HomeMy WebLinkAboutresolution.council.091-17 RESOLUTION #91
(Series of 2017)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ASPEN,
COLORADO, APPROVING A CONTRACT BETWEEN THE CITY OF ASPEN
AND FEHR & PEERS AUTHORIZING THE CITY MANAGER TO EXECUTE
SAID CONTRACT ON BEHALF OF THE CITY OF ASPEN, COLORADO.
WHEREAS, there has been submitted to the City Council a contract for
services to create a short-range transit plan between the City of Aspen and Fehr &
Peers, a true and accurate copy of which is attached hereto as Exhibit"A";
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF
THE CITY OF ASPEN, COLORADO,
That the City Council of the City of Aspen hereby approves that Contract
for services to create a short-range transit plan, between the City of Aspen and
Fehr & Peers, a copy of which is annexed hereto and incorporated herein, and does
hereby authorize the City Manager to execute said agreement on behalf of the City
of Aspen.
INTRODUCED, READ AND ADOPTED by the City Council of the City of
Aspen on the 22A day of May, 2017. � C
L\�
Steven S dron, Mayor
I, Linda Manning, duly appointed and acting City Clerk do certify that the
foregoing is a true and accurate copy of that resolution adopted by the City
Council of the City of Aspen, Colorado, at a meeting held, May 22, 2017.
P
Linda Manning, City Cl k
The Oily of Aspen
CITY OF ASPEN STANDARD FORM OF AGREEMENT v 2009
PROFESSIONAL SERVICES
City of Aspen Project No.: 2017-045.
AGREEMENT made as of 22'day of May, in the year 2017.
BETWEEN the City:
Contract Amount:
The City of Aspen
c/o Lynn Rumbaugh
130 South Galena Street Total: $99,800.00
Aspen,Colorado 81611
Phone: (970) 920-5079
If this Agreement requires the City to pay
And the Professional: an amount of money in excess of
$25,000.00 it shall not be deemed valid
Fehr& Peers until it has been approved by the City
Council of the City of Aspen.
c/o
621 17th Street, Suite 2301 City Council Approval:
Denver, CO 80293
Phone: 303-296-4300 Date: May 22, 2017
Resolution No.: 91, Series 2017
For the Following Project:
Short Range Transit Plan
Exhibits appended and made a part of this Agreement:
Exhibit A: Scope of Work.
Exhibit B: Fee Schedule.
Agreement Professional Services Page 0
The City and Professional agree as set forth below.
1. Scope of Work. Professional shall perform in a competent and professional manner the
Scope of Work as set forth at Exhibit A attached hereto and by this reference incorporated herein.
2. Completion. Professional shall commence Work immediately upon receipt of a written Notice
to Proceed from the City and complete all phases of the Scope of Work as expeditiously as is
consistent with professional skill and care and the orderly progress of the Work in a timely manner.
The parties anticipate that all Work pursuant to this Agreement shall be completed no later than
December 31, 2017. Upon request of the City, Professional shall submit, for the City's approval, a
schedule for the performance of Professional's services which shall be adjusted as required as the
project proceeds, and which shall include allowances for periods of time required by the City's
project engineer for review and approval of submissions and for approvals of authorities having
jurisdiction over the project. This schedule, when approved by the City, shall not, except for
reasonable cause, be exceeded by the Professional.
3. Payment. In consideration of the work performed, City shall pay Professional on a time and
expense basis for all work performed. The hourly rates for work performed by Professional shall not
exceed those hourly rates set forth at Exhibit B appended hereto. Except as otherwise mutually
agreed to by the parties the payments made to Professional shall not initially exceed the amount set
forth above. Professional shall submit, in timely fashion, invoices for work performed. The City
shall review such invoices and, if they are considered incorrect or untimely,the City shall review the
matter with Professional within ten days from receipt of the Professional's bill.
4. Non-Assignability. Both parties recognize that this Agreement is one for personal services
and cannot be transferred, assigned, or sublet by either party without prior written consent of the
other. Sub-Contracting, if authorized, shall not relieve the Professional of any of the responsibilities
or obligations under this Agreement. Professional shall be and remain solely responsible to the City
for the acts, errors, omissions or neglect of any subcontractors' officers, agents and employees, each
of whom shall, for this purpose be deemed to be an agent or employee of the Professional to the
extent of the subcontract. The City shall not be obligated to pay or be liable for payment of any sums
due which may be due to any sub-contractor.
5. Termination of Procurement. The sale contemplated by this Agreement may be
canceled by the City prior to acceptance by the City whenever for any reason and in its sole
discretion the City shall determine that such cancellation is in its best interests and convenience.
6. Termination of Professional Services. The Professional or the City may terminate the
Professional Services component of this Agreement, without specifying the reason therefor, by
giving notice, in writing, addressed to the other party, specifying the effective date of the
termination. No fees shall be earned after the effective date of the termination. Upon any
termination, all finished or unfinished documents, data, studies, surveys, drawings, maps, models,
photographs, reports or other material prepared by the Professional pursuant to this Agreement shall
become the property of the City. Notwithstanding the above, Professional shall not be relieved of
any liability to the City for damages sustained by the City by virtue of any breach of this
Agreement Professional Services Page 1
Agreement by the Professional, and the City may withhold any payments to the Professional for the
purposes of set-off until such time as the exact amount of damages due the City from the
Professional may be determined.
7. Independent Contractor Status. It is expressly acknowledged and understood by the parties
that nothing contained in this agreement shall result in, or be construed as establishing an
employment relationship. Professional shall be, and shall perform as, an independent Contractor
who agrees to use his or her best efforts to provide the said services on behalf of the City. No agent,
employee, or servant of Professional shall be, or shall be deemed to be, the employee, agent or
servant of the City. City is interested only in the results obtained under this contract. The manner
and means of conducting the work are under the sole control of Professional. None of the benefits
provided by City to its employees including, but not limited to,workers'compensation insurance and
unemployment insurance, are available from City to the employees, agents or servants of
Professional. Professional shall be solely and entirely responsible for its acts and for the acts of
Professional's agents, employees, servants and subcontractors during the performance of this
contract. Professional shall indemnify City against all liability and loss in connection with, and shall
assume full responsibility for payment of all federal, state and local taxes or contributions imposed
or required under unemployment insurance, social security and income tax law, with respect to
Professional and/or Professional's employees engaged in the performance of the services agreed to
herein.
