Castle Rock Public Works Annual Report

Castle Rock PUBLIC WORKS

2013 annual report

Castle Rock Public Works 4175 N. Castleton Court Castle Rock, CO 80109 720-733-2462 CRgov.com/roads

Contents Department organization 4 Completed projects

5 – 7

Transportation Planning

8

Street maintenance 10-12 Snow and ice control 13-14 Street sweeping 15 Transportation services 16 Traffic operations 17-19 Fleet Services

20-21

Townwide support

22

In the community

23

Looking ahead

24

Produced by Castle Rock Community Relations in cooperation with Castle Rock Public Works Designed by: Karen McGrath and Kristin Zagurski Written by: Public Works staff Edited by: Caroline Kipp and KerriAnne Mukhopadhyay Front cover artwork by: Public Works staff members Eric Lee and Michael Medina Back cover photo by: Mark Sims Other photos by: Mark Sims and Randy Worthington

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Castle Rock Public Works Annual Report 2013

Providing quality public services in an efficient, costeffective manner is vital to the Public Works Department’s mission. Our employees are entrusted with planning, designing, constructing, maintaining and managing the public transportation systems that are so critical to the well-being of our residents and the vitality of our business community.

DIRECTOR’s message

We recognize that one important measure of our success is the ability of the public to take for granted the reliability, safety and the dependability of the transportation network and the comfort of knowing that there are dedicated, experienced people available at all times to respond to emergencies and make critical repairs.

As stewards of our natural resources and limited public funds, we also are committed to efficiently providing and maintaining a healthy and sustainable environment that allows our residents the opportunity to enjoy the community where they live, work and play.

Like most other governmental entities, we are faced with the coinciding dilemmas of increasing productivity with limited revenue and responding to escalating (and changing) demands for service, while incorporating new technologies and ways of doing business.

Recognizing that the development community also is faced with these challenges and has had to adapt and change its way of doing business, we continue our commitment to partner with developers to increase regulatory efficiency. This increases the effectiveness of private funds which, in turn, generate competitive economic development projects that help increase our tax base and create jobs for the community.

Our goal is to continue to identify cost-effective ways to improve on delivering services and programs to the residents of Castle Rock.

I am pleased to present the Castle Rock Public Works Department’s 2013 annual report, which highlights our accomplishments and activities over the past year.

All of the work, productivity and efforts outlined in this report would not be possible without the dedicated Public Works team, who make it happen through their “Can Do” attitude and approach. I am proud to present this record of our achievement and excellence in public service to and for the Town of Castle Rock.

Robert Goebel, P.E. Public Works Director

The Public Works Department CAN DO Our mission To provide outstanding service, safety and support for transportation infrastructure and maintenance.

Our operating philosophy We are Committed to doing the job right with a positive Attitude; to meet the Needs of our Town while staying Dedicated to our values, and continually searching for new Opportunities to improve.

Castle Rock Public Works Annual Report 2013

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DEPARTMENT organization

The Public Works Department is responsible for the planning, design, construction, operation and maintenance of the Town’s public street system.

The department’s responsibilities also include coordination of public transit operations, right of way maintenance and fleet operations. There are 44 full-time positions in the department.

Administrative Division This division directs and supports the efforts of each of the other divisions and is responsible for planning the Capital Improvement Projects program.

Engineering Division This division manages and coordinates the planning, design and construction of major transportation improvement projects, including the Pavement Maintenance Program. About $2.8 million is spent annually on this program. This division also reviews and inspects all private development projects for conformance with the Town’s regulations.

Traffic Engineering/Traffic Planning Division This division is responsible for the planning, design, installation, operation, and maintenance of all traffic-control devices within the Town, including traffic signals and stop signs. This division is also responsible for long-range planning efforts related to the roadway network and other transportation facilities. Staff within this division serves as the Town’s representatives on a number of regional transportation initiatives and planning activities and works to identify multimodal transportation opportunities.

Street Division This division is responsible for all maintenance operations involving streets and rights of way. It also is the primary staff tasked with snow and ice control on Town streets.

Fleet Division Fleet Services performs the maintenance for the Town’s vehicle and equipment fleet, as well as acquires and disposes of vehicles.

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Castle Rock Public Works Annual Report 2013

completed projects

North Meadows Extension: Groundbreaking in 2013 The North Meadows Extension will be a new road extending North Meadows Drive to U.S. Highway 85 and Interstate 25. After diligent planning, construction began in 2013.

Prior to the October groundbreaking, the department completed a design contract with design firm Tsiouvaras Simmons Holderness to begin the design phase in January 2012. The design phase was completed for the entire project by the end of 2013.

Also in 2012, Town Council approved the use of an alternative delivery method to construct the project, known as Construction Manager/General Contractor (CM/GC). Under this method, the construction contractor is brought into the design phase to utilize the contractor’s knowledge of construction techniques to add value to the design.

