Transportation Commission Agenda December 12 & 13, 2018

Meeting Schedule & Agenda 2829 W. Howard Place

Denver, Colorado 80204

Shannon Gifford, Chairwoman Denver, District 1

Ed Peterson Lakewood, District 2

Vacant Lone Tree, District 3

Karen Stuart Broomfield, District 4

Kathleen Gilliland Livermore, District 5

Kathy Connell Steamboat Springs, District 6

Kathy Hall Grand Junction, District 7

Sidny Zink Durango, District 8

Rocky Scott Colorado Springs, District 9

William Thiebaut, Vice Chairman Pueblo, District 10 Steven Hofmeister

Haxtun, District 11

THE CHAIRWOMAN MAY ALTER THE ITEM SEQUENCE OR TIMES

Unless otherwise noted, all meetings are in CDOT HQ Auditorium

The times indicated for each topic on the Commission agenda are an estimate and subject to change. Generally, upon the completion of each agenda item, the Commission will immediately move to the next item. However, the order of agenda items is tentative and, when necessary to accommodate the public or the Commission's schedules, the order of the agenda items are subject to change.

Documents posted at http://www.coloradodot.info/about/transportation-commission/meeting-agenda.html no less than 24 hours prior to the meeting. The documents are in draft form and for information only until the Commission takes final action.

TRANSPORTATION COMMISSION WORKSHOPS Wednesday, December 12, 2018

1:30 p.m. Right of Way Workshop (Josh Laipply)

2:00 p.m. Rest Areas (Deb Perkins-Smith)

2:15 p.m. Multimodal Option Fund (Deb Perkins-Smith and David Krutsinger)

2:35 p.m. Transition Update (Herman Stockinger)

3:05 p.m. Mobility Choice (Michael P. Lewis and Debra Perkins-Smith)

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3:50 p.m. Mobility Next (Michael P. Lewis and Amy Ford)

4:35 p.m. Technology Discussion (Amy Ford)

5:20 p.m. Adjournment

TRANSPORTATION COMMISSION MEETING Thursday, December 13, 2018

8:00 a.m. Breakfast Meeting [Room 561]

9:30 a.m. 1. Call to Order, Roll Call

9:35 a.m.

3. Audience Participation; Subject Limit: 10 minutes; Time Limit: 3 minutes 9:50 a.m. 4. Comments of Individual Commissioners

10:00 a.m. 5. Executive Director’s Report (Michael P. Lewis)

10:05 a.m. 6. Chief Engineer’s Report (Josh Laipply)

10:10 a.m. 7. HPTE Director’s Report (David Spector)

10:15 a.m. 8. FHWA Division Administrator Report (John Cater)

10:20 a.m. 9. STAC Report (Vincent Rogalski)

10:25 a.m. 10. Act on Consent Agenda a) Resolution to Approve the Regular Meeting Minutes of November 15,

2018 (Herman Stockinger)

b) Disposal: Lowell Ponds State Wildlife Area (Parcel L-64EX)(Paul Jesaitis)

c) Disposal/Exchange: US 160 Wilson Gulch roundabout (Parcel AC-10ARev.3) (Mike McVaugh)

d) Discuss and Act on ROW Acquisition Authorization Requests(Josh Laipply)

10:30 a.m. 11. Discuss and Act on ROW Condemnation Authorization Requests (Josh Laipply)

10:35 a.m. 12. Discuss and Act on Resolution to Approve C-470 Project Change Order (Kathy Young)

10:40 a.m. 13. Discuss and Act on 6th Budget Supplement of FY 2019 (Jeff Sudmeier)

10:45 a.m. 14. Discuss and Act on Resolution to Approve the Multimodal Option Fund

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9:40 a.m.

2. Swear-in New Commissioner

Committee (Deb Perkins-Smith and David Krutsinger)

10:50 a.m. 15. Recognitions – • CDOT Executive Director’s Cup• CDOT Division Cup

11:10 a.m. 16. Other Matters

11:15 a.m. 17. Adjournment -------------------------------------------------------------------------------------------------------------The Bridge Enterprise Board of Directors meeting will begin immediately following the adjournment of the Transportation Commission Meeting. Est. Start Time: 11:15 a.m.

BRIDGE ENTERPRISE BOARD OF DIRECTORS 11:15 a.m. 1. Call to Order and Roll Call

2. Audience Participation• Subject Limit: 10 minutes; Time Limit: 3 minutes

3. Act on Consent Agenda

a) Resolution to Approve Regular Minutes from November 15, 2018(Herman Stockinger)

4. Adjournment

INFO ONLY

Pg. 125 • PMO Informational Cash Balance Memo (Josh Laipply, Jeff Sudmeier & Jane Fisher)

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Purpose This memo is intended to build on the Rest Area information presented at the November Transportation Commission (TC) workshop, and present conceptual options for funding a sustainable Rest Area Asset Management Program.

Action Take action on request for direction on the FY 2022-FY2023 Asset Management Budget Setting Workshop. Provide feedback on conceptual options for funding a sustainable Rest Area Program at CDOT.

Background The November 2018 TC workshop featured a memo and presentation that updated the Transportation Commission on the function and condition of CDOT Rest Areas, perceptions on customer service, demonstrated why Rest Areas are an important safety feature for our highway system, and presented the recommendations from the Rest Area Study. The Transportation Commission supported the concept of developing a sustainable Rest Area Program and including rest areas in CDOT’s Asset Management Program.

Details The following is the next steps in the Rest Area Program and outlines the Management Structure, Tier System, Needs Analysis, and Funding Options for Rest Areas.

Management Structure CDOT is proposing that Rest Areas become a separate asset category under Property Management. This will allow Rest Areas a separate funding structure for the capital rehabilitation and modernization of Rest Area Facilities. Staff is also proposing to build a separate rest area Maintenance Program Area (MPA) into the overall Maintenance Level of Service (MLOS) program. Thereby, Rest Areas will also connect with the Maintenance Division with the creation of a Maintenance Program Area (MPA) dedicated just to the maintenance and operations of Rest Areas. Asset Management metrics and targets for the Rest Areas would be set by both Maintenance and Property Management, each in their respective areas of responsibility. As with all MPAs within the MLOS program, the Maintenance Superintendents are responsible for those maintenance targets. The overall Rest Area program would be managed by an Asset Manager from Property Management, who would also coordinate with Maintenance.

Rest Area Tier System In line with best practices from other states, the Rest Area Study recommended that CDOT use a tiered system for Rest Areas in order to better:

TO: Transportation Commission FROM: Debra Perkins-Smith, Director of CDOT Division of Transportation Development

Marcella Broussard, Manager of Property Management Kyle Lester, Director of Maintenance

DATE: December 12th, 2018 RE: Sustaining Colorado Rest Areas

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• Identify Rest Area requirements based on the amount and type of services provided;• Provide the appropriate level of service based on the users of the Rest Area;• Prioritize maintenance and investment decisions; and• Explore innovative solutions and partnerships that minimize costs or generate revenue to offset costs to

CDOT.

The Rest Area Study organized CDOT Rest Areas into the following tiers, then applied cost forecasting methodology and funding assumptions. Costs were built from existing CDOT Property Management data and regional records for recent repairs, as well as current estimates for replacement and major upgrades. Note that this effort was programmatic, meaning the cost forecasting was done without individual rest area designs, quantities, unit costs, etc. Every rest area will have unique aspects that will affect the actual cost. This memo presents assumptions for each rest area tier, supported by the best data CDOT has available to date.

• Tier 1 – Critically Important to CO Rest Area System (6 total)o Located at key entrances and Vail Passo Paved parking, flush toilets, hot and cold potable water, heating and a/c, picnic tables,

internet service, extensive kiosk info and racks with maps/brochures, and daily staffingo Funding assumptions for each Tier 1 Rest Area:

$2 million full replacement/rehabilitation once every 20 years $1 million major upgrade at year 10 following full replacement/rehabilitation $150,000 average annual maintenance cost

• Tier 2 – Standard (14 total)o Paved parking, flush toilets, heating, picnic tables, mid-range kiosk info, and cell service. May

or may not have potable water.o Funding assumptions for each Tier 2 Rest Area:

$1 million full replacement/rehabilitation once every 20 years $500,000 major upgrade at year 10 following full replacement/rehabilitation $50,000 average annual maintenance cost

• Tier 3 – Basic (6 total)o Vault or pit toilets and minimal kiosk information. May or may not have cell service, picnic

tables or heating. No potable water.o While not included in the total number count above, Forest Service Rest Areas could be

considered a Tier 3 Rest Area. While not CDOT-owned, CDOT often assumes maintenanceresponsibilities for the Forest Service Rest Areas for numerous safety reasons. Including themhere may help formalize CDOT’s role in Forest Service Rest Areas, and could be used whenestablishing future partnerships and/or negotiating agreements with the Forest Service.

o Funding assumptions for each Tier 3 Rest Area: $50,000 major upgrade once every 10 years. (Note: Tier 3 Rest Areas were assumed to

not need a full replacement/rehabilitation every 20 years. A major upgrade at every10 years was assumed to be all that was needed to sustain these Rest Areas.)

