Loading...
HomeMy WebLinkAboutinformation Update.20190422 INFORMATION UPDATE I. Climate Action Office Workplan Update II. Water Shortage Conditions - Status Report III. Arts & Culture Economic Impact Study INFORMATION UPDATE Climate Action Office Workplan Update Status Report Arts & Culture Economic Impact Study INFORMATION TO: Mayor Skadron and City Council FROM: Ashley Perl, Climate Action Manager THRU: CJ Oliver, Environmental Health and Sustainability Director Jessica Garrow, Community Development Director MEETING DATE: April 22, 2019 RE: Information Only: Background: In 2004, the City of Aspen Climate Action Office, then known as the Canary Initiative the community’s greenhouse gas emissions was first tasked with measuring Aspen’s environm baseline greenhouse gas inventory. From there, the Canary Initiative, with support from the Aspen Global Warming Alliance, created Aspen’s first Climate Action Plan in 200 in place, the Aspen community pursued aggressive climate actions in the areas of transportation, energy supply, energy demand, and waste reduction Climate Action Plan was updated and adopted by City Council, s and its regional partners to pursue deep carbon reductions that will benefit and improve the quality of life for all. Attachment A shows past City Council leadership in the area of climate action. Discussion: The 2018 - 2020 Climate Action Plan the City of Aspen’s Climate Action Office, and identifies 42 actions that the City of Aspen and regional partners must accomplish to meet the 80% x 2050. Below follows a high-level CAP. Ongoing Foundational Programs: These programs are core to the success of Aspen’ will continue into 2019 and 2020. o Energy Efficiency Programs. The City of Aspen and the Community Office for Resource Efficiency (CORE) partner to offer residential and commercial energy efficiency services to the Aspen Community. Energy Efficiency is the backbone of reducing greenhouse gas emissions from buildings and adds important benefits and home safety. City of Aspen and CORE programming inc Commercial Energy Site Visits, Small Lodge Energy Efficiency Program, and Contractor Trainings. INFORMATION MEMORANDUM Mayor Skadron and City Council Ashley Perl, Climate Action Manager CJ Oliver, Environmental Health and Sustainability Director Garrow, Community Development Director Information Only: Climate Action Office Workplan Update he City of Aspen joined the world’s leading sustainable cities Climate Action Office, then known as the Canary Initiative, to understand, measure and actively reduce the community’s greenhouse gas emissions, and curb the disastrous effects of climate change tasked with measuring Aspen’s environmental footprint, which it did through Aspen’s 2004 baseline greenhouse gas inventory. From there, the Canary Initiative, with support from the Aspen Global Warming Alliance, created Aspen’s first Climate Action Plan in 2006. With this guiding document the Aspen community pursued aggressive climate actions in the areas of transportation, energy supply, energy demand, and waste reduction over the last decade. In 2018, the Aspen Community Climate Action Plan was updated and adopted by City Council, setting forth a fresh pathway for Aspen and its regional partners to pursue deep carbon reductions that will benefit and improve the quality of Attachment A shows past City Council leadership in the area of climate action. Climate Action Plan (CAP) is the guiding document for the Climate Action Office, and identifies 42 actions that the City of Aspen and regional partners must accomplish to meet the community’s GHG emissions reduction goals of 30% level workplan for 2019 for the Climate Action Office These programs are core to the success of Aspen’ The City of Aspen and the Community Office for Resource Efficiency (CORE) partner to offer residential and commercial energy efficiency services to the Aspen Community. Energy Efficiency is the backbone of reducing greenhouse gas emissions from benefits to residents, such as reduced utility bills, improved comfort, City of Aspen and CORE programming includes: Home isits, rebates from utilities and CORE, the Income Qualified Program, Small Lodge Energy Efficiency Program, and Contractor Trainings. cities in establishing a , to understand, measure and actively reduce effects of climate change. The office ental footprint, which it did through Aspen’s 2004 baseline greenhouse gas inventory. From there, the Canary Initiative, with support from the Aspen . With this guiding document the Aspen community pursued aggressive climate actions in the areas of transportation, energy the last decade. In 2018, the Aspen Community etting forth a fresh pathway for Aspen and its regional partners to pursue deep carbon reductions that will benefit and improve the quality of Attachment A shows past City Council leadership in the area of climate action. is the guiding document for the current work of Climate Action Office, and identifies 42 actions that the City of Aspen and regional GHG emissions reduction goals of 30% x 2020 and ction Office based on the These programs are core to the success of Aspen’s climate goals and The City of Aspen and the Community Office for Resource