In May 2012, Edward Kraemer & Sons was selected as the CM/GC. Their experience and expertise with similarsized projects will greatly assist with completing the construction of the project in a timely and cost-effective manner.

In October 2013, Town Council approved the first construction contract for the project, and a formal ceremony occurred the same month. By the end of 2013, Town Council had approved two additional construction contract scopes, resulting in approximately one-third of the project length being under construction by the end of 2013.

Construction of the full project is scheduled to be completed near the end of 2015.

Estimated total project cost: $69 million ($10.5 million from Douglas County; $4.6 million from CDOT; $22.2 million voter-approved bond sale and $31.7 million accumulated Town funds).

Castle Rock Public Works Annual Report 2013

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East Plum Creek stabilization The stretch of East Plum Creek under Plum Creek Parkway near Interstate 25 has experienced degradation of the creek bottom following the completion of the Southwest Arterial Connection and I-25 widening project in 2009. Erosion along the channel has undermined the slope from the west abutment of the Plum Creek Parkway Bridge.

Public Works and the Town’s Utilities Department partnered for this project, and the scope included the installation of a drop structure at the north end of the bridge and bank stabilization with riprap, including stream vegetation, upstream from the drop structure.

Team members also included staff from the Parks Division, who addressed issues for the East Plum Creek Trail and habitat for the federally protected Preble’s meadow jumping mouse.

Town staff worked with CDOT, United States Army Corps of Engineers (USACE), United States Fish and Wildlife Service, and Felsburg Holt & Ullevig (FHU) to obtain clearance for the project within the habitat.

Construction began in early 2013, when the Preble’s meadow jumping mouse was in hibernation. By starting at this time, the Preble’s mouse was not affected. In addition to working within a habitat for the mouse, the project was also within a wetlands area. Detailed project plans were designed to preserve and enhance the habitats as well as the wetlands within the project.

Five different planting zones were established within the project, and each zone had a table listing the number and type of trees, bushes and grasses to be installed in that zone.

All planting was coordinated with CDOT and was completed in May 2013. Monitoring of these plants for establishment purposes immediately began.

The Town of Castle Rock and CDOT entered into an agreement for the monitoring of the vegetation in the wetlands. CDOT will monitor the wetlands for the first two years, and if additional work needs to be completed after that, the Town will coordinate and monitor the wetlands.

Total cost: $280,500 (100 percent Town-funded)

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Castle Rock Public Works Annual Report 2012

Traffic signal Signal system Systemevaluation Evaluationstudy Study The Town TrafficofEngineering Castle Rock Traffic Division Engineering wrapped up Division work on wrapped a systemup work study wide on a system-wide of the Town’s study traffic of the signal Town’s system traffic during signalOctober system during October 2013, with the 2013, assistance with theofassistance the consulting of the consulting firm Apexfirm Design.

Apex Design.

The purpose of this project was to evaluate the Town’s existing The purpose signal systemof and thisprovide project recommendations was to evaluate the Town’s for changes existing tosignal system and provide equipment and/orany software recommendations that will improve for changes efficiencies to equipment in and/or the areas software of signal thattiming will improve plan reliability, efficiencies operations in the areas assessment, of signal timing and maintenance plan reliability, response. operations assessment, and maintenance response.

The report recommended that the Town evaluate and consider Theimplementation for report recommended the following: that the Town evaluate and consider for implementation the following : • Minor modifications to parameters in the existing central • Minor modifications to parameters the existing signal system software and to thein traffic signalcentral timingsignal to system maximize software operations and the traffic signal timing to maximize operations as much as possible.

• Upgrading the existing dial-up communication with the traffic • Upgrading thetoexisting dial-up communication with thesystem traffic signal system a wireless/fiber optic-based Ethernet signal system to a wireless / fiber optic based Ethernet system.

• Providing battery backup systems at critical intersections in • Providing order to protect batterythe back-up equipment systemsfrom at critical power intersections surges andintoorder to maintain protect the normal equipment operations fromduring power surges powerand outages to maintain normal operations during power outages.

• Replacing the existing central signal system software and traffic • Replacing signal control the existing equipment central with signal a software system software system and andequipment traffic signal that provide controlfor equipment a higherwith levelafunctionality software system inand the equipment future that provide for a higher level functionality in the future.

Total cost: $52,000 (100 percent Town-funded) Total cost: $52,000 (100 percent Town-funded)

2013 Bridge Improvements Program 2013program This Bridgewas Improvements established in Program 2009 to complete This program was established in 2009 to recommended improvements to repair orcomplete replace recommended improvements repair or replace portions of certain bridges thattowere identified forportions of certain bridges werebiannual identifiedBridge for maintenance maintenance in thethat Town’s Inspection in the Town’s biannual Bridge Inspection Report.

The Report.

The recent report identified bridge rails and recent report andOaks approach approach railsidentified on bridgesbridge alongrails Castle Drive rails that on bridges along Castle Oaks Drive that were sub-standard. were substandard. The team developed plans and The team developed plans and was specifications, the specifications, and the project put out for and bid to project was put out for bidding to replace these deficient replace these deficient railings. Based on the engineer’s railings.