$10,000 average annual maintenance cost.

Needs Analysis Using the funding assumptions built into the tier structure, it was concluded that a sustainable Rest Area Program would require $2 million per year for maintenance. It was concluded that $4 million per year for a catch-up period of six years is needed for capital rehabilitation. This adds up to a combined total of $6 million per year for six years. At the end of the six-year period, all CDOT Rest Areas will have had a full capital rehabilitation. While it is anticipated maintenance costs will stay constant at $2 million per year, capital costs

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after the first six years would be re-evaluated as part of the asset management program planning and budgeting process.

CDOT is also facing a one-time capital backlog of $5 million at critical rest areas that require immediate action. This capital backlog needs include:

• Vail Pass Rest Area waste water upgrade – $2-$3 million• Pueblo Rest Area Improvements - $2 - $3 million• Rest Area Programmatic needs:

o Asset Management Program software/database development and system improvements needed to set upRest Areas as an MPA and develop performance metrics for both Maintenance and PropertyManagement.

o Critical safety improvements at all rest areas such as web-based security cameras, signage, systems tolock down a facility remotely, etc.

Asset Management Program Planning and Budgeting CDOT’s Asset Management Program sets budget allocations for each of the eleven (now 12 with Rest Areas) asset categories. The Budget Setting Workshop occurs annually, and sets planning budgets for a single fiscal year, four years out. For example, the upcoming Budget Setting Workshop in March 2019 will set a planning budget for our assets in FY 2023. The results of the Budget Setting Workshop are reviewed with the Transportation Commission to allow staff to continue planning and developing projects. As a reminder, these are only “planning” allocations/budgets and the Transportation Commission approves the actual (final) budgets as part of the Annual Budget for the Department. So, the final FY 2023 Asset Management budgets, including Rest Areas, would not be approved until April 2022 (A draft of the FY 2023 annual budget would be approved in Fall of 2021.)

As noted above, the FY 2023 Asset Management Budget Setting Workshop is scheduled for March 2019. The overall asset management total for that Budget Setting Workshop was set in the last Statewide Plan cycle with slight modifications that have been approved by the Transportation Commission (for example, separating Bridge Enterprise out from the general bridge category). With the addition of Rest Areas as a new asset category, it would dilute the funds available for the other eleven asset categories. Therefore, staff is requesting that for planning purposes at the Asset Management Budget Setting Workshop that the overall budget be increased by $6 million to accommodate the addition of a new asset category. This would allow CDOT staff to start planning future rest area improvements. Any actual budget for expenditure would be approved in either the Department’s Annual Budget going forward or by a separate TC action.

Options for Asset Management Program Planning and Budgeting For this request of the Transportation Commission there are several options:

1. Increase the planning budget by $6M for the FY 2023 Asset Management Budget Setting Workshop (to be held inMarch) (staff recommendation).

2. Not increase the planning budget.3. Increase the planning budget by an amount that is less than the $6 million requested.

Near-Term Funding As discussed above, as a new asset, Rest Areas can get into the FY 2023 asset management planning cycle. The question then is, what to do between now (FY 2018-FY 2019) and the FY 2023 budget cycle. There are some immediate one-time Capital Backlog needs ($5M) as well as the annual Asset Management needs totaling $6M ($2M for Maintenance and $4M for Property Management) over a minimum six-year period.

For discussion purposes staff developed four options for TC consideration to layout the funding needs. For all options, funding sources would need to be identified, these sources could range from new/additional funding such as federal redistribution (which varies) to including it in the annual budget (stable). As with any new item included in the annual budget, there is usually a tradeoff or reduction of another program unless the overall budget has increased.

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Option 1 – Full Program; Capital Backlog funding in Year 1 • Pros: Fully funds the program and capital backlog the soonest.• Cons: Would need to identify where funds would come from, with significant investments front loaded in Year 1.

Option 2 – Full Program; Capital Backlog funding divided between Years 1 and 2 • Pros: Fully funds program, but divides capital backlog funding into two years allowing more time to identify

funding sources.• Cons: Would need to identify where funds would come from. Some of the capital backlog needs would wait an

extra year for funding, when funds are critically needed now.

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Capital Backlog $2.5M $2.5M Maintenance $2M $2M $2M $2M $2M $2M $2M $2M Property Mgmt $4M $4M $4M $4M $4M $4M Re-evaluate

Option 3 – Partial Deferred Asset Management Program; Capital Backlog funding divided between Years 1 and 2 and partial Asset Management funding in early years. • Pros: Costs in Years 1 and 2 are not as steep. Costs are deferred.• Cons: Would need to identify where funds would come from. Some of the capital backlog needs would wait an

extra year for funding, when funds are critically needed now. Defers some of the capitalrehabilitation/modernization costs until later years, thereby taking longer to rehabilitate rest areas.

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Capital Backlog $2.5M $2.5M Maintenance $2M $2M $2M $2M $2M $2M $2M $2M

Property Mgmt $1.5M $1.5M $4M $4M $4M $4M $4M $1M/ Re-evaluate

Option 4 – Deferred Asset Management Program; Capital Backlog funding in Year 1 only and Asset Management funding deferred • Pros: Asset Management costs in early years are not as steep. Costs are deferred.• Cons: Year 1 would only fund the critical backlog. Defers capital rehabilitation/modernization costs one year.

CDOT would use the current systems in place to fund rest area maintenance, which means that maintenanceneeds will continue to be underfunded in the near-term.

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Capital Backlog $5M Maintenance $2M $2M $2M $2M $2M $2M $2M Property Mgmt $4M $4M $4M $4M $4M $4M Re-evaluate

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Capital Backlog $5M Maintenance $2M $2M $2M $2M $2M $2M $2M $2M Property Mgmt $4M $4M $4M $4M $4M $4M Re-evaluate

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Next Steps • 2019: Asset Management Program Development

o Develop LOS by tier for Maintenance MPA and Rest Area asset category.o Set Performance Metrics and Targetso Incorporate into Budget Setting Workshop

Attachments • Attachment A - Rest Area Presentation

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Transportation CommissionSustaining Colorado Rest AreasDecember 12, 2018

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Agenda

• Management Structure • Rest Area Tier System • Needs Analysis • Funding Options • Next Steps

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Rest Area Management Structure

Asset Manager (Property Management)

Maintenance• Rest Area

Maintenance

Property Management• Rest Area

Rehabilitation and Modernization

Division of Responsibility

Asset Management Category Maintenance

• New MPA within Existing MLOS Asset Category

Property Management• New Rest Area Asset

Category

Performance Metrics Maintenance

• TBDProperty Management• TBD

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Rest Area Tier System

• Rest Area Study recommended that CDOT use a tiered system for Rest Areas in order to better:– Identify Rest Area requirements based on the

amount and type of services provided;– Provide the appropriate level of service based on

users;– Prioritize maintenance and investment decisions;

and– Explore innovative solutions and partnerships to

minimize cost Page 12 of 127

Rest Area Tier System

• Rest Area Program Tiers– Tier 1: Critically Important to CO Rest Area System– Tier 2: Standard– Tier 3: Basic

• Costs were built from:– Existing CDOT Property Management data– Regional records for recent repairs– Current estimates for replacement and major

upgrades.• Every rest area will have unique aspects that

will affect the actual cost. Page 13 of 127

Rest Area Tier System

Funding assumptions for each Rest Area by tier:• Tier 1 – Critically Important to CO Rest Area System (6 total)

– $2 million full replacement/rehabilitation once every 20 years– $1 million major upgrade at year 10 following full

replacement/rehabilitation– $150,000 average annual maintenance cost

• Tier 2 – Standard (14 total)– $1 million full replacement/rehabilitation once every 20 years– $500,000 major upgrade at year 10 following full

replacement/rehabilitation– $50,000 average annual maintenance cost

• Tier 3 – Basic (6 total)– $50,000 major upgrade once every 10 years.– $10,000 average annual maintenance cost.

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Needs Analysis

• A sustainable Rest Area Program would require:• Annual Cost

– $2 million per year for maintenance– $4 million per year for capital rehabilitation for

minimum six years to fully rehabilitate all Rest Areas.• One Time Cost

– $5 million of capital backlog of critical rest area needsthat require immediate action.

• Vail Pass Rest Area waste water upgrade: $2-$3 million• Pueblo Rest Area Improvements: $2 - $3 million• Rest Area Programmatic needs: $500k for MPA.