Efficiency (CORE) partner to offer residential and commercial energy efficiency services to the Aspen Community. Energy Efficiency is the backbone of reducing greenhouse gas emissions from to residents, such as reduced utility bills, improved comfort, ome Energy Assessments, Income Qualified Program, the Page 2 of 4 In 2018, 72 residents and 35 businesses were served by the City of Aspen and CORE’s programming, which included 56 energy assessments. These efforts reduced 427 metric tons of CO2 which is equivalent to taking 91 cars off the road or planting 503 acres of forest. These projects led to an estimated average of $95 average savings per home, $1,207 average savings per business, and over $1.5 million generated in economic activity. o Water Conservation. Aspen has a responsibility to conserve and protect the regional water supply. Aspen and the surrounding region experienced a significant drought in 2018 that prompted the City to enact a Stage 2 Water Shortage for the first time. While 2018 was a particularly dry year, the drought underscores the need and importance of strong ongoing conservation efforts. The Climate Action Office runs foundational water conservation programs that focus on promoting conservation in multiple sectors of the community to yield a broad impact. The main focus for these programs is outside water use which is primarily addressed through irrigation assessments and retrofits. This program runs throughout the irrigation months (May-September) to support homeowners, business owners, multifamily housing complexes, and City parks in conserving water. In 2018, the program assessed 42 large, privately owned properties and installed water saving retrofits like high efficiency nozzles, Wi-Fi controllers, and rain sensors in 75% of those eligible properties. In each property that received retrofits, an estimated 45% reduction in water use was projected. o Regional Clean Energy Partnerships. The Climate Action Plan calls for reductions not only to energy use in buildings but also for a reduction in the carbon intensity of the energy supplied. The Climate Action Office maintains a strong partnership with the neighboring electricity provider, Holy Cross Energy to expand the clean energy options in the region. Aspects of the partnership include Holy Cross Energy’s participation in the CAP creation process; City of Aspen support for Holy Cross Energy’s goal to reach 70% renewable power by 2030; and City of Aspen participation in regional working groups for solar projects. o State and National Climate Policy. Influencing state and federal policy is a necessary and effective way to advance City Council’s goals and to allow Aspen’s impact to extend beyond the city limits. Aspen’s participation in state climate policy matters is mainly conducted through the organization CC4CA (Colorado Communities for Climate Action). Colorado Communities for Climate Action is a coalition of local governments across the state that advocates for policies to protect Colorado’s climate for current and future generations. The current legislative session of 2019 has been significant for CC4CA and also for advancing Aspen’s clean energy and climate goals. Federal climate policy work is primarily supported the Mountain Pact and Climate Mayors. o Managing and Tracking Progress. The adage ‘you can’t manage what you don’t measure’ is especially true for greenhouse gas emissions (GHG). To that end, the Climate Action Office compiles a comprehensive inventory of GHG emissions for both the community, and for City of Aspen government operations, every three years. The most recently published Community GHG Inventory (CY 2014) measured a 7% decrease below 2004 levels. The Climate Action Office is finalizing an updated community GHG inventory (for CY 2017), which will be presented to City Council during the summer of 2019, along with an implementation status for the current CAP. Page 3 of 4 In addition to applying best practices in GHG tracking and climate action planning at home, Aspen also plays a leadership role by informing best practices and creating replicable programs. For example, Aspen published the GHG Reduction Toolkit in 2018, which won a State award for clean energy leadership, and has been used by 20+ communities around the country. 2019 Programs: These programs are identified in the CAP as key implementation items to continue addressing climate change, and are new to the workplan this year. o Building IQ. One of the top priority policies in Aspen’s Climate Action Plan is to “Support commercial energy benchmarking and incremental energy efficiency improvements through policy.” This policy, which is named Building IQ, will prepare Aspen for the transition to a more efficient and resilient community by equipping building and business owners with data-driven insights on their building’s energy use in order to realize cost savings and environmental benefits. A Design Team of interdepartmental City of Aspen staff are currently meeting to research best practices, better understand Aspen’s building stock, and build a comprehensive plan for public engagement. Work sessions with Aspen City Council and the public will begin this summer. o