Based theresults, engineer’s estimate and the bid estimate and theonbid the Town of Castle Rock results, of Castle Rock replaced the majority replacedthe theTown majority of these railings.

The project was of these railings.

Completion of the project occurred completed in March 2013. in March 2013.

Total cost: $132,500 (100 percent Town-funded) Total cost: $132,500 (100 percent Town-funded)

Castle Rock Public Works Annual Report 2012 2013

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transportation planning

Transportation Master Plan implementation Sidepath design and construction projects Major projects update

In 2013, either design or construction began on two of the major roadway projects shown in the Town’s Transportation Master Plan (TMP).

In October, construction began on the North Meadows Extension, which will provide a new, and muchneeded, northern access to The Meadows from I-25.

The total cost of the project is about $69 million.

Design began on the extension of Prairie Hawk Drive from Topeka Way to Plum Creek Parkway, along with the realignment of the existing roadway section between Wolfensberger Road and Topeka Way. When this project is completed, Prairie Hawk Drive will extend from Meadows Parkway to Plum Creek Parkway and provide a valuable north-south route for the western part of Castle Rock.

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Castle Rock Public Works Annual Report 2013

In 2013, design began on three of the multiuse sidepaths identified in the Transportation Master Plan.

These projects include paths along Founders Parkway, Crowfoot Valley Road and Ridge Road. The Public Works and the Parks and Recreation departments are working together on these projects. Construction is scheduled to be completed in 2014.

Restriping efforts for on-street bike lanes

The TMP identified numerous roadways that should have on-street bike lanes. During the Town’s annual roadway reconstruction and maintenance efforts, roadways shown in the TMP are restriped to provide these lanes.

In 2013, Enderud Road was reconstructed, and following the completion of the project, its striping was reconfigured to include on-street bike lanes.

These bike lanes will provide important neighborhood connections to Rock Ridge Elementary, Founders Park, and a regional trail.

Neighborhood Traffic Calming Program The Town’s Neighborhood Traffic Calming Program (NTCP) is intended to address concerns residents raise regarding speeding and traffic volumes on their streets. In 2013, the Town received more than 10 inquiries regarding this program.

From the results of the speed and volumes studies the Town conducted, only one request – on Appleton Way – was found to meet the program’s criteria. The Town also purchased three radar speed display signs for the program that will contribute to efforts to reduce vehicle speeds on residential streets.

Downtown railroad quiet zone In 2013, the Town Council revisited installing a “quiet zone” for Downtown Castle Rock so the trains would not sound their horns. Cost estimates for the installation and maintenance of the quiet zone were updated. Cost to install the quiet zone is estimated at $750,000 with a maintenance cost of $10,000 annually. Also, a wayside horn demonstration was provided as an alternative to the quiet zone. Installation of wayside horns is estimated at $293,000, with an annual maintenance cost of $10,000.

Town Council voted to remove the project from the 2014 Budget, but include it in the Town’s three-year financial plan for 2015.

Regional planning efforts DRCOG - TAC: The Town of Castle Rock is the appointed alternate for the Town of Parker on the DRCOG Technical Advisory Committee. Planning staff was actively involved in the regional planning process. Town staff participated in the bike and pedestrian scoring criteria for the 2014 Transportation Improvement Program.

Regional bus service: CDOT completed an inter-regional bus

study for the state. Town planning staff assisted in the study regarding bus service along the Front Range between Colorado Springs and Denver. Currently, no bus stop is identified in Town, but staff will continue to work with CDOT to expand the service and add a stop in Castle Rock.

Interregional Connectivity Study: Town staff worked as part

of the planning team for a proposed high-speed commuter rail system that would connect the major population areas of the Front Range between Pueblo and Fort Collins. Castle Rock has been identified as a potential stop. While the project will take many years to complete, it is important that the Town continue to support its proposed stop, as it would provide Castle Rock commuters with a valuable option to driving the I-25 corridor.

C470 Corridor Coalition: Many residents regularly use this route for their daily commute. The Town is one of several municipalities participating in a project to improve the operations of this corridor through the use of managed express toll lanes.

Castle Rock Public Works Annual Report 2013

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STREET maintenance

Regular pavement maintenance helps extend the life of the Town’s streets. The Town’s goal is to extend the life of pavement and enhance system-wide performance in a cost-effective and efficient way by providing the right maintenance or repair at the right time.

The Town performs some maintenance treatments, such as pothole patching and crack sealing, using Town staff. This complements the work that is contracted out each year through the Pavement Maintenance Program.