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Funding Options

• Option 1: Full Program– Capital Backlog funding in Year 1

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8

Capital Backlog $5M

Maintenance $2M $2M $2M $2M $2M $2M $2M $2M

Property Mgmt $4M $4M $4M $4M $4M $4M Re-evaluate

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Funding Options

• Option 2: Full Program– Capital Backlog funding divided between Years 1

and 2

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8

Capital Backlog $2.5M $2.5M

Maintenance $2M $2M $2M $2M $2M $2M $2M $2M

Property Mgmt $4M $4M $4M $4M $4M $4M Re-evaluate

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Funding Options

• Option 3: Partial Deferred Asset Management Program– Capital Backlog divided between Years 1 and 2 and partial

asset management funding in early years

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8

Capital Backlog $2.5M $2.5M

Maintenance $2M $2M $2M $2M $2M $2M $2M $2M

Property Mgmt $1.5M $1.5M $4M $4M $4M $4M $4M $1M/Re-evaluate

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Funding Options

• Option 4: Deferred Asset Management Program– Capital Backlog funding in Year 1 only

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8

Capital Backlog $5M

Maintenance $2M $2M $2M $2M $2M $2M $2M

Property Mgmt $4M $4M $4M $4M $4M $4M Re-evaluate

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Next Steps

• 2019: Asset Management ProgramDevelopment– Develop Maintenance MPA with LOS by tier– Set Performance Targets– Incorporate into Budget Setting Workshop

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Purpose The purpose of this memorandum is to summarize and inform the Transportation Commission (TC) of the requirements of Senate Bill (SB) 18-001 Multimodal Options Fund.

Action Staff is seeking approval on the framework for consultation on the Multimodal Options Fund distribution per Senate Bill 18-001. In November, the Transportation Commission Transit and Intermodal (T&I) Committee discussed this topic andrecommended forwarding this action to the Transportation Commission for approval.

Background SB 18-001 includes a provision that establishes a Multimodal Options Fund. The Multimodal Options Fund has $96.75M in dedicated revenue. Of that $96.75M, $2.5M is dedicated to the Rail Commission. The remaining $94.25M is spilt between CDOT (15% or $14.13M) and local governments (85% or $80.12M). To date, CDOT has not received any of funding from the Multimodal Options Fund. CDOT has made an appropriations request through the Joint Budget Committee (JBC) for a portion of the funding this year and should receive notification in the March/April 2019 timeframe.

The legislation directs the TC to establish a distribution formula for the local portion. The distribution formula must be based on population and ridership. The legislation also states that recipients shall provide a match equal to the amount of the award. However, the Transportation Commission, per legislation, may create a formula for reducing or exempting the match requirement for local governments or agencies due to their size or any other special circumstance.

Details The legislation mandates the distribution formula for the local portion be developed in consultation with the Transit and Rail Adivsory Committee (TRAC), the Statewide Transportation Advisory Committee (STAC), transit advocacy organizations, and bicycle and pedestrian organizations. In addition to these groups, the legislation also states that the Multimodal Options Fund should promote a complete and integrated multimodal system that benefits seniors by making aging in place more feasible; benefits residents of rural areas by providing them with flexible public transportation services; provides enhanced mobility for persons with disabilities; and provides safe routes to school for children. Based on these tenets of the legislation, and feedback obtained from STAC and the Transportation Commission T&I Committee, staff is recommending: 1) A committee structure to be used to meet the consultation requirements; 2) the committee be named the Multimodal Options Fund Committee; and 3) the committee size be 7-9 members and include the following representatives:

1. STAC (Urban) – Required

DATE: December 12, 2018 TO: Transportation Commission FROM: Debra Perkins-Smith, Division of Transportation Development, Director

David Krustinger, Division of Transit and Rail, Director SUBJECT: Senate Bill 1 Multimodal Options Fund

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2. STAC (Rural) - Required3. TRAC - Required4. CASTA (Transit Advocacy and Rural Public Transit) - Required5. Bicycle Colorado (Bicycle Advocacy) - Required6. WalkDenver (Walking Advocacy) - Required7. Colorado Commission on Aging (Aging in Place)8. Safe Routes to School Committee Representative (Safe Routes to School)9. Colorado Advisory Council for People with Disabilities (Enhanced Mobility for Persons with Disabilities)

Options 1. Transportation Commission approves resolution to convene a committee comprised of the membership indicated

(Staff recommendation).2. Transportation Commission modifies resolution or committee membership.3. Transportation Commission does not formalize committee and therefore does not approve resolution. However, an

informal committee or other means such as individual meetings could be used for consultation.

State Transportation Advisory Committee (STAC) Input The SB1 Multimodal Options Fund was discussed at the September and October 2018 STAC meetings. STAC agreed that a committee structure would be the best way to meet the consultation requirements in SB1, and suggested an odd number of committee members, approximately 7-9. STAC also provided input on relevant organizations and supported the list put forth to the Transportation Commission.

Transit and Rail Advisory Committee Input The Transit & Rail Advisory Committee (TRAC) met on November 9th, concurred with the need for a committee, and also concurred with the proposed committee structure.

Next Steps • January 2019: TC approval of resolution.• January 2019: Staff will report back to T&I meeting on the progress, including the individuals identified to fill each

seat on the committee.• February 2019: Committee meeting(s) and recommendations

Attachments • Attachment A: Senate Bill 1 Multimodal Options Fund Presentation• Attachment B: Potential Senate Bill 1 Multimodal Options Fund Committee Resolution

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Transportation Commission

Senate Bill 1 – Multimodal Option Fund December 12, 2018Page 23 of 127

• Multimodal Options Fund Overview • Committee Membership• Roles and Responsibilities • Next Steps

Senate Bill 1 – Multimodal Options Fund

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Multimodal Options Fund Overview

Multimodal Options Fund$96.75M

Rail Commission

$2.5 M

MultimodalFunds

$94.25M

State$14.13M

(15%)

Locals$80.12M

(85%)

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• Legislation requires:o Commission shall establish a

distribution formula for the local portion.

o Distribution formula based on population and transit ridership.

o Distribution formula must be developed in consultation with the: Transit and Rail Advisory Committee

(TRAC)

Statewide Transportation Advisory Committee (STAC)

Transit Advocacy Organizations

Bicycle and Pedestrian Advocacy Organizations

Multimodal Options Local Fund

MultimodalFunds

$94.25M

State$14.13M

(15%)

Locals$80.12M

(85%)

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• Additional Considerations: SB 1 Multimodal Options Funding Legislative Declarationo Legislation states that a

complete and integrated multimodal system that: Benefits seniors by making

aging in place more feasible

Benefits residents of rural areas by providing them with flexible public transportation services

Provides enhanced mobility for persons with disabilities

Provides safe routes to school for children

Multimodal Options Local Fund

MultimodalFunds

$94.25M

State$14.13M

(15%)

Locals$80.12M

(85%)

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• Suggested Representatives: o STAC - Urban - Required

o STAC - Rural - Required

o TRAC - Required

o CASTA (Transit Advocacy and Rural Public Transit) - Required

o Bicycle Colorado (Bicycle Advocacy) - Required

o WalkDenver (Walking Advocacy) - Required

o Colorado Commission on Aging (Aging in Place)

o Safe Routes to School Committee Representative (Safe Routes to School)

o Colorado Advisory Council for People with Disabilities (Enhanced mobility for Persons with Disabilities)

Committee Membership

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• Committee Roles and Responsibilities Advise the Transportation Commission (TC) on

the distribution formula

Advise TC on match requirements (or exceptions)

Committee sunsets after duties completed for SB-1

Roles and Responsibilities

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• January 2019: TC adopt resolution• January 2019: Staff will report back to T&I

meeting on the progress, including filling committee positions.

• February 2019: Committee meeting(s) and recommendations

Next Steps

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Resolution #XXXXXX

Instructing the Department to create the Multimodal Options Fund Committee for Senate Bill 18-001 consultation.

Approved by the Transportation Commission on (Insert Date).

WHEREAS, Colorado Senate Bill 18-001 made available $96.75 million for multimodal investments, otherwise known as the Multimodal Options Fund; and

WHEREAS, Senate Bill 18-001 appropriated $80.13 million of the Multimodal Options Fund for local multimodal projects;

WHEREAS, Senate Bill 18-001 directs the Transportation Commission to establish a distribution formula for the appropriated $80.13 million of the Multimodal Options Fund for local multimodal projects; and

WHEREAS, the distribution formula must be based on population and transit ridership; and

WHEREAS, the distribution formula must be developed in consultation with the Transit and Rail Advisory Committee (TRAC), Statewide Transportation Advisory Committee (STAC), Transit Advocacy Organizations, and Bicycle and Pedestrian Advocacy Organizations ; and

WHEREAS, Senate Bill 18-001 declares a complete and integrated multimodal transportation system benefits seniors by making aging in place more feasible, benefits residents of rural areas by providing them with flexible public transportation services, provides enhanced mobility for persons with disabilities, and provides safe routes to school for children; and

WHEREAS, the Colorado Department of Transportation (CDOT) staff recommends a Multimodal Options Fund Committee be the method for addressing the consultation requirements for Senate Bill 18-001, Multimodal Options Fund; and subsequently evaluated and analyzed potential committee membership and has submitted a recommended roster.