8. Indemnification. Professional agrees to indemnify and hold harmless the City, its officers,
employees, insurers, and self-insurance pool, from and against all liability, claims, and demands, on
account of injury, loss, or damage, including without limitation claims arising from bodily injury,
personal injury, sickness, disease, death, property loss or damage, or any other loss of any kind
whatsoever, which arise out of or are in any manner connected with this contract, to the extent and
for an amount represented by the degree or percentage such injury, loss, or damage4aused in
whole or in part by, or is claimed to be caus in whole or in part by, the wFeng44,act, omission,
error, professional error, mistake, neg4geweAiPother fault of the Professional, any subcontractor of
the Professional, or any officer, employee, representative, or agent of the Professional or of any
subcontractor of the Professional, or which arises out of any workmen's compensation claim of any
employee of the Professional or of any employee of any subcontractor of the Professional. The
Professional agrees to investigate, handle, respond to, and to provide defense for and defend against,
any such liability, claims or demands at the sole expense of the Professional, or at the option of the
City, agrees to pay the City or reimburse the City f the defense costs incurred by the City in
connection with, any such liability, claims, or demandZVt is determined by the final judgment of a
court of competent jurisdiction that such injury, loss, or damage was caused in whole or in part by
the act, omission, or other fault of the City, its officers, or its employees, the City shall reimburse the
Professional for the portion of the judgment attributable to such act, omission, or other fault of the
City, its officers,or employees.
9. Professional's Insurance.
(a) Professional agrees to procure and maintain, at its own expense, a policy or policies
of insurance sufficient to insure against all liability, claims, demands, and other obligations
Agreement Professional Services Page 2
assumed by the Professional pursuant to Section 8 above. Such insurance shall be in addition
to any other insurance requirements imposed by this contract or by law. The Professional
shall not be relieved of any liability, claims, demands, or other obligations assumed pursuant
to Section 8 above by reason of its failure to procure or maintain insurance, or by reason of
its failure to procure or maintain insurance in sufficient amounts,duration,or types.
(b), Professional shall procure and maintain, and shall cause any subcontractor of the
Professional to procure and maintain, the minimum insurance coverages listed below. Such
coverages shall be procured and maintained with forms and insurance acceptable to the City.
All coverages shall be continuously maintained to cover all liability, claims, demands, and
other obligations assumed by the Professional pursuant to Section 8 above. In the case of any
claims-made policy, the necessary retroactive dates and extended reporting periods shall be
procured to maintain such continuous coverage.
(i) Workers' Compensation insurance to cover obligations imposed by
applicable laws for any employee engaged in the performance of work under this
contract, and Employers' Liability insurance with minimum limits of FIVE
HUNDRED THOUSAND DOLLARS ($500,000.00) for each accident, FIVE
HUNDRED THOUSAND DOLLARS ($500,000.00) disease - policy limit, and
FIVE HUNDRED THOUSAND DOLLARS ($500,000.00) disease - each
employee. Evidence of qualified self-insured status may be substituted for the
Workers'Compensation requirements of this paragraph.
(ii) Commercial General Liability insurance with minimum combined single
limits of ONE MILLION DOLLARS ($1,000,000.00) each occurrence and ONE
MILLION DOLLARS ($1,000,000.00) aggregate. The policy shall be applicable to
all premises and operations. The policy shall include coverage for bodily injury,
broad form property damage (including completed operations), personal injury
(including coverage for contractual and employee acts), blanket contractual,
independent contractors, products, and completed operations. The policy shall
contain a severability of interests provision.
(iii) Comprehensive Automobile Liability insurance with minimum combined
single limits for bodily injury and property damage of not less than ONE MILLION
DOLLARS ($1,000,000.00) each occurrence and ONE MILLION DOLLARS
($1,000.000.00) aggregate with respect to each Professional's owned, hired and non-
owned vehicles assigned to or used in performance of the Scope of Work. The policy
shall contain a severability of interests provision. If the Professional has no owned
automobiles, the requirements of this Section shall be met by each employee of the
Professional providing services to the City under this contract.
(iv) Professional Liability insurance with the minimum limits of ONE MILLION
DOLLARS ($1,000,000) each claim and ONE MILLION DOLLARS ($1,000,000)
aggregate.
Agreement Professional Services Page 3
A�6
(c)1The policy or policies required above shall be endorsed to include the City and the City's
officers and employees as additional insureds. Every policy required above shall be primary
insurance, and any insurance carried by the City, its officers or employees, or carried by or
provided through any insurance pool of the City, shall be excess and not contributory
insurance to that provided by Professional. No additional insured endorsement to the policy
required above shall contain any exclusion for bodily injury or property damage arising from
completed operations. The Professional shall be solely responsible for any deductible losses
under any policy required above.
(d) The certificate of insurance provided to the City shall be completed by the Professional's
insurance agent as evidence that policies providing the required coverages, conditions, and
minimum limits are in full force and effect, and shall be reviewed and approved by the City
prior to commencement of the contract. No other form of certificate shall be used. The
certificate shall identify this contract and shall provide that the coverages afforded under the
policies shall not be canceled, terminated or materially changed until at least thirty (30) days
prior written notice has been given to the City.
(e) Failure on the part of the Professional to procure or maintain policies providing the
required coverages, conditions, and minimum limits shall constitute a material breach of
contract upon which City may immediately terminate this contract, or at its discretion City
may procure or renew any such policy or any extended reporting period thereto and may pay
any and all premiums in connection therewith, and all monies so paid by City shall be repaid
by Professional to City upon demand, or City may offset the cost of the premiums against
monies due to Professional from City.
(f) City reserves the right to request and receive a certified copy of any policy and any
endorsement thereto.
