process and approved in the ROD
are referred to as the Preferred Alternative (“PA”). Over the past 25 years, CDOT, the
city and other regional partners have increased transit connectivity, implemented
transportation management measures including paid parking, constructed the Maroon
Creek Bridge and the roundabout, and realigned Owl Creek Road. The major remaining
pieces of the ROD that have not been implemented are the realignment of SH 82 and
construction of a new Castle Creek Bridge.
The Preferred Alternative includes the following attributes, which are also depicted in
Figure 1 below:
- An interim solution of one general traffic lane in each direction and one designated
bus lane in each direction
- A light rail corridor adjacent to the roadway to accommodate the final solution of
LRT
- A new alignment through a portion of Marolt Open Space using an existing
transportation easement held by CDOT
- A cut and cover tunnel allowing for trail and wildlife connections over the
transportation alignment
- Conversion of Cemetery Lane to a local road only, and removal of the traffic signal
at Cemetery Lane and Highway 82
- An open space corridor connecting Marolt-Thomas Open Space to the Aspen Golf
Course, created by converting the abandoned portion of the highway between
Cemetery Lane and the roundabout into open space.
- Installation of a new traffic signal at 7th and Main Street
132
Figure 1 Preferred Alternative, aka Modified Direct
2024 Jacobs Studies
In April and August of 2024, staff from the City and Jacobs Engineering brought several
studies to Council regarding the following tasks:
- Feasibility of Castle Creek bridge replacement or rehabilitation, including several
3-lane options
- Feasibility of softening the S-curves and widening to 4-lanes
- Implications of various NEPA alternatives
- Analysis of different footprints
- Assessment of funding and financials
- Modeling of traffic impacts
- Analysis of bridge sidewalk removal to improve construction phasing of a 3-lane
bridge
- Analysis of construction-related economic impacts from various
replacement/repair options
The Jacobs reports from April and August of 2024 can be found at the following link:
https://aspen.gov/DocumentCenter/Index/753.
Throughout the process of studying the bridge and the options, staff corresponded with
CDOT for clarification on several questions regarding the bridge. The letters from CDOT,
which were prepared in coordination with FHWA, can be found here:
https://aspen.gov/1424/Castle-Creek-Bridge.
133
These letters generally indicate that for the city to pursue an alternative other than the
PA, the city would need to engage in a new federal NEPA process. For other alternatives
that were evaluated in detail in the EIS, preparation of a Supplemental EIS could be
possible. Design refinements to the PA can be handled through a process called a re-
evaluation, however, more substantive changes would require a new Record of Decision.
In fall of 2024, Aspen City Council directed staff to develop a scope to complete the pre-
work for a whole new EIS process. The purpose of the pre-NEPA work is to take a fresh
look at transportation problems and needs in the SH 82 corridor. This includes:
- Pre-NEPA On-Going Work Analysis of existing conditions including safety data,
infrastructure needs, existing community plan review, emergency
service/redundancy study, and a Traffic Origin and Destination Study.
- Public outreach targeted toward Aspen residents and people valley-wide who
use the corridor, linked here: https://www.aspencommunityvoice.com/highway-
82-west-aspen-transportation-needs-study
- Coordination with CDOT and FHWA on Purpose and Need elements and viability
of initiating a new EIS.
- Reviewing transportation needs with stakeholders, EOTC, and City Council.
The pre-NEPA tasks listed above will inform a draft Purpose and Need statement, or P&N,
which is the foundational starting point for the NEPA process. The Purpose and Need
statement is an explanation to decision makers, the public and stakeholders about why
the proposed project should be implemented. It is the problem statement that identifies
what the project is intended to address.
The public comment tool is open to the public and will remain open until early June. The
stakeholder meeting took place on April 2nd with a successful turnout of technical
representatives from organizations throughout the valley.
A detailed presentation of the draft purpose and need will take place in June before the
Aspen City Council.
Attached with this memo are the PowerPoint slides provided to the Aspen City Council at
their April 21 work session.
March 2025 Ballot Referendum
On March 4, 2025, Aspen voters approved Referendum 2. Voter approval of Referendum
2 authorizes the use of designated portions of Marolt and Thomas properties identified in
the 1998 Record of Decision for purposes of realigning Colorado Highway 82. Further, as
stated in the ballot language: “Voter Approval of this measure permits the Colorado
Department of Transportation (CDOT) to proceed with both planning and construction
activities under the current Record of Decision (ROD)…” Thus, no additional vote is
required under the current City Charter if the preferred alternative is constructed and
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busways are utilized. Further, passage of Ref. 2 constitutes a vote for purposes of using
these designated areas for purposes of realignment of Highway 82 under the Charter if a
future preferred alternative or record of decisions were issued.