In 2013, the program consisted of six contracts for the following types of maintenance work: • Asphalt patching, overlay and reconstruction • Slurry seal • Chip seal • Concrete street repair • Miscellaneous concrete work • Concrete curb and gutter replacement Total cost: $3.8 million (100 percent Town-funded)

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Castle Rock Public Works Annual Report 2013

Pothole patching Pothole patching is essential to providing a smooth driving surface for the traveling public. Winter weather and the subsequent freeze-thaw cycle causes the majority of potholes in Town. In 2013, the Town patched 3,968 potholes at a cost of $86,406.

Crack sealing Sealing cracks in roads helps prevent moisture from infiltrating underlying soils. Moisture can weaken soil and is a primary cause of pavement deterioration.

Crack or joint sealing involves removing debris in cracks and then filling them with a sealant. Although the benefits of crack sealing may not be obvious immediately, they will be evident years later, when a sealed pavement shows fewer signs of deterioration than an unsealed one. In 2013, the Town sealed 56 lane miles of cracks in asphalt streets in Town.

This work was completed at a cost of about $84,378, or $1,506.75 per mile.

Pavement Maintenance Program Beginning in 2012, the Town transitioned to a five-year contract Pavement Maintenance Program for residential streets. This approach concentrates street maintenance in one part of Town each year, rather than spreading repairs throughout the community.

This strategy will improve communication efforts with residents, as well as reduce the construction’s impact on things like traffic. Crack sealing will be done one to two years in advance of the scheduled rotation to allow the materials to adhere properly.

Bridge maintenance Street maintenance crews also performed routine maintenance on all 17 span bridges within Town.

This work entailed cleaning the expansion joints.

In addition, crews painted the inside of concrete barriers on Fifth Street and painted the rails on the Wilcox Bridge. Staff cleaned the peeling paint on Castle Oaks Bridge, and made repairs to the barrier wall on the Plum Creek Bridge.

Overall Condition Index Town staff utilizes Cartegraph pavement management software to evaluate the condition of streets and to prioritize street improvements. This program calculates a numerical condition index between zero (poor condition) and 100 (excellent condition, or a new road), for each road segment. A rating of 70 or greater is considered to be a street in good condition.

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Pavement ride quality performance measures Program summary

The pavement ride quality performance measures were developed to assist with meeting the Town Vision goals of 1) sustaining a safe community, and 2) providing outstanding transportation services. The Public Works Department works to provide good pavement ride quality on Town-owned streets that are well-maintained in a timely manner.

Town efforts

Town staff utilizes Cartegraph pavement management software to evaluate and analyze the condition of streets on a numerical scale from 0 to 100, with zero being the worst condition of a street and 100 the best condition of a street. In 2012, Town Council approved goals for primary and secondary streets. This was a simple but critical component to improve the Town’s pavement system.

Pavement Maintenance Program

Every street segment has an Overall Condition Index (OCI) that is derived from many components of pavement distress, such as how many cracks there are, or number of potholes, or how much traffic there is, etc. All primary streets are inspected each year, and the PMP regionalized areas are inspected every five years. The Town uses the pavement management software to calculate the street’s OCI and then produce an average OCI as shown in the chart below.

2013 performance goals/measures

The primary performance measures for the program are to monitor the Overall Condition Index and assess pothole repairs in a timely manner. The established pavement ride quality goals are OCIs of 75 for primary streets and 70 for secondary streets, and pothole assessments within 48 hours of first notification. Competing demands for snow removal and ice control kept the pothole assessment goal from being reached.

Overall Condition Index <Goal

75

<Actual

78

70

Pothole assessment 100% within 48 hours

78

75%

Primary streets Secondary streets

Actual

Goal

Benchmarks

Comparisons of Front Range municipalities. The municipalities listed all are using the same rating system, or a similar system, with a ratings scale from 0 to 100.

OCI comparison <Goal

70

80

Lone Tree

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Castle Rock Public Works Annual Report 2013

70

79

Parker

70

<Actual

78

Castle Rock

70

78

Centennial

80

88

Loveland

Snow & ICE control

“

The Town provides snow and ice control on Town streets. Reasonable ice and snow control is necessary for routine travel and emergency services. The intent of the program is to keep streets in reasonably safecondition during adverse weather conditions.

The Town attempts to plow the entire street network so that major streets (priorities 1 and 2) are plowed to their full width and residential streets (priorities 3 and 4) have one lane passable. Residential streets generally are plowed for storm events as follows: • Between Nov. 15 and March 15, where the accumulation of snow or ice is predicted to be 4 inches or greater • Prior to Nov. 15 or after March 15, where the accumulation of snow or ice is predicted to be more than 8 inches deep

I want to thank the crews who came out and removed the ice rink mother nature created in front of my house that was 6 to 8 inches think!! Thank you!

- Lydia Ker

Town Facebook fan

“

The Town responded to 21 snow events in 2013 at a total cost of $404,701. This cost includes labor, materials and equipment. For 2013, this equated to an average cost of $19,271 per storm. Of the 21 events, plows were deployed to residential streets twice.

”

B ig thanks today. You guys do a great job and the roads look great. Keep up the great work.