(g) The parties hereto understand and agree that City is relying on, and does not waive or
intend to waive by any provision of this contract, the monetary limitations (presently
$350,000.00 per person and $990,000 per occurrence) or any other rights, immunities, and
protections provided by the Colorado Governmental Immunity Act, Section 24-10-101 et
seq., C.R.S., as from time to time amended, or otherwise available to City, its officers, or its
employees.
10. City's Insurance. The parties hereto understand that the City is a member of the Colorado
Intergovernmental Risk Sharing Agency (CIRSA) and as such participates in the CIRSA Proper-
ty/Casualty Pool. Copies of the CIRSA policies and manual are kept at the City of Aspen Risk
Management Department and are available to Professional for inspection during normal business
hours. City makes no representations whatsoever with respect to specific coverages offered by
CIRSA. City shall provide Professional reasonable notice of any changes in its membership or
participation in CIRSA.
11. Completeness of Agreement. It is expressly agreed that this agreement contains the entire
undertaking of the parties relevant to the subject matter thereof and there are no verbal or written
Agreement Professional Services Page 4
representations, agreements, warranties or promises pertaining to the project matter thereof not
expressly incorporated in this writing.
12. Notice. Any written notices as called for herein may be hand delivered or mailed by
certified mail return receipt requested to the respective persons and/or addresses listed above.
13. Non-Discrimination. No discrimination because of race, color, creed, sex, marital status,
,affectional or sexual orientation, family responsibility, national origin, ancestry, handicap, or
religion shall be made in the employment of persons to perform services under this contract.
Professional agrees to meet all of the requirements of City's municipal code, Section 13-98,
pertaining to non-discrimination in employment.
14. Waiver. The waiver by the City of any teen, covenant,or condition hereof shall not operate
as a waiver of any subsequent breach of the same or any other term.No term, covenant, or condition
of this Agreement can be waived except by the written consent of the City, and forbearance or
indulgence by the City in any regard whatsoever shall not constitute a waiver of any term, covenant,
or condition to be performed by Professional to which the same may apply and, until complete
performance by Professional of said term, covenant or condition, the City shall be entitled to invoke
any remedy available to it under this Agreement or by law despite any such forbearance or
indulgence.
15. Execution of Agreement by City. This Agreement shall be binding upon all parties hereto
and their respective heirs, executors, administrators, successors, and assigns. Notwithstanding
anything to the contrary contained herein, this Agreement shall not be binding upon the City unless
duly executed by the Mayor of the City of Aspen (or a duly authorized official in his absence)
following a Motion or Resolution of the Council of the City of Aspen authorizing the Mayor (or a
duly authorized official in his absence) to execute the same.
16. Illegal Aliens—CRS 8-17.5-101 & 24-76.5-101.
(a) Purpose. During the 2006 Colorado legislative session, the Legislature passed
House Bills 06-1343 (subsequently amended by HB 07-1073) and 06-1023 that added
new statutes relating to the employment of and contracting with illegal aliens. These new
laws prohibit all state agencies and political subdivisions, including the City of Aspen,
from knowingly hiring an illegal alien to perform work under a contract, or to knowingly
contract with a subcontractor who knowingly hires with an illegal alien to perform work
under the contract. The new laws also require that all contracts for services include
certain specific language as set forth in the statutes. The following terms and conditions
have been designed to comply with the requirements of this new law.
(b) Definitions. The following terms are defined in the new law and by this reference
are incorporated herein and in any contract for services entered into with the City of
Aspen.
"Basic Pilot Program" means the basic pilot employment verification program
created in Public Law 208, 104th Congress, as amended, and expanded in Public
Agreement Professional Services Page 5
Law 156, 108th Congress, as amended, that is administered by the United States
Department of Homeland Security.
"Public Contract for Services" means this Agreement.
"Services" means the furnishing of labor, time, or effort by a Contractor or a
subcontractor not involving the delivery of a specific end product other than
reports that are merely incidental to the required performance.
(c) By signing this document, Professional certifies and represents that at this time:
(i) Professional shall confirm the employment eligibility of all employees who
are newly hired for employment in the United States; and
(ii) Professional has participated or attempted to participate in the Basic Pilot
Program in order to verify that new employees are not illegal aliens.
(d) Professional hereby confirms that:
(i) Professional shall not knowingly employ or contract new employees
without confirming the employment eligibility of all such employees hired for
employment in the United States under the Public Contract for Services.
(ii) Professional shall not enter into a contract with a subcontractor that fails
to confirm to the Professional that the subcontractor shall not knowingly hire new
employees without confirming their employment eligibility for employment in the
United States under the Public Contract for Services.
(iii) Professional has verified or has attempted to verify through participation
in the Federal Basic Pilot Program that Professional does not employ any new
employees who are not eligible for employment in the United States; and if
Professional has not been accepted into the Federal Basic Pilot Program prior to
entering into the Public Contract for Services, Professional shall forthwith apply
to participate in the Federal Basic Pilot Program and shall in writing verify such
application within five (5) days of the date of the Public Contract. Professional
shall continue to apply to participate in the Federal Basic Pilot Program and shall
in writing verify same every three (3) calendar months. thereafter, until
Professional is accepted or the public contract for services has been completed,
whichever is earlier. The requirements of this section shall not be required or
effective if the Federal Basic Pilot Program is discontinued.
(iv) Professional shall not use the Basic Pilot Program procedures to undertake
pre-employment screening of job applicants while the Public Contract for
Services is being performed.
Agreement Professional Services Page 6
(v) If Professional obtains actual knowledge that a subcontractor performing
work under the Public Contract for Services knowingly employs or contracts with
a new employee who is an illegal alien, Professional shall:
(1) Notify such subcontractor and the City of Aspen within three days
that Professional has actual knowledge that the subcontractor has newly
employed or contracted with an illegal alien; and
(2) Terminate the subcontract with the subcontractor if within three .
days of receiving the notice required pursuant to this section the
subcontractor does not cease employing or contracting with the new
employee who is an illegal alien; except that Professional shall not
terminate the Public Contract for Services with the subcontractor if during
such three days the subcontractor provides information to establish that
the subcontractor has not knowingly employed or contracted with an
illegal alien.
