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Home My WebLink Aboutagenda.council.worksession.201910071 AGENDA CITY COUNCIL WORK SESSION October 7, 2019 3:00 PM, City Council Chambers 130 S Galena Street, Aspen I.WORK SESSION I.A.Council Goals Update I.B.Budget Workshop - General Fund and Asset Management Fund 1 1 MEMORANDUM TO:Mayor and Council FROM:Raquel Flinker, Project Manager THROUGH:Sara Ott, City Manager DATE of MEMO:September 30, 2019 MEETING DATE:October 7, 2019 RE:Draft Strategic Focus Areas Definitions and 2019/2020 City Council Goals REQUEST OF COUNCIL: Provide input on the draft Strategic Focus Areas definitions and 2019/2020 City Council Goals. Staff will incorporate feedback and return to Council with a resolution for final approval. After Council’s direction, a work session dedicated to defining a work plan and tasks for each goal will be scheduled. BACKGROUND: During Council Retreat (July 1st & 2nd, 2019) there was discussion on the definitions and the 2019/2020 Council Goals for each of the Strategic Focus Areas. A lot of information was generated that needed to be refined. The five Strategic Focus Areas are: 1. Safe & Lived-in Community of Choice 2. Community Engagement 3. Protect Our Environment 4. Fiscal Health & Economic Vitality 5. Smart Customer Focused Government There was further reflection on the definitions and Council Goals during the Department Heads Retreat. Throughout the month of September, strategic focus area groups, composed by different department heads, met to draft definitions and Council Goals based on the material generated from the retreats. 2 2 DISCUSSION: Below are some guiding questions for Council’s input: 1) Are these goals in line with Council’s direction? 2) Should any goal be added or deleted? 3) Does the level of detail of each goal meet Council’s need? STAFF RECOMMENDATION: Staff welcomes feedback on the Draft Strategic Focus Areas Definitions and 2019/2020 City Council Goals. EXHIBITS: Attachment A – Strategic Focus Areas Draft Definitions Attachment B – 2019/2020 City Council Draft Goals Attachment C - Aspen Council Retreat Report and Group Memory 3 September 30, 2019 Strategic Focus Area Draft Definitions Safe & Lived-in Community of Choice: Ensure Aspen is an attractive, diverse and safe city to live, work and visit year-round. This includes opportunities to access childcare, healthcare, housing, transit, parks, recreation, and technological connectivity. Community Engagement: Ensure a trusted dialogue and relationship in the community that encourages participation, consensus building, and meaningful engagement. Protect Our Environment: Ensure that policy decisions, programs and projects manage impacts to the environment, climate, and public health and well-being. Smart Customer Focused Government: Provide value to the community by continuously improving services and processes based on feedback, data, best practices, and innovation. Fiscal Health & Economic Vitality: Promote economic sustainability of the Aspen community by advancing a healthy, diverse local economy while responsibly managing revenue streams, community investments, and financial reserves. 4 September 30, 2019 1 2019/2020 City Council Draft Goals 1. Leverage the City’s housing development funds to finance affordable housing projects. Lead: Pete Strecker & Scott Miller 2. Review adopted regulations that affect the development of affordable housing including a study of the affordable housing fee-in-lieu rate, the Certificate of Affordable Housing Credit program, employee generation and mitigation rates, and multi-family replacement requirements. Lead: Jennifer Phelan 3. Establish and utilize a financial advisory board to advise, evaluate, and make recommendations on the long-term economic stability of affordable housing. Lead: Pete Strecker 4. Work with partner agencies and home owners associations to formulate options to address delayed affordable housing maintenance, including insufficient capital reserves policies. Lead: Scott Miller & Sara Ott 5. Evaluate decision making authority for quasi-judicial boards and commissions in affordable housing related matters. Lead: TBD 6. Develop a long-range community waste management plan to reduce waste in the highest impact landfill diversion areas. Lead: CJ Oliver & Liz Chapman 7. Identify and implement capital funding sources that protect and improve river health and the stormwater system. Lead: Trish Aragon & Pete Strecker 8. Reduce the energy use in commercial and multi-family buildings through increased incentives and the codification of Building IQ, which requires energy use tracking and improved energy efficiency. Lead: Mike Metheny & Ashley Perl 5 September 30, 2019 2 9. Create and implement