- David Lope

”

Town Facebook fan

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Snow and ice control performance measures Program summary

The Town provides snow and ice control on all Town-owned streets. This work assists with achieving the Town Vision goals of 1) sustaining a safe community and 2) providing outstanding transportation services.

Town efforts

Responding to snowstorms is a team effort in Castle Rock. Staff and equipment from multiple Town departments are used for this service. Snowstorms are random in frequency and intensity, requiring different levels of resources. Snow plowing and/or ice control is completed according to the adopted Snow and Ice Control Policy.

2013 performance goals/measures

The established snow and ice control measures for 2013 are: for events requiring major street plowing, routes are fully accessible within six hours; for events requiring residential street plowing, these routes are fully accessible within six hours; and for all events, snow is removed from the downtown area within 72 hours.

Major streets

Residential streets

Downtown cleared

90%

90%

90%

100%

90%

100%

Goal

Actual

Goal

Actual

Goal

Actual

Benchmarks

The variation among the jurisdictions shown in the following graphs is based on deployment into residential areas (level of service) and program funding priorities, as well as variation in the number and intensity of storms in each part of the state. Cost per lane mile and total annual inches of snow is for the year 2011, as this is the most recent data available from jurisdictions.

It should be noted that the Town deploys into residential streets at considerably lower thresholds than other communities, and thus provides a significantly higher level of service.

2013 snow removal expenditures* $910 (Cost per lane mile and annual inches of snow) $735 $606

Ft Collins (49 inches)

Longmont (61 inches)

15 *

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Castle Rock Public Works Annual Report 2013

Ft. Collins

Loveland (61 inches)

$687 $536

Thornton (59 inches)

Westminster Aurora (79 inches) (71 inches)

Deployment to residential areas (Inches of snow) 9 8 *

Longmont Loveland

$689

$655

*

Castle Rock (68 inches)

4

Thornton Westminster Aurora Castle Rock

* Deployed only when snow emergency declared

All Town streets are swept at least two times per year â&#x20AC;&#x201C; once in the spring, after the snow season has ended, and once in the fall, primarily to pick up leaves.

Retail business areas are swept twice per month. Sweeping also occurs on major streets after each snow event, as weather allows, picking up the sand and salt that was deposited during the storm.

Street sweeping

The Denver Regional Council of Governments asks communities to sweep streets where sand has been deposited within four days in order to maintain good air quality ratings.

More than 2,268 lane-miles were swept in 2013 at a cost of approximately $162,353.

Street sweeping performance measures Program summary

Street sweeping services are provided to assist with achieving the Town Vision goals of 1) sustaining a safe community, 2) protecting the natural environment, 3) providing outstanding transportation services, and 4) maintaining a vibrant downtown. Removing deicers prevents skidding and reduces air pollution for the environment.

Town efforts

Public Works completes all roadway-sweeping operations utilizing Town staff and four sweepers.

All streets are swept two times per year. The retail business areas are swept at night and before public events. During cold-weather months, major and residential streets are swept in the order they were sanded. If the streets have not been swept before the next snowstorm arrives, sweeping operations resume where they left off.

In 2013, the first round of semiannual sweeping began May 1 and was completed by mid-June.

The second round of sweeping is for cleaning up leaves and summer debris. This operation for 2013 started the second week of September and was completed by the end of October.

Performance goals/measures Sweep retail business areas twice per month 100%

Sweep all Town streets twice per year

100%

Goal

100%

Actual

Sweep major streets within four days after snow events

100%

Goal

Actual

40%

38%

Goal

Actual

Benchmarks

The variation among the jurisdictions in the graph below is based on program funding priorities.

Residential street sweeps 12 (Per year) 6 2 Castle Rock

2

2

Westminster

Colorado Springs

Greeley

4 Golden

Fort Collins

Castle Rock Public Works Annual Report 2013

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Transportation services The Town is not served by any regular, fixed route transit services. Until 2010, the Town operated its own transit service, known as CATCO. When this service was discontinued, the Town developed its own taxi voucher program. Castle Rock Senior Center supports this effort through its Senior Shuttle service.

Taxi voucher program In 2013, the taxi program provided 2,225 rides.

Of these, 48 percent of the trips were for work purposes; 40 percent were for grocery and pharmacy trips; and 12 percent were for medical appointments.

To participate in the service, residents registered with the Town and certified that they did not have access to a vehicle or that they had a disability that prevented them from driving. There are 228 people registered for the program. For the first six months of 2013, the Town administered the program. In July, Douglas County assumed the administrative duties. Then, in December, Douglas County advised the Town that it would not be renewing its contract for services to the Town. In 2014, Town staff will again resume these duties.

Approximate program cost: $20,000

Senior Center Senior Shuttle The Senior Center provided a total of 9,574 rides to senior and disabled residents and the surrounding area.

This was over 1,000 more than provided in 2012.

The drivers are all volunteers, and they are also seniors.