DISCUSSION:
If the Aspen City Council decides to pursue a new EIS at the June Council meeting, the
process moving forward is outlined in Figure 2 below.
Figure 2 Procedural Pathway for NEPA Project
If a new EIS is pursued, a public and stakeholder engagement plan would be developed
to guide the outreach process. An anticipated project team structure is shown below in
Figure 3. This information is still in draft form and will require final approval from CDOT
and FHWA.
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Figure 2 Draft Project Team Structure
FINANCIAL IMPACTS:
The cost for a new EIS will be developed by Jacobs following development of the Purpose
and Need and EIS scope. The current estimate is between $2-3 million.
ENVIRONMENTAL IMPACTS:
For any construction of the Entrance to Aspen project, the project must follow National
Environmental Protection Act (NEPA) requirements. The environmental impacts of the
Preferred Alternative were heavily examined during the EIS process in the 1990s.
Should the Council choose to deviate from the Preferred Alternative with an alternative
solution, the environmental impacts will be required to be studied during a new or
supplemental EIS process. The City of Aspen must follow this federal process that
involves the greater community’s input in a similar fashion to the 1998 Record of Decision
and cannot be fully decided by Aspen City Council alone.
If Council chooses to pursue implementation of the Preferred Alternative, a re-evaluation
of the EIS/ROD would be required by the NEPA process, which would involve
reassessing the PA’s environmental impacts.
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AGENDA ITEM SUMMARY
EOTC MEETING DATE: May 15, 2025
AGENDA ITEM TITLE: RFTA Zero-Fare Pilot Program Funding Support
STAFF RESPONSIBLE: Linda DuPriest, Regional Transportation Director
ISSUE STATEMENT: RFTA plans to Launch a new Zero Fare Pilot Program in the Fall 2025 season.
The BRT, Valley Local and Grand Hogback transit services will operate fare-free for 62 days from
Monday September 22nd through Sunday November 23rd. Program implementation will be contingent
upon finding a financial partner to help offset the estimated loss in fare and pass revenues, estimated to be
$550,000.
BACKGROUND: During RFTA’s the Climate Action Plan planning process, staff learned that RFTA
can offset regional GHG emissions by transferring vehicle trips from private automobiles to transit.
Staff purposefully chose the Fall 2025 season for a zero-fare pilot program because ridership is often
lower in the fall off-season and there is passenger capacity on all routes, particularly starting after
September 22, when City of Aspen ends its summer transit services. Pilot program success will be
measured by comparing ridership and passenger capacity to Fall 2024, and lessons learned will inform
future planning decisions. RFTA has interviewed transit agency peers that have taken advantage of the
State’s Zero-Fare for Clean Air Program. The State subsidized fare free service during peak summer
months, when ozone is in highest concentrations. In 2023, for instance, Vail Transit observed a 38%
average monthly ridership increase. If RFTA were to experience a 40% increase in ridership due to fare-
free operations of VelociRFTA, Valley local and Grand Hogback service during the Fall 2025 proposed
time period, the estimated ridership increase is approximately 100,000.
The estimated revenue loss from fare and pass sales is approximately $550,000. Program implementation
is contingent upon finding a financial partner or partners to help offset the fare/pass revenue loss. RFTA
is seeking the funding from City of Aspen and the EOTC.
REQUESTED ACTION: RFTA is requesting $330,000, or 60% of the estimated revenue loss, to
support this pilot program.
BUDGETARY IMPACT: The EOTC current estimated fund balance for 2025 is $16,747,943. Should
the EOTC approve this expenditure staff will prepare a budget supplemental request.