(vi) Professional shall comply with any reasonable request by the Colorado
Department of Labor and Employment made in the course of an investigation that
the Colorado Department of Labor and Employment undertakes or is undertaking
pursuant to the authority established in Subsection 8-17.5-102 (5), C.R.S.
(vii) If Professional violates any provision of the Public Contract for Services
pertaining to the duties imposed by Subsection 8-17.5-102, C.R.S. the City of
Aspen may terminate the Public Contract for Services. If the Public Contract for
Services is so terminated, Contractor shall be liable for actual and consequential
damages to the City of Aspen arising out of Professional's violation of Subsection
8-17.5-102, C.R.S.
(ix) If Professional operates as a sole proprietor, Professional hereby swears or
affirms under penalty of perjury that the Professional (1) is a citizen of the United
States or otherwise lawfully present in the United States pursuant to federal law,
(2) shall comply with the provisions of CRS 24-76.5-101 et seq., and (3) shall
produce one of the forms of identification required by CRS 24-76.5-103 prior to
the effective date of this Agreement.
16. Warranties Aeainst Contingent Fees, Gratuities, Kickbacks and Conflicts of Interest.
(a) Professional warrants that no person or selling agency has been employed or
retained to solicit or secure this Contract upon an agreement or understanding for a
commission, percentage, brokerage, or contingent fee, excepting bona fide employees or
bona fide established commercial or selling agencies maintained by the Professional for
the purpose of securing business.
(b) Professional agrees not to give any employee of the City a gratuity or any offer of
employment in connection with any decision, approval, disapproval, recommendation,
Agreement Professional Services Page 7
preparation of any part of a program requirement or a purchase request, influencing the
content of any specification or procurement standard, rendering advice, investigation,
auditing, or in any other advisory capacity in any proceeding or application, request for
ruling, determination, claim or controversy, or other particular matter, pertaining to this
Agreement, or to any solicitation or proposal therefore.
(c) Professional represents that no official, officer, employee or representative of the
City during the term of this Agreement has or one (1) year thereafter shall have any
interest, direct or indirect, in this Agreement or the proceeds thereof, except those that
may have been disclosed at the time City Council approved the execution of this
Agreement.
(d) In addition to other remedies it may have for breach of the prohibitions against
contingent fees, gratuities, kickbacks and conflict of interest, the City shall have the right '
to:
I. Cancel this Purchase Agreement without any liability by the City;
2. Debar or suspend the offending parties from being a Professional, contractor or
subcontractor under City contracts;
3. Deduct from the contract price or consideration, or otherwise recover, the value of
anything transferred or received by the Professional; and
4. Recover such value from the offending parties.
17. Fund Availability. Financial obligations of the City payable after the current fiscal year
are contingent upon funds for that purpose being appropriated, budgeted and otherwise made
available. If this Agreement contemplates the City utilizing state or federal funds to'meet its
obligations herein, this Agreement shall be contingent upon the availability' of those funds for
payment pursuant to the terms of this Agreement.
18. General Terms.
(a) It is agreed that neither this Agreement nor any of its terms, provisions, conditions,
representations or covenants can be modified, changed, terminated or amended, waived,
superseded or extended except by appropriate written instrument fully executed by the
parties.
(b) If any of the provisions of this Agreement shall be held invalid, illegal or
unenforceable it shall not affect or impair the validity, legality or enforceability of any other
provision.
(c) The parties acknowledge and understand that there are no conditions or limitations to
this understanding except those as contained herein at the time of the execution hereof and
that after execution no alteration, change or modification shall be made except upon a
writing signed by the parties.
Agreement Professional Services Page 8
(d) This Agreement shall be governed by the laws of the State of Colorado as from time
to time in effect.
19. Electronic Signatures and Electronic Records This Agreement and any
amendments hereto may be executed in several counterparts, each of which shall be deemed an
original, and all of which together shall constitute one agreement binding on the Parties,
notwithstanding the possible event that all Parties may not have signed the same counterpart.
Furthermore, each Party consents to the use of electronic signatures by either Party. The Scope
of Work, and any other documents requiring a signature hereunder, may be signed electronically
in the manner agreed to by the Parties. The Parties agree not to deny the legal effect or
enforceability of the Agreement solely because it is in electronic form or because an electronic
record was used in its formation. The Parties agree not to object to the admissibility of the
Agreement in the form of an electronic record, or a paper copy of an electronic documents, or a
paper copy of a document bearing an electronic signature, on the ground that it is an electronic
record or electronic signature or that it is not in its original form or is not an original.
IN WITNESS WHEREOF, the parties hereto have executed, or caused to be executed by their duly
authorized officials, this Agreement in three copies each of which shall be deemed an original on the
date first written above.
CITY QF ASPEN, COLORADO: PROFESSIONAL:
[Signamrel [Signature]
By: By: Ann T. Bowers
[Namel [Name]
Principal
Title: C y �(�«.��-- Title:
Date: S- J 7 Date: 5/11/2017
Approved as to form:
/ICAttorney's Office
Agreement Professional Services Page 9
ITATEMINTOIWORK
Exhibit A Professional Services Agreement
we can add additional value to the project through suggestions for
enhancement. There is no additional cost for these enhancements;
they are all included within our hours estimate.Oursuggestions for
enhancement are shown in italics throughout this section.
This goal by the Aspen City Council is testament to the City of Aspen's Task l:Review Existing Conditions
commitment to a multi-modal transportation system. To date,the In 2017,the landscape that defines transportation is changing faster than
city has been successful in limiting the average annual daily traffic it ever has. New transportation choices in the form of Transportation
(AADT)across the Castle Creek Bridge to 1993 levels. Transportation Network Companies (TNCs) are redefining how people look a certain
Demand Management (TDM) strategies, mass transit, and land use types of trips. Car sharing is now firmly entrenched in many people's
policies have been key components to the city's success. psyche.The proliferation of smartphones and constant access to social
media and other entertainment has made transit more convenient
The last few years, the city has explored a number of innovative and driving more of a burden for some. This shifting transportation
solutions, like the TIA Guidelines,the Downtowner service, and WE- landscape has implications on how Aspen should be planning for its
cycle system. Recently, however,AADT levels have been increasing future transportation system. For example, how will transit in Aspen
and peak season congestion has stretched beyond rush hour — work alongside TNCs?
particularly in the vicinity of the entrance to Aspen.