NOW THEREFORE BE IT RESOLVED, the Department is instructed to convene the Multimodal Options Fund Committee for consultation on the Senate Bill 19-001 Multimodal Options Fund distribution for local projects. The Multimodal Options Fund Committee shall be composed of the following representatives:

• Statewide Transportation Advisory Committee – Rural• Statewide Transportation Advisory Committee – Urban• Transit and Rail Advisory Committee• Colorado Association of Transit Agencies – Rural Transit• Bicycle Colorado – Bicycle• Walk Denver – Pedestrian• Colorado Commission on Aging - Aging in Place• Safe Routes to School Committee Representative - Safe Routes to School• Colorado Advisory Council for People with Disabilities - Enhanced Mobility for Persons with

Disabilities

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NOW BE IT FURTHER RESOLVED, the Multimodal Options Fund Committee as specifically constituted will sunset upon accomplishment of its purposes as defined by the Department. ______________________________________________ ____________________________________ Herman Stockinger, Secretary Date Transportation Commission of Colorado

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DATE: December 12, 2018 TO: Transportation Commission FROM: Herman Stockinger, Director, Office of Policy and Government Relations SUBJECT: Update on Gubernatorial Transition Purpose Discuss events regarding transition to Governor-elect Polis’ new administration, particularly as it relates to transportation. Action None- information only Events November 6: Election Day: Congressman Polis elected Governor November 9: Governor-Elect Polis launches Transition Committee and over the next several weeks names the following Transition Committees and member of the Transportation, Infrastructure and Local Affairs Committee:

• Transportation, Infrastructure & Local Affairs o Co-Chairs: CO House Speaker Crisanta Duran & Former CO House Minority Leader Sal

Pace o Members: Rutt Bridges, Lynn Guissinger, Eva Henry, Jim Mantele, Eppie Martinez, Tim

Mauck, Tony Milo, Bruce Nassau, Carla Perez, Dr. Florine Raitano, Fmr CO State Senator Chris Romer, and Kyle Zeppelin

o Work Groups: CDOT, Broadband, Department of Local Affairs • Economic Development & Labor • Consumer Services • Health & Human Services • Energy, Natural Resources & Agriculture • Education • Public Safety, Military & Corrections

November 28: Transportation, Infrastructure & Local Affairs Committee meets to discuss process for selection of CDOT and DOLA executive directors and receives brief overview presentations from CDOT, DOLA, CCI and CML. November 30: Transportation, Infrastructure & Local Affairs Committee conducts a Zoom-based telephone town hall to hear from the public on issues related to their committee. Week of December 3: Transportation, Infrastructure & Local Affairs Committee expects to narrow the candidate lists for CDOT and DOLA executive directors to 3-5 each before turning names over to Governor-elect Polis for consideration. Week of January 7: Transition Committees expected to provide an “Opportunities Report” to new administration for each area under their purview. Attachments

• None

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az

DATE: December 12, 2018

TO: Transportation Commission

FROM: Debra Perkins-Smith, Director, Division of Transportation Development

SUBJECT: Mobility Choice Blueprint Project

Purpose This memo is intended to provide the Transportation Commission members with a summary of the Mobility Choice Blueprint. Action Informational Item. Background The Mobility Choice Blueprint is a joint planning effort between the Colorado Department of Transportation (CDOT), Denver Regional Council of Governments (DRCOG), Regional Transportation District (RTD), and Mobility Choice (a non-profit initiative of the Denver Metro Area Chamber of Commerce) that seeks to establish a coordinated strategic direction for the evolving mobility of the Denver Metro related to walking, biking, driving, ride-hailing, and transit. Mobility Choice is governed by a Board of Directors composed of private and public sector members, representatives of DRCOG, RTD and CDOT, former local elected officials and economic development professionals. Michael Lewis represents CDOT on the Board of Directors. In addition to CDOT’s representation on the Board of Directors, Transportation Commissioner Karen Stuart is serving as one of the project’s Metro Ambassadors through her role as Executive Director of Smart Commute Metro North. In April 2018, the Mobility Choice Blueprint project team came to the Transportation Commission and detailed the 12-month process funded jointly by CDOT, DRCOG, and RTD, governed by the Mobility Choice Board of Directors, and managed by project consultant HDR. The project schedule and key milestones are listed below: At the October 2018 Transportation Commission Workshop there was a presentation and discussion on emerging mobility systems, such as shared mobility and vehicle technology; the initial organizing themes, such as safety and data; and how these relate to future challenges and opportunities as well as future planning scenarios. In addition, a few examples of tactical actions for implementation were identified to achieve the desired outcome for scenario planning. Developing these tactical actions has been the focus of the project team since the last presentation to the Transportation Commission.

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Details The Mobility Choice Blueprint set the following vision for the Denver metropolitan area: “Our metropolitan region employs a full array of flexible technology and services to maximize access to mobility choices connecting people of all ages, incomes and abilities to jobs, recreation, healthcare, amenities and other daily activities, enhancing and protecting our quality of life now and in the future.” To work towards this vision, the partners identified the following Mission (or purpose) for the Mobility Choice Blueprint: “The metropolitan agencies will collaborate, in partnership with community, nonprofit, and private sector leaders, to carefully consider a range of effective and efficient solutions to the challenges and opportunities presented by emerging mobility technologies. We will provide recommendations to encourage the most effective technologies and approaches, improving mobility to meet our long-term goals of enhanced quality of life and increased economic vitality across the metropolitan region.” The presentation at today’s workshop will share a range of future scenarios and then the tactical actions needed to achieve the Region’s desired future. The Blueprint recognizes that implementation of these tactical actions requires a partnership among agencies, local governments and the private sector. While the actions will require collaboration among all the partners, the unique knowledge, experience, and mission of the individual agencies will make them natural champions for specific actions. The actions for which CDOT could be a champion are highlighted in bold on Attachment A: Tactical Actions and are further detailed in the PowerPoint presentation (Attachment B). Many of these actions complement and enhance existing CDOT efforts. Next Steps December/January: The Mobility Choice Blueprint team will finalize the report, including recommended strategies and tactical actions, and develop an executive summary and video to communicate this information to agency staff, regional stakeholders and the public. Ongoing: CDOT staff will continue to collaborate with DRCOG, RTD, and other regional partners on the implementation of transportation technology projects with the potential for joint benefit. The data, recommendations, and lessons learned from the entire Mobility Choice Blueprint effort will be made available for consideration as an input into the forthcoming Statewide Transportation Plan and other CDOT planning efforts moving forward. In keeping with the terms of the original project MOU, the Mobility Choice Initiative will sunset at the end of 2018. Attachments

Attachment A: Tactical Actions Attachment B: Mobility Choice Blueprint Presentation

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Tactical Actions

DRCO

G

CDOT

RTD

Cham

ber

CCD

Objective 1: Regional Collaboration1.1 Establish Mobility Technology Advisory Committee ⚫ ⚫ ⚫1.2 Establish a new entity to pursue mobility technology implementation ⚫ ⚫ ⚫ ⚫1.3 Engage university resources to develop technology mobility research and development ⚫1.4 Establish a Regional Smart Mobility Navigator ⚫1.5 Support Legislative efforts to ensure that automated vehicles operate safely ⚫1.6 Make mobility as a service available to all ⚫1.7 Develop regional guidelines for drone delivery and drone passenger travel ⚫

Objective 2: Seamless Transportation2.1 Evaluate technology upgrades and interoperability in transportation construction projects included in the TIP ⚫2.2 Prepare for technology upgrades and interoperability in transportation construction projects ⚫ ⚫2.3 Accelerate testing of bicycle/pedestrian detection on arterials ⚫2.4 Implement Universal Transit Priority ⚫ ⚫2.5 Implement traffic signal control technology on all major regional arterial corridors ⚫2.6 Pilot integrated corridor management (ICM) on 10 arterial corridors ⚫2.7 Implement "smart corridor" operations on all metro area freeways. ⚫2.8 Coordinate Transportation System Management and Operations (Traffic Management Centers) ⚫2.9 Pilot connected vehicle technologies on mountain corridors ⚫

Objective 3: Shared Mobility3.1 Develop a universal mobility app for trip planning and payment ⚫3.2 Adopt a Regional Compact defining common standards for micromobility services ⚫3.3 Develop incentives to improve TNC operations ⚫ ⚫3.4 Implement Curbside Management Standards ⚫ ⚫3.5 Pilot neighborhood scale mobility hubs ⚫ ⚫3.6 Pilot modular lanes ⚫3.7 Pilot private sector point to point mobility ⚫3.8 Pilot smart parking at Park-n-Rides ⚫

Objective 4: Data Security and Sharing4.1 Establish a Regional Mobility Data Platform ⚫ ⚫ ⚫4.2 Establish data sharing requirements for private sector roadway uses ⚫

Objective 5: Mobility Electrification5.1 Incentivize TNCs to use electric vehicles ⚫5.2 Create an electrified mobility development program and implement key actions ⚫5.3 Establish an aggressive, agreed-upon goal to transition government fleets to zero-emission vehicles ⚫ ⚫

Objective 6: Driverless Vehicle Preparation6.1 Pilot driverless microtransit to increase public exposure to AV technology ⚫6.2 Minimize zero occupancy and encourage high shared use of driverless automated vehicles ⚫

Objective 7: New Transportation Funding7.1 Expand DRCOG funding earmark for a mobility technology innovation fund ⚫7.2 Explore the concept of a Road Usage Charge for Colorado ⚫7.3 Support Legislative efforts to ensure that automated vehicles generate appropriate funding ⚫

Initiator

DRAFT Rev. December 4, 2018 Attachment A

⚫

⚫

⚫

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1

TITLE PAGE

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2

UNIFIED VISION

A partnership of public and private organizations focused on changing how we move – and making the Denver metro area a better place to work and live.