EV Readiness. Electric Vehicle (EV) Readiness is a community priority outlined in the Aspen Community Electric Vehicle Plan (adopted by Aspen City Council in 2017) and in Aspen’s CAP. Especially when charged on a low-carbon electric grid like Aspen Electric, driving an EV significantly reduces GHG emissions and local air pollution, when compared with a gas-powered car. EVs have lower fuel costs, as electricity is less expensive than gasoline, and lower maintenance costs due to fewer moving parts and no internal combustion engine. To date, seven (7) public EV charging stations have been installed (See a map here), and the EV Sales Events and Ride & Drive Events in 2017 and 2018 resulted in 80 reduced price EVs sold and 100 test drives. In 2019, work will focus on supporting City of Aspen departments in EV purchasing and replacement policies; supporting Car to Go Chevy Bolt rollouts; and partnering with ongoing City projects to plan for future installation opportunities. o Affordable Housing Upgrades. Energy efficiency improvements to Aspen’s affordable housing stock serve the purpose of upgrading aging infrastructure, reducing energy use and greenhouse gas emissions, reducing utility bill costs, and improving tenant comfort and home health. In 2016, the City of Aspen partnered with CORE to perform energy efficiency upgrades at Burlingame Seasonal, Truscott, and Marolt Seasonal housing complexes. Upgrades included both in-unit upgrades and larger whole building improvements. On average, the buildings upgraded saw a 17% reduction in total energy use and realized approximately $32,000 in utility bill savings. In 2019, the Asset department, Climate Action Office, and CORE are creating a Phase 2 scope of work to build on the success of the 2016 project. This shovel ready project plan will be complete in spring 2019, and staff will await direction from City Management and City Council prior to implementing the plan. Next Steps: Aspen continues to be a leader in the field of Climate Action, and the City of Aspen Climate Action Office strives to create innovative and impactful local programming that can also be replicable and scalable across the country. With continued support and leadership from City Council, the coming Page 4 of 4 year will be no exception. The Climate Action Office plans to return to City Council this summer to present the updated Greenhouse Gas Inventory, and for additional meetings for the Building IQ project. Attachments: Exhibit A – City Council’s Historic Support of Climate Action Attachment A: PREVIOUS CITY COUNCIL ACTION ON CLIMATE CHANGE Since the inception of the Canary Initiative, Aspen’s City Councils have supported ambitious and effective action to both cut emissions and respond to the impacts of climate change. The following list is an overview of previous Council actions related to climate action. 1. 2005: Adopted the Canary Initiative with the goal of aggressively reducing Aspen’s carbon footprint to protect the community’s future. 2. 2006: Published Climate Change and Aspen: An Assessment of Impacts and Potential Responses to understand how anticipated changes are likely to affect key sectors and ecosystems. 3. 2007: Adopted the first Climate Action Plan, covering the years 2007 – 2009. The Plan specified GHG reduction goals of 30% below 2004 levels by 2020 and 80% below those levels by 2050. 4. 2012: Published an updated Aspen Area Community Plan prioritizing reductions in GHG emissions, energy use and traffic congestion. 5. 2004, 2007, 2011 and 2014: Published community–wide GHG inventories to better understand the Aspen community’s GHG sources, trends, and reduction opportunities. 6. 2014: Published Climate Change and Aspen 2014: An Update on Impacts to Guide Resiliency Planning and Stakeholder Engagement detailing likely climate impacts and providing adaptation strategies in key sectors. 7. 2014: Joined Climate Mayors, an association of United States mayors with the goal of reducing GHGs. The group represents 379 cities and nearly 20% of the U.S. population 8. 2015: Accomplished a key goal laid out in the CAP by achieving 100% renewable electricity for Aspen Electric and directed staff to maintain a 100% renewable portfolio. 9. 2016: Finalized a resilience strategy to prepare key sectors of the economy for the unavoidable impacts of climate change. 10. 2016: Adopted Resolution 11, Series 2016 urging the U.S. Congress to introduce and pass carbon fee and dividend legislation. 11. 2016: Joined the Global Covenant of Mayors for Climate and Energy, an international alliance of local governments dedicated to affecting global scale emissions through local action. 12. 2016: Joined Colorado Communities for Climate Action (CC4CA), a coalition of local governments working to affect climate and energy policy at the state level. 13. 2017: Launched the Compact of Colorado Communities, to help build the necessary capacity for effective climate action in local governments throughout the state. 14. 2017: Adopted “Top Nine Goals” for 2017–2019, two of which are directly tied to local climate action. Goal number four (transforming the mobility landscape) and goal number seven (decreasing the carbon footprint of the community’s energy supplies). 