The Fehr&Peers project team is extremely familiar with transit in Aspen
In response to increasing congestion and in recognition of new and the existing Transportation Demand Management strategies. LSC
technologies in transportation, Aspen is once again investing to completed the 2009 City of Aspen Short-Range Transit Plan. Fehr &
further reduce the dependence on the single occupant vehicle. Peers completed the City of Aspen TIA guidelines, MMLOS and TDM
toolkit project. Fehr& Peers and LSC recently completed the Park City
We understand Aspen's desire to continuously improve upon the TDM plan.
success and to consider new,changed or expanded TDM strategies.
Amidst this backdrop of numerous strategies to reduce single This existing knowledge will help the team to quickly and efficiently
occupant vehicles, our team understands that it is important to evaluate current conditions and assess future conditions and mobility
provide the following input to the City of Aspen: needs. This background will also allow us to focus more on alternative
solutions and completing other tasks in the scope of work.
Verify and identify potentially new access to transit strategies
Within this task,our team will review and summarize the following data
• Develop a cost-effective,repeatable,and reliable way to identify to be provided by the City of Aspen:
access to transit issues and trigger new strategies
• Regional Travel Patterns Study
Consider both traditional and innovative mobility trends
The 2009 SUP
Fully vet both existing and potential newTDM strategies
• The 2016 bus rider survey
The end result of this project will be a well-documented methodology
and framework to manage and improve access to transit and to The 2014 Aspen Bus Stop Plan
reduce single occupant vehicle trips.
• Current bus replacement plans
Approch &Methodology
Current fixed route and dial-a-ride operating plans and service
The RFP lays out a clear and well-defined scope of work This
section will focus on our team's approach to some of the key quantities
scope items and identifies a handful of areas where we feel that Daily ridership boardings by route over the course of the year
City of Aspen 2017-2045 Short Range Transit Plan 1 15
n
Hourly ridership by route for all seasons Task 2:Stakeholder Input
Ridership trends by season over the most recent 7 years Stakeholder input is critical to the success of the project. Proactively
engaging the public and stakeholders will help them take ownership
Available data regarding on-time performance of the strategic direction and implementation of the plan. This
includes developing goals and objectives that are both obtainable
Available data regarding boarding by stop. and aspirational. The Fehr & Peers team will work with the City
Available data regarding bus loading and overcrowding of Aspen to develop a stakeholder engagement approach that
incorporates a variety of effective and innovative tools. Fehr&Peers
Current agreement between the city and RFTA regarding the will be the primary lead in the stakeholder input activities,with LSC
operations and costing of city services providing assistance.
Review RFTA non-city services regarding impacts on Aspen Target audiences for this project include but are not limited to:
conditions,including total ridership,ridership by hour by season,
and passenger characteristics.
City Council
The most recentTDM strategies chosen and implemented by the Residents
development community Employers
Any available data regarding TDM monitoring City Staff
City of Aspen goals Employees
Existing and potential supplemental data will assist the team in School Administration
preparing an operational cost model of existing city transit services.
In addition,we will conduct a performance analysis of each route,by RFTA
season,focusing on the following performance measures: We-cycle
Boardings per vehicle-hour of service Downtowner
• Boardings per vehicle-mile of service
• Cost per passenger-trip �Q
Deliverable:Using the transportation data identified in the RFP in ?9 r
concert with relevant regional and national trends,we will document t 71
the current transportation conditions and trends in a white paper to
inform the rest of the Project.
} L .
The active resort lifestyle is something
we understand,and value.
16 City of Aspen 2017-2045 Short Range Transit Plan
STATEMENT OF
Transit riders
TNC operators
1e c40
TNC users H y
Others as identified later 0"'
The project team's aim is to create a variety of input opportunities
suited to the Aspen community and the project at hand. That
said, the following efforts would seem appropriate and worth
strong consideration to gather feedback
Stakeholder Charrette—After working with city staff to finalize a engage the public. Based on our experience in tourism-oriented
stakeholder list,our team can host a half-day visioning charrette towns, it can be difficult to engage part-time residents and visitors
with the consultant team,city staff and other city council members through in-person outreach.We knowthatforthis plan's engagement
stakeholders.In our experience with community-wide plans,well- process to be successful,we need to take the message to the public
v _ run charrettes and stakeholders vs. hosting an open house and hoping people
have proven show. To better reach the public we've developed Innovative'on-
effective for line web map applications that allows for users to engage based
o b t a i n i n g on their individual schedules, and let them identify concerns and
meaningful opportunities that we may otherwise miss when using traditional
input and outreach methods. We've successfully used CrowdSource +, our
m a k i n g in-house online mapping interaction tool on a number of recent
i m p o r t a n t projects include the Snow mass Connectivity Plan,the Lone Tree Walk
d e c i s i o n s &Wheel plan,Bear Lake Corridor Study,Saratoga Springs Bicycle and
within a short Pedestrian Master Plan, and the Emigration Canyon Transportation
time frame. At the beginning of the charrette, we will deliver Study.CrowdSource+will allow users to providefeedback regarding
a short presentation on the project's background and purpose the Issues and opportunities from their own home. In past projects,
then direct attendees to participate in a variety of exercises. CrowdSource+ has generated hundreds of comments that
The exercises will be designed to help understand the project otherwise may not have been collected through traditional outreach
vision and the issues and opportunities. Our team will prepare means.Combined with the city's social media platforms,this can be
all materials for the charrette including presentations and visuals. a powerful tool to engage,educate,and ultimately get buy-in from
One exercise can be an interactive polling Power Point where the public. Fehr&Peers also has native Spanish speakers on staff who
attendees can vote on questions related to their experiences and can help us create meeting materials and online resources for Aspen's
preferences for the community and see the results from the group Spanish-speaking populations.
in real time.The charrette will help the team better understand
City Council Meeting — Our team will be available to present a
stakeholders'needs.
summary of the project findings, stakeholder engagement process,
and recommendations to the Aspen City Council.