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Identifying potential for efficient technology-leveraged investments

Pilot projects with private sector partners and continued participation of the business community

Collaboration of CDOT, RTD, and DRCOG policies, programs, and transportation investments

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4

MOBILITY CHOICE BLUEPRINT VISION

Our metropolitan region employs a full array of flexible

technology and services to maximize access to mobility choices

connecting people of all ages, incomes and abilities to jobs,

recreation, healthcare, amenities and other daily activities,

enhancing and protecting our quality of life now and in the future.

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5

MOBILITY CHOICE BLUEPRINT MISSIONThe metropolitan agencies will collaborate, in partnership with community,

nonprofit, and private sector leaders, to carefully consider a range of effective

and efficient solutions to the challenges and opportunities presented by

emerging mobility technologies. We will provide recommendations to encourage

the most effective technologies and approaches, maximizing mobility to meet our

long-term goals of enhanced quality of life and increased economic vitality

across the metropolitan region.

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6

TECHNOLOGY OVERRUN

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7

MOBILITY CHOICE BLUEPRINT

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8

THEMES AND OUTCOMES

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9

OBJECTIVES• Regional Collaboration

• Seamless Transportation

• Shared Mobility

• Data Security and Sharing

• Mobility Electrification

• Driverless Vehicle Preparation

• New Transportation Funding

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TACTICAL ACTIONS: CDOT AS INITIATOR

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11

• Establish Mobility Technology Advisory Committee

• Establish a new entity to pursue mobility technology implementation

• Support Legislative efforts to ensure that automated vehicles operate safely

• Develop regional guidelines for drone delivery and drone passenger travel

REGIONAL COLLABORATION

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12

• Prepare for technology upgrades and interoperability in transportation construction

projects

• Implement “smart corridor” operations on all metro area freeways

• Coordinate Transportation System Management and Operations (Traffic Management

Centers)

• Pilot connected vehicle technologies on mountain corridors

SEAMLESS TRANSPORTATION

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13

• Pilot modular lanes

SHARED MOBILITY

DATA SECURITY AND SHARING

• Establish a Regional Mobility Data Platform

MOBILITY ELECTRIFICATION

• Establish an aggressive, agreed-upon goal to transition government fleets to zero-

emission vehicles

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14

• Minimize zero-occupancy and encourage high shared use of driverless automated

vehicles

DRIVERLESS VEHICLE PREPARATION

NEW TRANSPORTATION FUNDING

• Explore the concept of a Road Usage Charge for Colorado

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15

• Initiators for tactical actionso Continued collaboration

• Additional partners and potential new entities

BLUEPRINT IMPLEMENTATION

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16

THANK YOU

QuestionsPage 52 of 127

Purpose Provide update on Mobility Next, a continuation of our partnership with the other public agencies involved with Mobility Choice, setting the stage on how we collaborate to implement Advanced Mobility solutions. Provide background and a forum to have a larger policy discussion regarding advanced mobility and CDOT’s strategic investments. Action None Details Mobility Next: Over the last few months, and as we announced at the Transportation Summit, we have been exploring the potential of a new mobility partnership with our government partners including Denver International Airport, City and County of Denver, RTD, us, E470, DRCOG, as well as private sector partners, large companies, start-ups and others. The Mobility Next concept is an opportunity to band together to make Colorado a smart mobility “do-lab” and not a “test-lab”, helping to move Colorado forward. MobilityNEXT would be the first of its kind statewide collaborative do-lab for public and private entities to collaborate, train and execute scalable and deployable projects. The lab would be based in DEN building at Pena Station NEXT, with potential of having staff from all organizations co-located to solve mobility challenges. The public teams would provide deep insights into their real-world problems and challenges as well as open up their extensive transportation systems to trial and live, real world testing and scalable demonstrations by the commercial members, large and small. Large commercial partners would work with their public counterparts in their respective pillars, e.g. automotive, aviation, or logistics, leveraging unprecedented access to real transportation systems in a supportive legislative environment. Finally, innovative start-ups would be able to test their ideas faster with this access, both to the transportation systems and their large commercial peers. Together, these three entities (public, large commercial and start-ups) would drive actionable innovation faster than any other comparable center, helping Colorado remain at the forefront of transportation innovation. CDOT has signed a non-binding LOI and is continuing discussions with other public agencies to explore our involvement and the details of the partnerships.

Advanced Mobility Discussion: CDOT is considered a national leader with its strategic, innovative, and programmatic approach to building the digital infrastructure of the future to support connected and automated mobility. It is also leading in the focus on what’s next in sustainable mobility, including electrification, Mobility on Demand and new infrastructures and technologies. This discussion is how to balance these strategic investments in building tomorrow’s infrastructure with the needs of today. Attachments Presentation

DATE: December 3, 2018

TO: Transportation Commission & Technology Committee FROM: Amy Ford, Chief of Advanced Mobility

SUBJECT: Mobility Next and Advanced Mobility

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Overview, December 2018Page 54 of 127

As you know, the U.S. is facing an infrastructure crisis across all modes of transportation 2017 Infrastructure Report Card

2

ZZZZZ

RailPorts

Aviation Bridges

C+D

C+ B D

Inland Waterways

D

Transit

D-

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So, how can we overcome this immense challenge?

3Page 56 of 127

The key to overcoming this funding challenge is to accelerate the adoption of advanced technologies

Perf

orm

ance

Time

R&D

• Leverage R&D

Early Adoption

• Drive Early Adoption

Commercialization

• Accelerate Commercialization

Maturity

Decline

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5

This can be done by concentrating an array of P3 stakeholders into a highly collaborative environment at a broad scale

Public

Commercial

Startups

P3 Members bring people, capital and networks…

… to drive innovation in and across selected Mobility Pillars

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6

IntermodalFocused on single mode of

mobility (e.g. Auto or Aviation)Multiple modes of mobility, allowing for intermodal solutions

Research CommercializationAcademic research, early-stage testing,

and limited deployments/scalability. Later stage deployments, and unprecedented scalability offered by leveraging an entire state.

Mobility Centers are primarily focused on… MobilityNEXT—in contrast—covers…

While mobility centers exist across the U.S. and world, all lack the breadth of modes and scale of MobilityNEXT

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7Page 60 of 127

Membership in MobilityNEXT provides members with unique value

8

Traveler Security

Insurance

Data Analytics

Financing Models

Vehicle Electrification

Intermodal Optimization

Automotive Aviation Mass Transit Logistics Future

Core Services:Public-Side Challenge IDCommercial-Side Challenge IDMashupsDeployment CoordinationFacility Management & ServicesConcentrator Event Management

Ancillary ServicesLegalSolution DesignService DesignFacilitation ServicesBusiness Case/Financial AnalysisEvent PlanningInvestment Advisory ServicesBack Office Administration

SERVICES

Pillars

Pro

gram

s

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Public Agencies are the core of MobilityNEXT

9

To provide the best multi-modal transportation system for Colorado that most effectively and safely moves people, goods, and information.

Connect public and private entities in a highly collaborative, statewide environment to quickly test, implement and scale new mobility technologies.

A state of the art facility designed from the ground up to drive collaboration between Public and Commercial entities

CDOT Mission Statement

MobilityNEXT Supporting Mission

MobilityNEXT Member Services

MobilityNEXT Facility

Pillars Programs Core Services Ancillary Services

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What is the value to Public Agencies?

10

Exposure & Insights Speed

Scale Economies

Employee Development

LeadershipReal Collaboration

Indirect / Colorado Benefits

Economic Development

Standard Setting

Share costs across agencies and large commercial members

Leading state in transportation? Colorado

All resources in one, focused setting to drive accelerated deployments

Grow employees by participation with leading

global companies

Global players; global insights

One facility, one State and many global

transportation innovators

Federal Support Opportunities

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MobilityNEXT Management & Governance

11

MobilityNEXT Management

Committee

Automotive Pillar Leadership Committee

Aviation Pillar Leadership Committee

Mass Transit Pillar Leadership

Committee

Logistics Pillar Leadership Committee

Future Pillar Leadership

Committee (s)

Program 1 Leadership Committee

Program 2 Leadership Committee

Program n Leadership Committee

User Advisory Committee

Expert Advisory Committee

MobilityNEXT Project Office

Project Team 1

Project Team n

Project Team 1

Project Team n

Project Team 1

Project Team n

Project Team 1

Project Team n

Project Team 1

Project Team n

Program Team

Program Team

Program Team

Set overall direction and provide oversight of MobilityNEXT.

Experienced leaders from wide ranging fields, including public service, technology and other relevant areas.

Leaders from across Colorado that are open to advising members on their challenges with current mobility modes.

Where CDOT can participate

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Located at Pena Station NEXT, the MobilityNEXT “concentrator” is a state of the art, purpose-built facility offering members constant collaboration.