15. 2018: Adopted Aspen’s Climate Action Plan and re-committed to reducing greenhouse gas emissions 30% below the baseline by 2020 and 80% by 2050. Page 1 of 2 MEMORANDUM TO: Mayor and City Council FROM: Margaret Medellin, Utilities Portfolio Manager THRU: Scott Miller, Director of Public Works; Tyler Christoff, Deputy Public Works Director; Dave Hornbacher, Director of Utilities; DATE OF MEMO: April 12, 2019 MEETING DATE: April 22, 2019 RE: Water Shortage Conditions – Status Report REQUEST OF COUNCIL: This is an informational memo. Council is requested to provide feedback on the proposed timing for future Council actions. BACKGROUND: Last year at this time, Aspen was experiencing a critically dry year. In order to protect our watersheds and ensure reliable water deliveries, Council enacted its water shortage ordinance to encourage the community to use less water than in a normal year. The City is currently in Stage II Water Shortage conditions. At Council’s March 26, 2019 work session, staff presented the current status of Aspen’s watersheds. Council provided the following direction to staff about the 2019 drought response: · Council supports the City being cautiously optimistic in the approach to drought declaration for the 2019 irrigation season; · Council supports staying in step with the State’s drought declaration and monitoring timeline; · Council discussed that some of the restrictions stated under the current drought stage descriptions in the municipal code should be practices that are encouraged regardless of drought conditions. Council requested that staff provide another update at the April 22, 2019 Council meeting, followed by drought stage recommendations to Council during a May Council meeting. DISCUSSION: March proved to be a pivotal month for snowpack, bringing abrupt increases in snowpack to our region, as well as the rest of the state. The current conditions at the Independence SNOTEL site show a maintenance of snowpack since the March events. The average peak day for snowpack at the Independence SNOTEL site is April 10; this year peak has Page 2 of 2 not yet been reached. As temperatures increase, we will expect to see runoff occurring within the next few weeks. Drought Conditions Much of the State of Colorado remains activated for drought, including Pitkin County. On April 1, 2019 the State Drought Task Force met to provide recommendations to the Governor on the 2019 drought response. After reviewing snowpack and other watershed conditions, the Task Force recommended that the State remain in a ‘holding pattern’ and refrain from altering drought status. The Task Force will continue to monitor conditions and provide further recommendations at its next meeting on May 6, 2019. The State continues to warn water providers that as the region recovers from the extreme dry conditions of 2018, soil moisture deficits are likely to result in lower runoff than would normally be expected for current snowpack conditions. Aspen’s Drought Task Force (ADTF) met on April 4, 2019 to review watershed conditions and discuss recommendations for drought response this year. At this time the ADTF provides the following recommendations: · Remain in close contact with the State Drought Task Force and time recommendations to align with the State’s recommendation timeline; · Continue to monitor local watershed conditions and update Council as runoff progresses; · Provide recommendations for Water Shortage conditions to Council at its May 20, RECOMMENDED ACTION: This presentation is intended to be informational and no formal action is requested of Council. CITY MANAGER COMMENTS: INFORMATIONAL MEMORANDUM TO: Mayor and City Council FROM: Sarah Roy, Director of Red Brick Center for the Arts THROUGH: Sara Ott, Interim City Manager and Jeff Woods, Manager of the Parks and Recreation Department MEETING DATE: April 22, 2019 RE: Information Only: Arts & Culture Economic Impact Study BACKGROUND: On January 9, 2018 staff presented to City Council a discussion around the potential creation of a cultural arts commission under the direction of the City government. On January 9th, 2018, City Council agreed to let staff research efforts municipalities can implement to support the local arts. On April 3, 2018 staff presented to City Council a discussion around appointing a task force to host a community dialogue on the status of the cultural arts and engage stakeholders in a visionary, collaborative process. In addition, staff suggested conducting an industry analysis to understand the economic influence of the arts in Aspen. Several Council members did agree with the importance and value of conducting an economic impact study. Council did not give budget authority to initiate an organized community dialogue including a speaker panel series and facilitated focus groups. DISCUSSION: Following the meeting, the arts and culture community approached ACRA to facilitate a study of the industry to provide census data and analysis of the local economic impacts. The arts and culture organizations should be commended for their collaborative efforts to ensure such a study is realized. A selection committee of leaders from the