Suggestions for Enhancement:
Online Engagement — We understand that traditional public Our team will work with citystafftodevelop asurvey thatgothers
involvement, especially those that rely on open houses, often feedback from the public.Through previous experiences with survey
do not reach a broad audience and miss an opportunity to really development on travel behaviorand facility preferences,we are able
City of Aspen 2017-2045 Short Range Transit Plan 1 17
to craft a survey that effectively returns a high response rate and Deliverable:Our team will provide all meeting materials and be re-
valuable feedback that helps inform a community-wide plan.We sponsible for distribution,collection,tabulation,analysis and report-
will use case studies of other mountain,resort and local town transit ing of results. We would look to the City of Aspen to assist in securing
systems in order to help participants identify a transit structure that meeting venues and providing stakeholder contact i nformation.
appeals to their needs and preferences.This survey will allow us to
determine the biggest barriers to transit,walking and biking such Task 3:Peer Non-Peer and Academic Research
as topography,weather,comfort,or awareness of transportation Our team will provide primary research on National Trends and Best
options. Practices. Fehr & Peers'FP Think initiative has been at the forefront
of transportation trends and technologies since it started in 2013;
Online survey-An online version of the survey will be created providing valuable guidance to cities and agencies as it relates to
through SurveyMonkey to allow for a user-friendly interface, first-last mile connectivity, autonomous
monitoring ofporticipationand easily exportable results.Wewill vehicles, and demographic shifts in travel
work with citystafftodistribute the link todesired recipients. patterns. We encourage you to visit our
website to see some of our latest endeavors
T H N K
Intercept hard copy survey-A hard copy of the survey will also in mobility trends.
be created that can be easily administered to transit riders, visi-
tors,and mailed to residents. We will work with city staff will ad- httpV/www,fehrandpeers.com/fr)think/
minister the hard copy survey and log responses.
In addition, we are always updating our TDM+ tool with the latest
The survey will provide critical information about how Aspen transit information and trends. Some of the latest trends that impact TDM
users travel. Our team has extensive experience in both developing include:
and applying these types of travel surveys. We will better be able to
answer key questions like:
Public/private mobility partnerships(Scoot,Waze,Lyft,etc.),
• Where are people going? Market-Based parking (limited parking, unbundled, price
workplace,employee parking cash out)
What mode are they choosing?
Dynamic Digitized Parking(real-time market variability in pricing
• Why do they make different modal choices? including peak disincentives),Electronic enforcement,space use
• When do people make certain types of trips? optimizing,wayfinding,management
• What are the key travel markets for the different modes? Reduce solo school trips
By understanding the answers to the questions above,we will have a Trip caps
better insight as to the how and why people in Aspen travel the way This breadth of
they do and what type of future transportation system can best ac- knowledge and on-
going research will
provide a baseline of
Information that the MV
team will leverage
to provide guidance on trends and best practices within the transit
industry and TDM strategies.
18 1 City of Aspen 2017-2045 Short Range Transit Plan
7771
STATEMENT OF WORK
To guide and target the findings for the City of Aspen, the research
will be comprised of the following steps:
1. The project team will share initial thoughts and findings on
emerging national trends relevant to topic areas such as (but not
limited to) shared mobility (e.g. TNC partnerships), autonomous ,* 111
vehicles and transit vehicle technology,information technology,fare p ��
policy/payment/collection, funding landscape, safety and quality �' '-
assurance, and customer security and comfort.This information is
best represented initially as a simple matrix.
2.The project team will interview a minimum of four peer agencies TNC First-Last Mile Access Suitability Metrics from Fehr&Peers'GoCentennial
that have implemented successful transit and TDM programs. The
peer cities will be reviewed with and approved by the city's project 5. In addition to peer agencies, many transit and TDM applications
manager. The following list of agencies include those that we have are being implemented by large employers, event venues, hospital
recently worked with on transit plans and/or TDM programs: Park campuses,and college/university campuses. Our team will research
City, Boulder, King County, Spokane, San Francisco, and Sonoma upto five such additional resources and document the key elements
County. The peer agency review will focus on those that are most of the services and strategies, the implementation techniques, and
relevant to the City of Aspen's goals and will provide valuable insight programming elements that could apply to the City of Aspen.The list
in reducing the dependence on the single occupant vehicle. of resources will be reviewed with and approved by the city's project
manager. Some ideas from our recent projects include: UC Davis,
3. We will identify national best practices related to planning and Stanford, University of Denver, Facebook Campus, University of Utah
implementation of services,programs,technology,and arrangements Hospital,Apple Headquarters Campus,and GoldenICenter,
that are facilitating an evolution of changing mobility.
Deliverable:The Trends and Best Practices report will include a sum-
r � 4. We'll also identify and mary of national trends plus a complete description of each best
evaluate non-traditional transit practice/case study.The focus will be in identifying data and informa-
-- service solutions,like partnering tion that can be applied in Aspen.
with Transportation Networking
Companies(TNCs)as a potential Task4:Transit5ystemImprovements Opportunities
way to expand access to the Working from the results of the first three tasks,our team will develop
transit network. a draft list of service alternatives. Regarding the traditional transit
program, this may include changes in the span of service (such as
laterevening service),new routes orgeneral public demand-response
Fehr& Peers is the only firm managing and leading a true TNC and service areas, changes in existing routes and service areas,changes
transit integration pilot project in the country— the Go Centennial in the calendar days in each service season, as well as changes in
Project. Applying our knowledge from this project to places like service frequency. In addition, non-traditional mobility options will
Aspen can enhance the transit system and will also provide more,and be defined. The overall list of alternatives will be provided to City
better, choices for both the choice rider and the transit dependent staff for review. Through one or more conference calls,the list will be
markets. refined to a final list for analysis.