Developed by DEN, this facility houses public agency personnel, commercial teams, and innovative startups, as well as:

• DEN Employees• [CDOT’s TOC]• [RTD Integration into TOC]• …

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MobilityNEXT launched September 2018 and will use temporary facilities until the DEN developed facility opens in 2021

2018 2019 2020 2021

Pillar Milestones

Program Milestones

Service Milestones

Mobility Concentrator (Facility) Milestones

Other Key Milestones

•Auto Pillar launch around V2X•Aviation Pillar launch around

•Mass Transit Pillar launch•Logistics Pillar launch

•Mobile Payments •Electrification

•Virtual Grand Opening

•Building Opening•Construction Start

• ITS Americas NA conference in Denver (TBD)

•Traveler Security •Construction

• Initial Ancillary Services •Additional Ancillary Services

Temp Facilities

13

•Launch Announcement

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Public / Non-Profit Large Commercial Startups Key Supporters

Initial Interest to Contracts

Additional Target Members

Already almost 40 potential supporters and members from around the world have shown sincere interest in joining MobilityNEXT

14Page 67 of 127

CDOT will be a key partner of Mobilitynext!

15Page 68 of 127

16Page 69 of 127

ADVANCED MOBILITY: NEXT FIVE YEARS

2

1

3Internet of Roadways Total Miles: +2,000

CONNECTED & AUTONOMOUS MOBILITYInfrastructure For Navigation & Maneuverability: Striping & Signing, Standards, Interoperable Data, Work Zone & Lane Closure Data, V2X Infrastructure

Operations Strategies: Signal Operations, Variable Speed Limits, Platooning, Winter Operations

Connect to Local Destination/Mobility Centers: Consistent Physical & Digital Infrastructure Standards (Broadband, Wi-Fi, Electric Charging)

SUSTAINABLE MOBILITY

2

1 Electrification: Charging systems, Solar Generation, Inroad Infrastructure Mobility on Demand: Trip Planning/Payment Platforms, Services (First/Last mile, Car/Ride Sharing, Mobility Centers)

3 New Infrastructure/Technology: Rapid Speed/Hyperloop, Vertical Take Off/Landing Vehicles, Smart Pavement, Smart Truck Parking

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ADVANCED MOBILITY: MOBILITY OPERATIONS

Foundational Infrastructure

Data Intelligence

Highway Automation

$6M $23.5M $1M

Fiber Optics ITS Sensors Leverages Public-Private

Partnerships Supports Rural Broadband Operations Center Co-

Location with CSP

V2X Ecosystem (Panasonic-$17.4M)

Internet of Roadways (V2X roadway network)

Data Analytics Intelligence System (DAISy)

Planning Standards Development Work Zone Data Proposed Striping

Improvements

FY19 Investments

• Does not include Asset Management Page 71 of 127

ADVANCED MOBILITY: ROADX

RoadX Projects

$12M

Smart 25 ($7M) Smart Pavement (up to $1M) Smart Truck Parking ($500k) Bicycle Pedestrian Challenge

($250k) Rapid Speed Travel ($250k) Rural Road Challenge (up to

$250k)Upcoming

Smart Powered Lanes Urban Air Mobility Workforce of the FuturePage 72 of 127

Colorado Transportation Commission Workshop and Meeting Minutes

November 14 & 15, 2018

PRESENT: Shannon Gifford, Chair, District 1 Luella D’Angelo, District 3 Ed Peterson, District 2 Karen Stuart, District 4 Kathy Gilliland, District 5 Kathy Connell, District 6 Kathy Hall, District 7 Sidny Zink, Chair, District 8 Rocky Scott, District 9

William Thiebaut, Vice-Chair, District 10 Steven Hofmeister, District 11

ALSO PRESENT: Michael Lewis, Executive Director

Josh Laipply, Chief Engineer Herman Stockinger, Government Relations Director Amy Ford, Director of Advanced Mobility Paul Jesaitis, Region 1 Transportation Director Karen Rowe, Region 2 Transportation Director Michael Goolsby, Region 3 Transportation Director Mike McVaugh, Region 5 Transportation Director Kathy Young, Chief Transportation Counsel

AND: Other staff members, organization

representatives, and the public

An electronic recording of the meeting was made and filed with supporting documents in the Transportation Commission office.

Note: Materials for specific agenda items are available here: https://www.codot.gov/about/transportation-commission/documents/2018- agendas-and-supporting-documents/november-2018

Signed Resolutions for November TC are here: https://www.codot.gov/about/transportation-commission/approved-resolutions/2018- approved-resolutions/november-2018

The Transportation Commission Workshops were Wednesday, November 14, 2018 and the regular meeting was Thursday, November 15, 2018. Both the workshops and the regular meeting took place at the Colorado Department of Transportation Headquarters at 2829 W. Howard Place, Denver, CO 80204. Documents are posted at http://www.coloradodot.info/about/transportation-commission/meeting-agenda.html no less than 24 hours prior to the meeting. The documents are considered to be in draft form and for information only until final action is taken by the Transportation Commission. Page 73 of 127

https://www.codot.gov/about/transportation-commission/documents/2018-agendas-and-supporting-documents/july-2018https://www.codot.gov/about/transportation-commission/documents/2018-agendas-and-supporting-documents/july-2018https://www.codot.gov/about/transportation-commission/documents/2018-agendas-and-supporting-documents/july-2018https://www.codot.gov/about/transportation-commission/documents/2018-agendas-and-supporting-documents/july-2018https://www.codot.gov/about/transportation-commission/approved-resolutions/2018-approved-resolutions/july-2018https://www.codot.gov/about/transportation-commission/approved-resolutions/2018-approved-resolutions/july-2018https://www.codot.gov/about/transportation-commission/approved-resolutions/2018-approved-resolutions/july-2018

Transportation Commission Workshops Wednesday, November 14, 2018 1:00 pm to 4:20 pm Attendance: Ten Commissioners attended; Commissioner D’Angelo was excused (for Workshops preceding the SWP Committee). Right of Way Workshop (Josh Laipply)

Purpose: The purpose of the workshop was to discuss five right-of-way (ROW) acquisition (negotiations), four for settlement authorization requests, and three for condemnation proceedings.

Action: Prepare to act on agreed upon proposed acquisitions and settlement condemnations at the regular Commission meeting.

The five projects with requests for authorization of property acquisitions for November 2018 included:

• Region 1 o I-25: 120th Avenue (SH 128) to SH 7, Project Code: 22703 o SH 83A (Leetsdale) – Mississippi to Colorado (SH 2), Project Code 21208 o I-70 Westbound Peak Period Shoulder Lane, Project Code 21893

• Region 2 o US 24 Passing Lanes near Peyton, Project Code: 20917

• Region 4 o Advanced ROW acquisitions for US 85 at WCR 44, Project Code 22874

The four projects with requests for settlement authorization requests for November 2018 included:

• Region 3 o SH 24 Battle Mountain Pass, Project Code: 21767 o US 6 and I-70B Clifton Roundabout, Project Code: 21415 o SH 340 Redlands Parkway Phase 2, Project Code: 21411

• Region 5 o US 550 South Connection, Project Code: 19378

The three projects with requests for condemnation authorization requests for November 2018 included:

• Region 4 o US 34 &US 36 FLAP Estes Park Couplets, Project Code: 20298

• Region 5 o US 550 South Connection, Project Code: 19378 (multiple parcels) o US 160 Passing Lanes North of Towaoc, Project Code: 20325

Discussion: • Comments on acquisition authorizations – None.

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• Settlements confirmations – Commissioner Zink asked about how settlement amounts compare to fair market value for properties. Josh Laipply, CDOT Chief Engineer, noted that CDOT does their own appraisal and the property owner can also get an appraisal.

• In terms of Region 5 properties, per Mike McVaugh, the CDOT Region 5 Transportation Director, and the condemnation proceedings are just in case negotiations do not work. Getting close to agree upon values with property owners in Region 5.

• Pertaining to condemnation requests for Region 4 the project is the Estes Park Couplets, which is a Central Federal Lands (CFL) project, that received a Federal Lands Access Program (FLAP) grant, and had an Environmental Assessment (EA) done last year. Project is converting US 36 and US 34 into one-way roads in Estes Park. This will help traffic flow. Presented this to TC last month but we received additional comments so we tabled this month.

• The attorney that represents all three land owners along the US 34 & US 36 FLAP Estes Park Couplet, Steve Nagy, of Alderman Bernstein, spoke and made some comments.

• The three land owners are, Culp and Slaydon and the Minglewood LLC property owners, the Whyards.

• Steve Nagy requested that an additional public hearing be held to hear from the Minglewood LLC property owners, who have raised concerns. Mr. Nagy also raised concerns regarding the process the Commission is using to abide by the Americo ruling, and that the packet contents were not complete.

• Josh Laipply explained that condemnations are highlighted with the TC in more detail before any action is taken to move forward with condemnation proceedings. Property information in the TC packet is very detailed.