More than 7,200 hours of volunteer time was needed to provide centerâ&#x20AC;&#x2122;s transportation services. Vehicles are provided by the Senior Center.

Total program cost: $166,280 (Approximately 20 percent Town-funded)

The Town Trolley The Town provides a trolley for rent for special events.

The Town charges an hourly rate for operating the trolley. In 2013, the trolley was used in 28 events.

Approximately $6,900 was collected from the four local trolley sponsors and from private rentals.

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Castle Rock Public Works Annual Report 2013

The Traffic Engineering and Operations Division designs, installs, operates and maintains traffic-control devices within Town. The division also manages and maintains street and pedestrian lighting. All of these elements enhance vehicular and pedestrian safety.

Traffic operations

Traffic signals The Town is responsible for operating and maintaining 31 of its own traffic signals, and for the construction of new signals along Town-owned roadways. CDOT owns, controls and maintains 16 signals within the Townâ&#x20AC;&#x2122;s limits. Twelve of these signals are along U.S. 85 /Meadows Parkway between Atrium Drive and I-25 and continuing east/south on Highway 86 along Founders Parkway, from I-25 to Enderud Drive.

Additionally, CDOT owns, controls and maintains all of the signals at the I-25 ramps within Town (at Wolfensberger Road and Plum Creek Parkway).

The Town has only minimal maintenance capabilities and has an agreement with a traffic signal contractor for maintenance and equipment repairs. The Town was the first and is still one of the only agencies to have a written plan for gathering performance measures, so direct benchmark comparisons with other jurisdictions are not yet available.

Traffic signs Traffic signs are placed in key locations to guide traffic movement, control vehicle speeds and warn of potentially hazardous conditions. There are about 2,250 traffic signs currently installed along Town streets. In 2013, the Signs and Markings crew installed approximately 260 new signs and also had to replace almost 300 damaged, vandalized or faded signs. The constant maintenance of signing ensures that proper guidance is being provided to motorists.

Street and pedestrian lighting The majority of street lights within the Town are owned and maintained by the Intermountain Rural Electric Association (IREA). There currently are 3,665 IREA-owned lights in the Town. The Town pays a flat rate per month per light to cover electrical and maintenance costs. In 2013, this cost the Town approximately $750,000. The Town owns and maintains an additional 521 street lights, primarily in the Downtown area. The Town is required to own and maintain these lights because they are a unique style not maintained by IREA. The electrical and maintenance cost for these street lights was about $50,000.

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Traffic signal operations and maintenance performance measures Program summary

This program strives to most equitably serve the traveling public in getting them to where they’re going. Key focus areas include minimizing vehicle delays and stops while improving safety. Well-maintained equipment and signal timing assist with achieving some of the primary goals of the Town’s Vision: 1) protecting the natural environment (through minimizing vehicle emissions), 2) sustaining a safe community and 3) providing outstanding transportation services.

Town efforts

In 2013, The Town of Castle Rock Traffic Engineering Division – with some assistance from consulting firm Apex Design – wrapped up work on a system-wide study of the Town’s traffic signal system. The purpose of this project was to evaluate the Town’s existing signal system and provide recommendations for changes to improve efficiencies of signal timing plan reliability, operations assessment, and maintenance response. A plan for projects identified in the study will be developed in early 2014. Many of the recommendations in the report will likely result in collaboration among Town departments. In addition, staff regularly reviewed signal timing plans, responded to customer calls and oversaw the maintenance operations performed by a service contractor for all signals other than those owned and operated by CDOT. As part of an ongoing program to update our traffic signal equipment, LED bulbs were purchased in 2013 for installation in 2014 to replace the existing incandescent bulbs at four intersections along Fifth Street. The Town spent approximately $83,000 on traffic signal maintenance in 2013: • Quarterly preventative maintenance checks completed at all 31 Town-owned traffic signals during January, July, September and December • A total of 199 nonroutine traffic signal visits over the course of the year, including both emergency and nonemergency repairs • Signal bulb change outs on an as-needed basis Actual travel time vs. goal (The five times in bold exceed the goal set) Corridor From To Wolfensberger Road Front Street Meadows Boulevard Fifth Street Plum Creek Parkway

Prairie Hawk Drive Liggett Road North Meadows Drive Woodlands Boulevard Plum Creek Boulevard

Caprice Street Milestone at King Soopers Sabercat Way Wilcox Street (and North Sixth Street) Wilcox Street

Corridor travel time (minutes) Goal 1.3 3.8 1.3 3.0 1.4

Morning 1.1 3.0 1.5 2.6 1.6

Evening 1.5 3.3 1.2 3.3 1.9

Performance goals

Staff measures the average number of vehicle stops and the average travel time along five separate signal corridors. A signal corridor is defined as a street where traffic will encounter more than one traffic signal during the heaviest hours of the day. The signal timing will be adjusted when the measurement averages for travel time and stops are higher than the levels established by the department.