Our analysis will help to answer some important questions:
How will transit markets change and what service would best
City of Aspen 2017-2045 Short Range Transit Plan 1 19
Sqp'
a
meet demand? improvement plans,and tailor the bus stop improvement strategies
How can we improve pedestrian and bicycle access to transit to further generate ridership and serve the transit passengers.
and what is the effect on ridership?
What transit service and operating standards are required for the Suggestions for Enhancement:
desired system? One area we feel could add value to theproject is to explore alternative
How can "alternative services" be part of the transit solution, service options using our "break-even'analysis tool that identifies
particularly for low density areas andparatransit? when options such as Taxiscripts or TNCintegration could be a cost-
How many service hours will the system require and what are the effective solution for providing paratransit and transit access in low
operating and capital costs? density areas. We have successfully used this methodology for other
Our team will begin by reviewing and perhaps tweaking the agencies to look at current conditions where alternative service
performance measures to judge the performance of the system.Our providers can more cost-effectively serve passengers with timely
approach is to use performance measures that are easily understood service. Additionally, we have estimated how these services could
by the community and advance the transit vision defined in the evolve using autonomous vehicle fleets to provide even lower-cost
previous task.Performance measures will include both typical metrics and more responsive service in the future. In this way,Aspen will be
like productivity and riders per hour and some innovative measures able to better plan for a shifting landscape of transportation services
like transit accessibility that consider transfers and walk time between and continue to provide core transitservice to the community.
origins and destinations.
Task 5: Travel Demand Management Improvement Opportunities
Capital and operating cost implications of each transit network will Background - TOM strategies have been implemented
be estimated.We will use cost data from RFTA and Aspen with a fully for over 30 years. Aspen has long been at the forefront of
allocated cost model to estimate operating costs of each scenario. Transportation Demand Management as has Fehr & Peers. Fehr
Cost information may also be used as part of the evaluation with & Peers worked with the California Air Pollution Control Officers
specific performance measures such as the cost per passenger trip. Association (CAPCOA) to develop the transportation section of
To complement the cost data,we will also develop a financial analysis the report Quantifying Greenhouse Gas Mitigation Measures.
of the different scenarios.Wewill work with Aspen staff tounderstand This report is now used as a set of guidelines for quantifying the
the current and projected transit budget and revenue streams.As part environmental benefits of mitigation measures. The CAPCOA
of the analysis,we will identify potential budget risk factors,such as guidelines were developed by conducting a comprehensive
unpredictable grant funding sources and federal funding sources.We literature reviewof studies documenting the effects ofTDM strategies
will also explore a variety of revenue options that may be necessary on reducing vehicle miles traveled (VMT). Using the results of this
to meet the transit vision. study Fehr & Peers developed TDM+, a quick response tool that
%,PEN, .V
The overall advantages/disadvantages of each alternative will be ' rU� ,
discussed,as well as the impacton the City's established mobilityand
environmental goals. f
ii e i
Deliverable: Our work will be summarized in a document detailing !
each alternative,the analysis procedure and results,and our findings p• x � =�-
regarding recommended strategies.We will then participate in one to a + cam®�tttt-,A•"
three conference calls to review our findings and work with City staff
to define a recommended service plan. As the service plan becomes
finalized, the team will review existing transit stop amenities and
20 1 City of Aspen 2017-2045Short Range Transit Plan
STATEMENT OF WORK
demonstrates trip reductions from commonly used TDM strategies. Subsidized transit service expansion
The tool also accounts for the interaction among different measures Public/private mobility partnerships(Scoot,Waze,Lyft,etc.)
in various categories to avoid double counting.We worked with the Emphasize Market-Based parking (limited parking, unbundled,
City of Aspen in 2012 and 2013 to develop an Aspen-specific TDM price workplace,employee parking cash out)
toolkit.The Aspen TDMtoolkitwasfinalizedin2013andincorporated Implement Dynamic Digitized Parking (real-time market
a TDM strategies and Multi-Modal strategies to reduce the impact of variability in pricing including peak disincentives), Electronic
new development projects. enforcement,space use optimizing,wayfinding,management
With almost four years of implementing the updated TDM strategies, Incorporate TNC and AV Innovations (subsidies, resident/tenant
this is a prime time to review the program and identify what is vouchers,curb space and street cross section accommodation,
working and where there is opportunity for improvement or new required ride-share
strategies. Attachment B within the RFP identifies several TDM Reduce solo school trips
strategy options. All of these options will be researched, analyzed, Trip caps
and recommendations made on whether they are applicable to Step Three – The third step will begin an update to the current
Aspen and would produce successful results. Aspen-specific TDM toolkit.
Step One–Our first step would be to review the strategies that are Deliverable: A review of current TDM strategies, an analysis and
currently being employed in Aspen.The review would be two-fold: exploration of potential new strategies, and a draft update to the
1) review the strategies most often chosen by the development TDM toolkit will be developed.
community and analyze why,and 2) review any strategies that have
not been chosen or rarely chosen by the development community Task 6:Draft Report
and analyze why. This review would include interviewing up to four The Fehr&Peers project team will provide the City Project Manager
of the development teams that have applied the strategies to obtain with a draft of the plan for review.The draft document will provide
an understanding of the choices they made and their general input description of the current state of transit in Aspen,a clear vision for
on the TDM program transit along with an achievable future service network, and a clear
Implementation plan.We envision a short and graphically engaging
Step Two – The second step would be to determine new TDM document, supplemented by technical appendices. The plan will
strategies that would be applicable to Aspen. Fehr&Peers is currently include a set of near, mid, and long-term actions to provide a clear
developing a study of building-scale transportation management phasing for how to achieve the transit and TDM vision. However,
strategies as part of the California Air Resources Board's Zero-Carbon actions are not enough to ensure a successful implementation—
Buildings Feasibility Study.Fehr&Peers is reviewing new research on additional details are required, which we will identify in a series of
carbon emission reductions due to changes in the built environment fact sheets for each implementation phase:
and implementing Transportation Demand Management (TDM).