• Corey Stewart of CDOT, attending on behalf of Region 4 Transportation Director, Johnny Olson, explained that the property owners were met with three times during the Environmental Assessment process.

• Commissioners Zink, Thiebaut, Connell, Gilliland, and Hofmeister added their comments, and agree that the property is needed for the public interest, that condemnation will not take effect immediately, and that there is more time for negotiation to occur, even if action is taken today.

• Commissioner Gifford asked to hear more about floodplain issues for the property.• Kathy Young of the Attorney General’s Office noted that sound engineering was of

part of the analysis that went into the decision to identify this property as a public need.

• CDOT Executive Director, Mike Lewis noted that this is a healthy discussion. We have been through many condemnations and the Regional Transportation Directors go through what is needed and why for every project very rigorously. This process is not taken lightly. The Chief Engineer is tasked with ensuring a taking is necessary. A lot of public process has taken place to date to get us here. The property owner can come to this meeting to state their case.

• Josh Laipply explained in detail, using a map with an overlay of project boundaries on the property lines, the rationale for why the property is needed for this project.

• Josh Laipply and Corey Stewart are to work with the Minglewood LLC attorney off-line to get specific dates and other information to him and his client.

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Budget Workshop (Jeff Sudmeier) Purpose: This budget workshop summarized information regarding the following FY 2019-20 budget topics: 1) FY 2019-20 Proposed Annual Budget (presented on one spreadsheet); and the 2) FY 2019-20 Proposed Budget Allocation plan (Narrative Budget). Action: The Transportation Commission (TC) is being asked to review and approve the FY 2019-20 Proposed Annual Budget this month and the FY 2019-20 Proposed Budget Allocation Plan. The TC will be asked to adopt the final budget after revenue forecasts are updated. Jeff will come back in February to discuss adoption of the FY 2019-20 budget in March 2019. The FY 2019-20 Proposed Annual Budget is balanced, with all flexible revenue allocated. Revenues specific to a program are considered inflexible (i.e., Fast Act and State mandated programs such as safety Education and Aeronautics) and have been automatically adjusted based on the FY 2019-20 Revenue Forecast. Asset Management and Maintenance programs are funded according to the FY 2019-20 Asset Management Planning Totals, approved by the TC in August 2016. All other program revenues are considered flexible and are estimated based on the FY 2018-19 budget amounts as adopted by the TC in March 2018 (and amended in August 2018). The final draft of the FY 2019-20 Proposed Annual Budget reflects the following changes:

• Administration - The Administration line was increased by $2.4 million to

account for common policy changes, most notably an increase in the Office of Information Technology (OIT) rates for $1.8 million.

• Bridge Enterprise Allocations were updated to reflect the Bridge Enterprise’s FY 2019-20 Work Plan budget submission and priorities of the enterprise, which includes increased maintenance costs for new Bridge Enterprise structures. As such, Maintenance was increased $150,000, Bridge Preservation was reduced by $100,000, Administration and Legal was reduced by $171,700, and Bridge Enterprise Projects was increased by $121,700.

• HPTE Fee for Service The fee for service line for HPTE was increased from $5.2 million to $5.6 million based on the FY 2019-20 Work Plan budget submission. The TC and HPTE Board will be asked to approve the FY 2019-20 HPTE Fee for Service in March, 2019.

• TC Program Reserve The TC Program Reserve line was decreased from $11.5 million to $8.7 million to compensate for the increases to the Administration line and the HPTE Fee for Service line.

Discussion: • Jeff Sudmeier, CDOT Chief Financial Officer, provided an overview of both

formatting and substantive changes to the budget since it was brought to the TC previously.

• A discussion ensued between Jeff and Commissioner Zink regarding the document being a budget vs. a document of revenue allocation, and can cause confusion. Jeff explained that the budget now only shows allocation for a single year’s worth of revenue (no roll forward funds from previous years or unspent funds are Page 76 of 127

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represented here). As soon as January 2019, Jeff will come back to the TC with a new view of the budget that is more comprehensive and includes roll forwards from previous years in a companion report.

• Other questions related to the roll forwards not shown in the annual budget were raised, and Jeff answered the questions to the TC’s satisfaction.

• Commissioners asked about their interviews with the Auditor and if any results have come back yet. Jeff responded not yet - public performance audit results will not be available until June.

CDOT Funding Request for NSFLTP Grant Match (Mike McVaugh) Purpose: The Department is requesting a TC commitment of matching funds for a proposed Nationally Significant Federal Lands and Tribal Program (NSFLTP) Grant application. Action: Staff is requesting TC approval to budget a total of $26 million to the US 550 – Animas Crossing NSFLTP Project using Commission directed funding. This NSFLTP project is a unique and exciting opportunity that would help the Department work toward the completion of one of Region 5’s highest priority corridors. The requested funds would only be needed if the grant application is successful. The US 550 – Animas Crossing Project is part of CDOT’s long-range planning efforts to enhance safety and mobility for the entire area of southwest Colorado. Since US 550 was identified as a strategic highway corridor in the Strategic Transportation Project Investment Program 19 years ago, there has been continued support for the needed improvements to this corridor at the state and local levels. In a partnership with CDOT, the Southern Ute Indian Tribe (SUIT) has offered to sponsor the submittal of a NSFLTP Grant application for the project. Applications are due in December 17, 2018. Since this section of US 550 plays a vital role in Tribal member access to Southern Ute Indian lands, the Tribe has a significant and vested interest in the completion of this project. As part of the application process, the Department is discussing additional financial support from the Tribe. Since the grant program limits eligible applicants to Federal Land Management Agencies and Indian Tribes, we believe that this is a unique opportunity to partner with the SUIT and propose a highly competitive project proposal. Discussion:

• Josh Laipply introduced proposed grant concept. More details are available in the TC packet. Staff is requesting $15 million from TC contingency and $59.7 million in federal funds. We will only need the money if a grant win is successful.

• Mike McVaugh, explained that CDOT is well-positioned because of the Southern Ute Indian Tribe (SUIT) sponsorship. Other DOTs do not have sponsors behind them. Will also use right-of-way to cover costs of the match also.

• Mike Lewis explained that it is important to leverage dollars when we can as we are with this grant opportunity. We just need to make sure we are still making the best investments when expending our dollars.

• Mike McVaugh noted that the project is definitely needed. The project bridge is deteriorating and needs replacement; there are holes in the deck; rockfall events

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are significant at this location too. Maintenance staff has removed rockfall and then repaved, with rockfall occurring again.

Rest Areas (Debra Perkins-Smith)

Purpose: the workshop was held to update the TC on the function and condition of CDOT Rest Areas, demonstrate why Rest Areas are an important safety feature for our highway system, and present recommendations for a sustainable Rest Area Program. Action: Approve change of concept for a sustainable Rest Area Program at CDOT. Structure of a Proposed Rest Area Asset Program CDOT Rest Areas are aging and in need of significant capital investments. CDOT Rest Area Buildings currently have an average asset condition rating of a “C”. However, this rating will decline significantly and rapidly unless changes are made to the way CDOT manages and maintains rest areas. Currently, Rest Areas do not have their own asset category and must compete with other funding needs, typically for Regional Priority Program (RPP) and Maintenance dollars. Additionally, user experience at CDOT Rest Areas goes beyond the condition of the building structure alone. For instance, proper lighting, adequate parking, clean and regularly maintained restrooms, proper signage, and other safety amenities to ensure travelers feel safe at CDOT Rest Areas 24/7 are also important factors in assessing rest area condition. CDOT Rest Areas have terrible reviews on Google. This indicates that CDOT needs additional performance metrics in place for evaluating Rest Area condition. To this end, CDOT is proposing that Rest Areas become a separate asset category under Property Management. This will allow Rest Areas a separate funding structure for capital improvement and controlled deferred maintenance. Staff is also working to build a separate rest area level of service (LOS) into the overall Maintenance Level of Service (MLOS). Thereby, Rest Areas will also connect with the Maintenance Division with the creation of a Maintenance Program Area (MPA) dedicated just to the maintenance and operations of Rest Areas. Critical Rest Area Needs: In addition to the regular yearly maintenance needs, the Rest Area Study identified that approximately $28 million dollars in capital improvements are needed to rehabilitate CDOT rest areas. Most critical of these capital improvement needs include:

• Vail Pass Rest Area waste water upgrade – $2-$3 million o The Vail Pass Rest Area is in need of a waste water upgrade. The waste

water system issues at Vail Pass Rest Area have reached such a critical point that CDOT is forced to close the rest area for two days per week so that the system can recover and be ready for weekend traffic. This closure results in a heavier usage of portable sweet smelling toilets (SST) at other sites, which are also at capacity. The expense of maintaining the SSTs is $60,000 per year, which could be eliminated if there was a functioning waste water system in place. Additionally, the waste water upgrade would reduce current maintenance costs by 20-30%.

o The Vail Pass Rest Area is a focal point for Colorado. With well over 2,500 visits a day, it is the most utilized CDOT rest area and is important for

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many safety reasons. The Vail Pass Rest area is also at or over capacity for truck parking most every day.