While this strategy best serves the largest number of the traveling public, the trade-off is that the average delay to the minority of vehicles in the lower traffic flows is increased. Staff strives to minimize these delays while still achieving set goals.

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Castle Rock Public Works Annual Report 2013

Benchmarks The above performance approach was developed with input from the Federal Highway Administration and has been in use in the Town since 2011.

Pavement markings performance measures All longitudinal center lines, edge lines and lane lines are repainted each year. Since the Town does not own an â&#x20AC;&#x153;over-the-roadâ&#x20AC;? painting machine, this work is done by a pavement marking contractor. Last year, the contractor reapplied the pavement symbols (turn arrows, crosswalks, stop bars) in the areas reconstructed through the Pavement Maintenance Program. In 2013, the contractor applied about 1 million lane-feet of lines and approximately 500 symbols at a cost of $211,000. The Town crew also paints symbols and the more time-intensive markings, in the handicap parking spaces and at railroad crossings.

Program summary

Pavement markings provide guidance for all roadway users. Well-defined markings assist with achieving two primary Town Vision goals: 1) sustaining a safe community and 2) providing outstanding transportation services. This program is geared toward providing highly visible markings where they are most needed to assist with maximizing roadway safety.

Town efforts

In 2013, both Town staff and contracted services were used to paint pavement markings. In addition to the three fulltime employees involved with this effort, two temporary seasonal employees were hired during the summer to paint symbols (such as turn arrows, stop lines and crosswalks).

The Town contracts with a striping contractor to paint the white and yellow lane lines and to assist in painting symbols where pavement reconstruction and maintenance was completed. In 2013, the contractor painted about 1 million linear feet of lane lines and 600 symbols. Town staff painted about 750 symbols, which include crosswalks, lane arrows, railroad symbols and handicap parking.

Performance goals/measures

The primary goal of this program is to keep pavement markings as visible as possible. To measure achievement, the department has established frequency of repainting pavement markings as the primary performance measure. For lane lines, the goal is to repaint every lane line once a year, with lane lines on primary roadways painted twice each year. For symbols, the goal is to mark primary crosswalks near elementary and middle schools once a year, as well as crosswalks and stop lines at signalized intersections. The remaining symbols are to be repainted every two years. In 2013, all the performance goals were met.

Benchmarks

Well-defined pavement marking benchmarks are not readily available. Once comparable measures become available, they will be shown here.

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Fleet services

Fleet Services has made a significant effort in 2013 to streamline its operation and to improve in many ways.

During 2013, the division continued several cuttingedge programs: a Green Fleet Policy; reduction of takehome units; and right-sizing new vehicles to the needs of departments that use vehicles. Also, the division works with the Fleet Advisory Committee to establish and enforce the Vehicle Use and Operation Policy. These programs are continually analyzed to ensure Fleet is operating at peak efficiency and minimal cost.

In 2013, Fleet Services staff continued to provide exceptional customer service and cost-effective fleet operations. Additionally, Fleet Services expanded its in-house motor pool to ensure loaner vehicles were available to Town departments.

Overall, in 2013, Fleet Services completed more than 1,285 work orders and billed out nearly 3,650 hours of labor. Fleet Services finished with a 97.68 percent equipment availability rate, out-performing the target of 95 percent. Additionally, Fleet Services replaced 24 units and added 18 additional units to the Townâ&#x20AC;&#x2122;s fleet at a cost of $2.2 million.

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Castle Rock Public Works Annual Report 2013

Of the 24 replacement units, 13 were public safety or snow-removal vehicles, including two new single axle dump trucks with stainless steel beds to further upgrade our snow removal operations.

Four new Ford Next Generation Police Utility Interceptors, and two additional units were added for the School Marshal Program, a school safety partnership program between the Town and Douglas County Schools, along with other Douglas County law enforcement agencies.

These new units are all wheel drive and will enable the Castle Rock Police Department to keep more patrol vehicles on the streets during inclement weather.

Development Services received six new Ford Escapes for its expanded staff; these new units are equipped with Fordâ&#x20AC;&#x2122;s new 2.0L EcoBoost engine to get better fuel economy and better performance. The other vehicles were operations and maintenance type units.

In 2013, Fleet Services management continued with efforts to improve fuel economy for all Town vehicles through our Green Fleet Policy. Replacement of vehicles with smaller more efficient engines and downsizing when applicable helped achieve an increase of 1.1 MPG for all vehicles in 2013.

With the addition of 18 new units in 2013, the Fleet Division needed additional space for repairs and maintenance. Fleet took over the vacated bay and storage the Streets Division was using for its operations rooms. This new bay will provide space to up fit new units that enter the fleet and need equipment such as lights, toolboxes, etc. With fleet technicians completing the installation of extra equipment, the hope is to get vehicles in service sooner and at a lower cost per unit. The new fleet bay has also allowed the team to better organize its tools and diagnostic equipment to better utilize the space in our main shop.