a community engagement strategy that incorporates participation data to inform and increase future public participation in policy decisions. Lead: Tracy Trulove & Alissa Farrell 10.Engage with the business community on ways to finance and expand child care availability. Lead: Shirley Ritter 11.Analyze opportunities to retain and attract small, local and unique businesses to provide a balanced, diverse and vital use mix supporting the community. Lead: ComDev Director & Mitch Osur 12. Assess the changing landscape of internet retailers and sales tax remittance at the local level and recommend any necessary steps to ensure proper tax collections. Lead: Jennifer Walker 13.Implement tools to identify the non-traditional short-term rental offerings within the City of Aspen and actively engage owners to register as a business and remit appropriate lodging taxes. Lead: Pete Strecker 6 1 SUMMARY REPORT CITY COUNCIL RETREAT July 1 -2, 2019 7 2 Introduction On July 1 -2, 2019, the Aspen City Council members and staff leadership met at the Aspen Fire Station. All Councilmembers were in attendance. The desired outcomes for the retreat were identified as: Enhanced Relationships Identify and agree on mutual expectations with the Council and the Staff Develop working agreements Determine Key Goal and Objectives (a roadmap on how to move forward) Offer policy guidance and key strategic issues Summary After reviewing and approving the agenda (Attachment A) and desired outcomes, the group began by developing ground rules for the retreat. The agreed upon ground rules are listed in Attachment B. As this is a new Council, the group spent some time discussing why they ran for Council and identified common themes. These can be found in Attachment C. The Council then moved to a discussion on council and staff roles and responsibilities. They agreed on the expectations they have of each member of the Council, and their expectations of staff. The staff also conveyed staff’s expectations of the Council. See Attachments D and E The Council heard received an update from staff on current programs, efforts and initiatives, within a “Strategic Focus Areas” framework. The Strategic Focus Areas identified are (No prioritization – they are all priorities that need attention): Community Engagement Economic Vitality Environment Protection Fiscal Health Smart, Customer Focused Government Safe, Livable, Lived-in Community Council and staff took some time to define what is/should be included in these areas. They were then asked to identify items to START, STOP, AND KEEP doing. Although there were no items identified during the retreat to stop doing, Council was content with current efforts and added additional items for future discussion. See Attachment F. Specific Action Items were identified during the retreat. The action items identified are listed below: 1. Requested Work Sessions: Environmental protection: what will get us closest to where we want to be and determine actions Compost: deeper conversation, goals, and action items Supporting small businesses Housing (Priority) a longer discussion on housing issues, set targets toolkit (ensure a Participatory process) 8 3 Move up child care capacity from 2020 –work session and preliminary road map with regional partnerships 2.Ask staff to develop a proposal to handle citizen correspondence 3.Develop protocols on how to take an issue/project through the process --Balancing needs of different issues, capacity, public priorities, etc. 4.Propose an amendment to council rules to move meetings to Tuesday 5.Consider starting work sessions early (manage time effectively) 6.Incorporate more “pro/con” in staff reports 7.Ask staff bring back a Social Media plan/policy council discussion/action 8.Gather feedback on Affordable Housing framework proposal 9.Initiate a community conversation about who we are (Tracy)  10.Skippy will gather material, partners, and present a plan to achieve 100% voter participation 11.Work to get a complete count on the census 12.Have the Communication Director come back with ideas on how to better engage/communicate with the community The Council concluded the retreat with a quick evaluation of the retreat, and was satisfied with what was accomplished. These notes can be found in Attachment G.The retreat concluded having competed the agenda. The notes from the retreat are detailed in the remainder of this report, along with photos of the original flip-charts. (Attachment H) Respectfully submitted: Kathie Novak, Facilitator Attachments: Attachment A:Agenda Attachment B:Ground Rules for the Day Attachment C:Themes from Introductions Attachment C:Council Expectations of Each Other Attachment D:Council Expectations of Staff and Staff