• Pueblo Rest Area Improvements - $2 - $3 million o The Pueblo Southbound Rest Area is also in need of a critical waste water

upgrade. This rest area must often be closed due to waste collecting to unsafe levels. It costs CDOT approximately $200,000 each time this happens to clean it out. The waste water upgrade would reduce maintenance costs by approximately $25,000 per year.

o With over 1,000 visits a day, the well-utilized Pueblo Southbound Rest Area is an essential safety feature for I-25.

• Rest Area Programmatic needs: o $100, 000-500,000 to fully build Rest Area LOS into the Maintenance

Level of Service (MLOS) system. o Web-based security cameras. Cameras would record illegal activity and

help police spot real-time problems. o Appropriate signage informing the public of the presence of above security

cameras. o Hersch Badge Systems on all Rest area doors; the same system is used

throughout CDOT in order to lock down a facility remotely. o Solar trash cans- they compact refuse automatically and notify via phone

app when full. Reduces maintenance time / resource needs with just-in-time information.

o Replace existing facility windows and doors with more energy efficient models to reduce heating/air costs.

o Convert old lever flush toilets to sensor based low-flow toilets to maintain a clean appearance and reduce water usage.

o Permanent vehicle counters at Rest Area entrances to keep accurate count of facility users for annual reporting.

Discussion:

• Debra Perkins-Smith, CDOT Division of Transportation Development (DTD) Director, provided an overview of the purpose of Rest Area Phase 1, which was to develop a policy for CDOT’s Rest Areas, which do not have any funding assigned to them.

• The study was an extensive collaboration between CDOT staff, the Colorado Tourism Office Welcome Center Program, and the Statewide Transportation Advisory Committee (STAC) members.

• Debra also announced that Marisa Gaughan is now the manager of the CDOT Statewide and Regional Planning, under the Multimodal Planning Branch of DTD. Marissa also led the Phase 1 Rest Area Plan.

• Marissa provided an overview of Phase 1 of the Rest Area Study. o Identified State standards o Reviewed Rest Areas o Developed policy guidance o Determined expenditures to date o Developed a draft recommendation for a sustainable Rest Area Program o Study concluded that all Rest Areas should remain open (with the

exception of Deer Trail Rest Area that is already closed) o Recommend Rest Areas to become their own asset program with funding. o Conducted safety analysis and identified crash patterns – drowsy driving

is a big concern (roughly 9.5 percent of crashes). Page 79 of 127

o Rest Areas are well used, but many also need improvements o Closing them is not the answer as closures are not well received. o Evaluation of Rest Areas identified 4 as not needed –one was Deer Trail,

and the other three were found to be low cost facilities that would be proper to keep open- Elk Springs, Meeker and Cortez.

• Commissioner Connell noted that Meeker in the I-70 Resiliency Plan noted it is needed for truck use when I-70 closes.

• Commissioner Stuart told of when she visited the Trinidad Rest area was very busy and in terrible shape early on a Saturday morning. Need to be sure if maintenance work is contracted out, it is getting done. It was a real eye opening experience.

• Some Rest Area maintenance is contracted out, while CDOT Maintenance staff takes care of others.

• Commissioner Hall said in Parachute, a partnership with the towns is working and Rest Areas are really good and get folks off the road. The one at Edwards is beautiful and well maintained. Eagle has a partnership.

• Marissa noted that the Rest Area Study highlights the existing partnerships and is a good resource for information.

• Debra recommended treating these facilities like assets and to place them in our maintenance program. CDOT has support from the Executive Management Team and Regional Transportation Directors on this. Asked if the TC would support this approach.

• Commissioner Gilliland expressed her support for this approach. • The concept for using public private partnerships (P3) are limited by federal law

for Rest Areas along Interstates, and we can only provide vending machines vs. other amenities that have the potential to compete with private businesses.

• Mike Lewis mentioned that we would need to go through legislation to change this for state highways. For promoting this Federal change, CDOT has worked with the American Association of Highway and Transportation Officials (AASHTO) on this, but it has not yet been successful.

• Commissioner Scott noted that this would be a trade-off between Rest Areas and passing lanes. Rest Areas are not CDOT’s specialty or area of expertise, consider moving Rest Areas off the interstates and leaving them to private businesses.

• Debra explained that the first phase was to make sure Rest Areas were needed, next year we will determine potential funding sources.

• Commissioner Hofmeister suggested the Colorado Tourism Office help us with the Rest Areas.

• Commissioner Connell asked if partnerships with the U.S. Forest Service was an option. The answer was that the U.S. Forest Service desires in many instances for CDOT to take theirs over.

• The Commission concurred to move forward with the approach to consider Rest Areas as an asset.

Transit & Intermodal Committee (David Krutsinger) Attendees: T&I Commissioners – Peterson (Chair), Gilliland, Thiebaut, Stuart, and Hall – all were in attendance Agenda

• Transit Asset Management Plan – Michael Snow, CDOT Division of Transit and Rail (DTR) Transit Assets Manager Page 80 of 127

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o Purpose: to present CDOT’s Final Group Transit Asset Management (TAM) Plan for Colorado’s Tier 2 transit agencies.

o Action: TC adoption requested on November 15. Background: In September, 2018 CDOT’s Division of Transit & Rail

(DTR) completed the State’s Group TAM Plan, satisfying the FTA’s October 1 deadline for the 53 participating Tier 2 public transportation providers. The recommended resolution for Transportation Commission adoption is presented in the packet and the final TAM Plan document is available on DTR’s website at https://www.codot.gov/programs/transitandrail/plans-studies-reports/2018-TAMplan/view

The Group TAM Plan is a business model that uses the condition of assets to guide the optimal prioritization of capital spending in order to keep the transit system in a State of Good Repair. As the Group Plan sponsor, CDOT carries the responsibility to develop the TAM Plan and report targets and measures to the National Transit Database (NTD) on behalf of participating agencies. Per the TAM Rule, the Group TAM Plan must contain the following elements:

₋ An inventory of the number and type of capital assets including: Rolling Stock (vehicles), Facilities, and Equipment.

₋ A condition assessment of inventoried assets ₋ A description of the analytical processes and decision-

support tools used to estimate capital investment needs over time, and to develop a prioritization of investments.

₋ A ranked prioritization of needed capital projects based on reasonably anticipated Federal, State and local funding available.

o Discussion: Illustrative targets for plan is to capture 28% of the fleet and 38% of

the Transit providers. Some transit providers wrote their own plans. DTR will approve the TAM and come back in six months with a

more comprehensive TAM measure and target for PD 14. No comments were raised and it is assumed that the TC will

approve the TAM tomorrow

• State Transit Plan Discussion – Nate Vander Broek, Statewide Transit Plan Project Manager

o Purpose: Seek input and advice from the Transit & Intermodal Committee, which will be used to structure the approach to the Statewide Transit Plan Update and address TC suggestions to integrate transit more in future work.

o Action: Discussion only - no action is required. o Background: This discussion will be used to structure the approach

toward plan integration of the Statewide Transportation Plan and Statewide Transit Plan documents. Policy Directive 14 is the starting point for planning and

performance measures. Through performance measures, PD 14 sets the direction and priorities for the projects CDOT should implement and the activities or operations that should be measured in delivering customer service. The resultant priorities are also reflected in the way CDOT determines budget allocations. The four Page 81 of 127

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key goal areas are: (1) Safety, (2) Infrastructure Condition, (3) System Performance, and (4) Maintenance. If CDOT were to integrate modes “better”, in which of the goal areas would that integration be most noticeable?

Planning documents have increasingly included all modes. The 2040 Statewide Transportation Plan (published in 2015) identified (1) Safety, (2) Mobility, (3) Economic Vitality, and (4) Maintaining the System as the goals for future investment. Each modal plan provides further details to the overall strategy communicated by the Statewide Transportation Plan. If done well, how would “better” integration of modes most affect the goals of mobility and economic vitality? Next Steps: Provide T&I input to a newly-forming TRAC Sub-committee for the Statewide Transit Plan.

o Discussion: • How can integration be used in Statewide Transit Plan

• PD 14 goals described. If CDOT integrates where in goal areas should all modes be captured?

o Commissioner Stuart pointed to system performance. o Commissioner Gilliland agreed with emphasizing

system performance that also increases safety. o Commissioner Peterson also agreed with system

performance for the multimodal system. This is a good question to consider for Statewide Transportation Plan (SWP) too.

• If done well – how would goals influence maintenance and economic vitality and integration of all modes?

o Commissioner Gilliland recommended including transit as mobility plan; we need to move away from moving vehicles and move towards moving people and goods, consider options for moving people and goods however we can. Total mobility – trying to get to this – efficient and effective. Look at total system and address congestion and safety, etc.

o Stuart commented that integrating all modes and options for travel is important and that she agreed with Commissioner Gilliland.

o Commissioner Peterson also concurred. Economic vitality is also important. Multimodal solutions have an enormous impact on the economy, whether for urban or rural needs. Maintaining the system – the entire system - falls into the ability to make general purpose lanes or managed lanes more efficient – all ties together and has an impact. Consider changing name from T&I to Mobility Committee.