The Fleet Division in 2013 made a strong commitment to increased training and certification for all fleet personnel. Two of our technicians, Chad Bednar and Mac McKelvy, achieved master certifications in light and medium duty autos and trucks through the National Institute for Automotive Services Excellence.

Fleet Services performance measures Program summary

Fleet Services provides a one-stop facility for vehicle and equipment maintenance and repair for all Town departments. This assists with meeting the Town Vision of providing outstanding community services including police, fire, emergency medical, parks, recreation, water and transportation. Fleet Services manages all vehicle and equipment assets to include procurement, maintenance and repair, disposal and life-cycle cost analysis.

Town efforts

Fleet Services is comprised of five Town employees and currently maintains a fleet of 267 light-duty vehicles and 63 heavy-duty vehicles.

Performance goals/measures

To maintain an equipment availability rate of 95 percent or higher.

Vehicle availability 97.62% 95%

Goal

Actual

Benchmarks

Labor rate, equipment availability Labor rate per hour

Castle Rock Loveland

$125 $98

$93 $80

$85 $70

$65 $65 Littleton*

>10,000 pounds

$115 $110

<10,000 pounds

Vehicle availability goal 95% 95% 95%

Eagle County

Private

* Littleton supplements revenue through fuel sales **American Public Works Association ***National Association of Fleet Administrators

APWA**

NAFA*** Castle Rock

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townwide support Public Works is responsible for providing support to the Development Services Department for: • Development plan review • Permitting, inspection and acceptance of all new infrastructure constructed by developers • Surety management

Development plan review Public Works completed 357 development reviews in 2013. This is a 51 percent increase compared to 2012.

Public Works completed the reviews by the date established

by Development Services 88 percent of the time.

Due to the increase in development reviews, Public Works, through the Town’s Development Services Department, contracted with CH2MHill and Bohannon-Huston to assist with reviews.

Permits issued in 2013 Type of permit Development Pavement cut Other right of way Town departments TOTAL

Permitting Number permits issued 86 16 72 16 190

Approved construction permits increased 5 percent in 2013 compared to 2012. The adjacent chart shows the distribution of the amount and type of permits that were approved in 2013.

Surety management Any development within the Town is required to construct all public improvements necessary to accommodate its site, such as streets, sidewalks, water mains, sanitary sewers and stormwater drainage.

In order to ensure that the work is completed in compliance with the plans and in a timely manner, the developer must submit a financial surety to the Town.

Performance surety total as of Dec. 31, 2012: $7 million Warranty surety total as of Dec. 31, 2012: $1.7 million

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Castle Rock Public Works Annual Report 2013

in the community

Awards We recognize Public Works Department employees who best emulate the Public Works Department’s CAN DO operating philosophy: “We are committed to doing the job right with a positive attitude, meeting the needs of our Town while staying dedicated to our values and continually searching for new opportunities to improve.”

Employees receiving this award each month in 2013: Jay Jensma, Richard McGrath, Mike McKelvy, Frank Main, Branden Friend, Megan Lobban, Eric Lee, Linda Angus, Frank Castillo, Colt Carlson, Jay Monroe and Mike Nelson

Customer service inquiries

RoadRANGERS Public Works developed RoadRANGERS as a way for volunteers to pick up litter along a section of roadway.

Twenty-eight street segments, primarily along arterial and collector streets, are included in the program. In 2013, 21 of the 28 street segments were adopted, and volunteers spent more than 200 hours keeping their segments clean.

Adopting groups can take pride in their contributions to the community and be confident that their efforts are increasing public awareness about litter control. RoadRANGERS saves taxpayer dollars and gives adopting organizations a valuable opportunity to work together and make a difference.

Public Works support staff responded to 223 inquiries through the Town’s website and 53 through the Roads Mailbox, along with numerous phone calls regarding snow and ice control, roadwork, etc.

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Looking ahead

The following initiatives will be pursued in 2014:

Capital projects North Meadows Extension

• Finalize remaining property acquisition • Award remaining construction contract amendments • End of 2015/early 2016 – Project construction complete Traffic Improvements

• Proposed efforts to improve the traffic signal system • Installation of LED bulbs in place of incandescent bulbs at four intersections along Fifth Street • Apply for Federal funds through the Denver Regional Council of Governments (DRCOG) for the procurement of traffic signal battery back-up systems at 10 critical intersections in Town • Complete development of a traffic signal five-year capital improvement plan based on the Signal System Study

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Castle Rock Public Works Annual Report 2013

Bridge Improvements

• Upgrade bridge railings at one bridge along Castle Oaks Drive

Maintenance/Operations • Conduct signal warrant evaluations on specific intersections in need of changes to traffic signal control • Operational improvements to signal software and field control equipment • Minor modifications to parameters in the existing central traffic signal system software and the traffic signal timing at the existing signals in Town.

• Assess signal operations for necessary signal timing adjustments • Complete Pavement Maintenance Program