After conducting a comprehensive inventory of transportation Potential funding mechanisms
strategies,Fehr&Peers will model the effectiveness of these strategies Responsible parties and interagency coordination needs
at reducing carbon emissions over time.This new data will identify Triggers for when certain actions specifically need to occur
the effectiveness of long standing TDM strategies as well as provide Potential challenges to implementation
preliminary findings on some of the newer land use,mobility trends,
transit service,and parking strategies. Some of the areas of emphasis Task Final Report
include: The final Plan will clearly articulate Aspens'transit and TDM visions
Deeply discount door-to-door transit and paratransit and will not only serve as a guidance document for planners and
City of Aspen 2017-2045 Short Range Transit Plan 121
elected officials, but it
lso highlight the City's commitment
• •
to .• transportation, which is Increasingly •• • r^� ��
recruiting and retaining businesses and private investment.
22 City
1� 1r •' � 1 r—"},tai a . 1 -�„
r>y Cti'7i
r r
r?L
y
t
of Aspen 2017 2045 . • Transit Plan
-
Aspen Short Range Transit Plan
-Feh1&Preis
Chris AnnAaron Admin/ Gordon Team Team
Breiland I Bowers Gooze Carly Sieff I Graphics Shaw - member member
Billable Kate s/Hou $230 1 $215 1 $130 1 $235 1 $100 1 $zoo $200 s6o
Tasks: Review Existing Conditions
Study Kickoff z 2 0 0 0 2 z o 8
Review/Analysis of Existing Ridership Data o o o 0 0 4 24 o 28
Review/Analysis of Onboard Surveys o 0 0 0 0 2 22 o t4
Review of Existing Transit Documents o 0 0 0 0 4 4 0 8
Review of Current RFTA Agreement and Cost Model o o o 0 0 2 z o 4
Performance Analysis o 0 0 0 0 4 zz 0 26
Summary Technical Memo z z x o 2 8 16 4 34
Task z:Total Hours 3 3 x o 2 26 72 4 ztz
Task z: Total Fees $690 5645 s260 so 1 $xoo 1 $5,200 1 $7,200 $240 $14,435
Task 2: Gather&Document Stakeholder Input
Stakeholder Charette&Prep(includes citycouncil) 4 4 16 16 4 4 4 0 52
Online Engagement 2 2 2 24 0 0 0 0 30
Online Survey z z x 24 0 0 0 0 30
Intercept Survey z 2 2 16 0 0 o a 22
Phase 2:Total Hours zo z0 22 80 4 4 4 o 134
Phase 2:Total Fees $2,300 $z,z50 $2,860 $10,800 $400 $800 $400 $0 $29,720
Task 3: Conduct Peer,Non-Peer&Academic Research
Emerging Trends z a 4 6 0 0 0 o t2
Interview Four Peer Agencies z z 4 6 0 4 z o t8
National Best Practices-service related z z x 4 0 0 0 0 8
TNC Application z x o 26 0 0 0 0 28
Research Additional resources 2 t 4 4 0 0 0 0 20
Phase 3:Total Hours 5 5 t4 36 0 4 2 0 66
Phase 3:Total Fees $1,15o $1,075 $2,820 $4,860 so $800 $200 $0 $9,905
Task 4: Identify Opportunities for Transit Service Improvements
Prepare/Refine Alternatives List 2 0 4 4 0 4 z o z6
Service Alternatives Analysis 2 0 4 4 0 22 26 0 38
Performance Measures Review 2 0 4 0 0 2 0 0 8
Capital Improvements Analysis 2 0 4 0 0 4 8 0 28
Summary Technical Memo 4 0 8 8 0 8 16 4 48
Phase 4:Total Hours zz o 24 z6 0 30 42 4 x28
Phase 4:Total Fees $2,760 so $3,220 $2,t6o so s6,000 64,200 $x40 $.8,480
Task 5: Identify Opportunities for TDM Improvements
Review of Current TDM strategies 0 4 4 8 0 0 0 o 16
Determine new TDM strategies o zo 8 z4 0 0 0 0 0 42
Update Aspen-Specific TDM Tool kit o 20 8 3x o 0 0 50
Phase 5: Total Hours 0 24 to 64 0 0 0 o n08
Phase S:Total Fees ,so $5,160 $2,600 $8,640 so so so so
Task 6: Prepare Draft Report '
Draft Report z z o 24 4 00 8 0 58
Review of report with City PM z zo 0 0 2 0 0 4
Presentation of draft to City Council x z o 0 o z o 0 6
Phase(:Total Hours y 4 0 z4 4 2a 8 a 64
Phase 6:Total Fees $9x0 $86o $0 $3,240 6400 $4,000 $800 $0 $10,20
Task 7: Prepare Final Report
Finalize and Deliver Final Report and Accompanying
Materials z x o 16 4 4 4 0 32
Phase 7:Total Hours 2 x o z6 4 4 1 32
Phase 7:Total Fees $460 $430 $0 $2,260 $400 $800 s400 fo $4,650
Fee: $93,800
Expenses(travel,reproductions): $6,000
ota: sgg,800
TRAVELPROPOSAL
Travel Proposal
The consultant team plans to make two(2)trips to Aspen during the course of this project.
Trip#1:The purpose of the first trip will be the Stakeholder Charrette. We envision a half-day session with identified stakeholders(includ-
ing City Council members)as detailed in Task 2 in the proposal. The remainder of the day would be spent with City staff, interviewing
developers,and additional stakeholders that were not able to make the charrette. It is anticipated that this trip would take place in June.
Representatives from both Fehr&Peers and LSC would be in attendance.
Cost Estimate ofTrip#I (includes mileage,airfare,lodging,expenses): $2,500
Trip#2: The purpose of the second trip would be to present the draft plan to City Council.
We anticipate that this presentation would occur in late October. Representatives from both Fehr& Peers and LSC would be in atten-
dance.
Cost Estimate ofTrip#2(includes mileage,airfare,lodging,expense): $2,500
26 City of Aspen 2017-2045 Short Range Transit Plan