ATTACHMENTS:
RFTA Zero-Fare Pilot Program Presentation
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Zero Fare Pilot Program
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•Why and How
•Exploring Options
•Next Steps
•Questions/Discussion
Agenda
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•A climate action strategy to offset regional
GHG emissions by boosting ridership
The WHY
The HOW
•Launch the Zero Fare Pilot Program during the
Fall 2025 Season
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•Zero fare on all regional routes
•62 days: Mon. Sep. 22nd –Sun. Nov. 23rd
•Affected routes: VelociRFTA BRT,
Valley/Local and Hogback
•Maroon Bells is not included
•2025 OKR: Implement fare reductions to
increase ridership
•Contingent on finding financial partners to
backfill ~$550k of lost fare revenue
Project Summary
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Pros:
•Ridership
•Regional GHG emissions
•Available existing bus capacity during off-season
•Information gained
Cons:
•Contingent on financial partners to backfill ~$550k
of lost fare revenues
•“Joy-riders”
•Standees during peak time/peak direction trips
•Refunds for portion of Spring/Summer/Fall
Seasonal Zone Passes sold
Opportunities and
Constraints
5
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How to Measure Success 6
Successes
•Increased Boardings
•Minimal Impacts to Bus Capacity
•Minimal Requirements for Additional Buses
•Positive customer feedback
Measurements
•Compare Boardings
•Fall 2024 and Fall 2025 service schedules should be
nearly identical
•Estimate GHG emissions offset
•Compare bus volume/capacity ratios
•Staff and customer feedback
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2024 Ridership & Fare Revenue Baseline Data
VelociRFTA, Local & Hogback Routes
35,910
139,153
87,542
$64,592
$250,293
$213,370
9/23/24-9/30/24 10/1/24-10/31/24 11/1/24-11/24/24
Ridership Fare Revenue
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Vail Transit 38%
Grand Valley Transit 31%
Mountain Metro Transit 35%
•Victoria Transportation Policy Institute
(VTPI) Source: projected 20% -50%
ridership increase based on elasticity
models
Average Monthly Ridership Increase
During 3-Month Zero Fare Program
(Peer Agencies)
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3/10 Project Kickoff Meeting
4/4 Project Management Plan (PMP) complete
4/10 Present to RFTA BOD
5/9 Operations Staff Outreach
7/1 Public Outreach
8/1 Operations Staff Training
9/22 Launch pilot program
11/23 End pilot program
11/24 Begin evaluation phase
Jan. 2026 Project evaluation and final report
Draft Schedule
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THANK YOU!
Questions/Discussion
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AGENDA ITEM SUMMARY
EOTC MEETING DATE: May 15, 2025
AGENDA ITEM TITLE: Transportation Coalition for the 21st Century
STAFF RESPONSIBLE: Linda DuPriest, Regional Transportation Director
TRANSPORTATION COALITION FOR THE 21st CENTURE STATEMENT:
The 50-year-old traffic jams at the Entrance to Aspen and across Aspen’s West End are continuing and
even worsening. Aspen has debated upper valley transportation issues for over half a century, while
aggravation and CO2 emissions have continued unabated. Although a variety of highway infrastructure
proposals have been hotly debated recently, multiple engineering studies confirm that none of them on
their own would reduce either traffic congestion or pollution emissions.
BACKGROUND: The Transportation Coalition for the 21st is a community coalition working to improve
transportation and mobility for residents and visitors in the Roaring Fork Valley. The Coalition’s
objective is Straightforward: To conduct a data-informed and values-driven, comprehensive review of
workable transportation solutions to develop a set of recommendations that outline a coherent, integrated
transportation plan capable of achieving five specific community goals. The plan should reflect
community values and improve quality of life for residents and visitors.
The Coalition has established five community goals:
1. Substantially reduce or eliminate Entrance to Aspen and Brush Creek traffic congestion and allow
faster travel times for valley residents and visitors
2. Reduce greenhouse gas emissions by 25,000 tons per year
3. Identify solutions that work fairly for everyone, both up- and down-valley
4. Prioritize and incentivize public transit in all its forms
5. Reduce or eliminate rush hour traffic on Cemetery Lane, Smuggler Street and other city streets
The Coalition’s work will focus on Key Strategic Questions, such as:
1. Can we build our way out of traffic congestion? Is infrastructure enough?
2. What additional role could congestion management play?
3. Do roles exist for new forms of transit in solving upper valley congestion?
4. Could new infrastructure ideas be blended with congestion management and transit innovations to
address our changed conditions? What would an integrated plan look like?
The answers to these four questions will guide the Coalition toward the integrated, comprehensive plan
needed to achieve the five community goals in a way that is both fiscally responsible and in harmony with
the community’s core values.
REQUESTED ACTION: Discussion only.
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