arts and cultural organizations worked together with ACRA to review proposals and selected RRC Associates. The proposal is for a year-long study and includes an analysis of for-profit businesses (art galleries, private performance venues). In addition, the study will look at the non-monetary impacts and benefits provided by the arts and culture to our community. The proposed study is a true comprehensive look and will provide critical insight into the role and significance of this sector on our local economy and community. Attached is a memorandum from ACRA outlining the methodology of the study and cost estimates. In the ACRA memo, a cost sharing structure is outlined. For 2019, the City of Aspen is presented with contributing $10,000. Staff has identified $5000 from the Wheeler Opera House budget and $5000 from Red Brick Center for the Arts budget. The cost sharing approach demonstrates the commitment by all to the importance of such a study. Aspen has many successful and thriving arts and culture organizations and businesses. A current economic impact study is crucial to gaining an understanding of the multifaceted ways the arts and culture organizations contribute to and define our community. FINANCIAL/BUDGET IMPACTS: For the 2019 budget, the City of Aspen is asked to contribute $10,000 towards the arts and cultural economic impact study facilitated by ACRA. ATTACHMENTS: Memorandum from ACRA MEMORANDUM TO: Sara Ott FROM: Debbie Braun, President & CEO Sarah Reynolds Lasser, Senior Director of Business Development DATE: April 5, 2019 RE: Arts & Culture Economic Impact Study BACKGROUND The arts & culture community requested the ACRA to facilitate a current economic study to measure and analyze the impact the arts has on the local Aspen community. The conversation initiated as a potential cultural task force that would examine the role of arts and culture in the community. As the conversation evolved regarding the intent of the task force it was determined an economic study was necessary to provide census data and analysis of the local economic impacts. The arts & culture community will use the economic study to develop strategic planning and investment in the arts and culture sector. The last arts and culture economic impact study in Aspen was completed in 2001. SUMMARY A selection committee of arts & culture organization executive directors reviewed proposals from two consultants and selected RRC Associates to manage the study. RRC’s previous working knowledge of the Aspen area and its partnership with the CU Leeds School of Business were two deciding factors in the selection process. When the committee met, it was decided the scope of work should be expanded to a full year which is reflected in the overall project cost. RRC’s methodology will include an analysis of the economic impact of a combination of arts and cultural organizations in Aspen, along with an economic impact analysis of the area’s broader arts and culture industry, including private sector organizations. For profit arts and cultural organizations have not previously been studied. The primary methodology to conduct the analysis will include attendee and visitor research, census data/operational economic impacts, community non-monetary impacts and benefits, and analysis of other arts and culture activities and organizations (e.g. art galleries, movie theatres, private performance venues, etc.). The final report will include an executive summary and a report in electronic format summarizing the purpose, methodology, findings and conclusions of the analysis. Individual organization results will also be prepared on a confidential basis for their respective use. The participating arts & culture organizations in the economic study include: ACES Aspen Institute Anderson Ranch Aspen Santa Fe Ballet Aspen Art Museum Aspen Words Aspen Film Jazz Aspen Snowmass Aspen Historical Society Red Brick Center for the Arts Wheeler Opera House Theatre Aspen Aspen Music Festival & School RECOMMENDATION Based on organizational management provided by the ACRA to fulfill the arts & culture organizations’ request for an economic impact study, the below recommendation outlines the financial support needed to execute the study. The ACRA believes the participating non-profit organizations should pay into the study as a commitment to the overall project. The year-long study will begin in spring 2019 and will include winter events in 2020. Cost Estimates Item Cost 1. Attendee / visitor research (13 organizations) $37,000 2. Organizational research (13 organizations) $5,000 3. Economic impacts of other arts & culture activity $5,000 4. Analysis and reporting $16,000 TOTAL $63,000 Optional: Presentation of results in Aspen $4,000 Optional: Use of professional designer to format report TBD The scope of work should include the census data, for profit organizations, and a full year of research. These three indicators impact the cost and ACRA is proposing the following equitable solution for the funding of the economic study over a two year period. 2019 2020 ACRA $25,000 $9,000 Arts & Cultural Organizations $10,000 City of Aspen $10,000 $9,000 Annual Total $45,000 $18,000 Project Total $63,000