Expectations of Council Attachment E:Strategic Focus Areas Attachment F:Retreat Debrief Attachment G:Original Flip Chart Photos 9 4 Attachment A: Agenda Council Retreat July 1 – 2, 2019 Agenda Desired Outcomes: Enhanced Relationships Identify and agree on mutual expectations with the Council and the Staff Develop working agreements Determine Key Goal and Objectives (a roadmap on how to move forward) Offer policy guidance and key strategic issues Monday, July 1 1:00 pm – early evening **Council and Council Staff** 1. Welcome, introductions 2. Review agenda, ground rules, and desired outcomes 3. Discussion on roles 4. Expectations exercise 5. Determine Council “Rules of Engagement” 6. Council identification of goals July 2, 9:00 am – 4:00 pm **Council and Key Staff** 7. Expectations exercise with staff 8. Determine Council-Staff “Rules of Engagement” 9. Goals discussions 10. Policy Direction Next Steps 11. Next steps: 12. Retreat Review 13. Adjourn 10 5 Attachment B: Ground Rules for the Day Listening (active understanding full attention) Candor – unguarded Concise Ask questions to understand Respect o We all come from different places Appreciation for each other and the process Don’t let things go unsaid Open mind Humor – appropriate 11 6 Attachment C: Themes from Introductions Give back Look forward Build on past History Passion Community Experience, Talents Stable Safe-guarding, Safe Service, Work on issues, Caring Nurturing Open Maintain values Engaged Positive Proactive “ Proponent” Future Protect Environment Democracy Problem solving Day-to-day improvements Projects done Create scalable models Local + global Hearts Calling 12 7 Attachment D: Council Expectations of Each Other Civility – no personal attacks o Acknowledge and not tolerated One not being attacked will raise the issue ( be each other’s “wing man”) o How we conduct ourselves – tone and words o Be hard on the issue, not hard on the person Be conscientious of it Try to clarify what someone meant, not attack them for it Don’t let discomfort fester o Discuss sooner rather than later Don’t carry one issue over to the next o Take a pause between what someone ways and how you react Be frank about buy-in/lack of an issue o Yes/No, why/Not yet + here’s what it would take to get to yes o We work together on what issues we work on o Include all in what issues are being worked on o Leave a work session with clear direction, as articulated by staff or Mayor No shaming if someone takes a different view- limit emotional response Refer to and abide by the ground rules for retreat Support each other in our roles on the council Be a resource to each other o Share info (articles with each other) Recognize shared decisions – successes are shared Be respectful of staff and what they are doing Do your homework – ask questions in advance o Don’t play “gotcha” Questions at meetings o Give a “heads up” on questions in meetings Letters from citizens o Ask staff to develop a proposal to handle citizen correspondence Protocol on how to take an issue/project through… o Larger discussion – more complex o Different issues require different processes o Capacity – staff, public, prioritization Align goals Focus on city /citizen issues Avoid self-serving silos Work together with team spirit Timely responses – preferred methods of communication: (Different methods different reasons) o Ann texts o Torre texts o Rachel phone o Ward text/email o Skippy phone, email, text 13 8 o Acknowledge as soon as possible (within 48 hours) o Be sure to preserve texts for open records requirements Trust o Representing Aspen @ other meetings o Trust that reps are accurately representing city positions and communicate back to the council Practice “radical honesty” Never will have perfect info Board reports / info gathering o Status quo process for now o Use work sessions for larger info gathering discussions in alignment when materials come out Packet timing o Propose an amendment to council rules to move meetings to Tuesday o Consider starting work sessions early? (manage time effectively) “Devil’s advocate” o Commit to honest questioning to promote good dialogue and best decisions o Incorporate more “pro/con” in staff reports Social media o Ok for personal posting (not using anyone else’s words) o Staff bring back plan/policy council discussion/action Speaking o Speak for self, but respect the council decision 14 9 Attachment E: Council and Staff Expectations of Each Other Council expects of staff: Don’t make assumptions about my questions o Add context around the question – please ask Time – in person/phone o Ok to go to top leadership team o Be respectful of staff time o Give heads up on topic Responsiveness (council and public) o Acknowledge within 24 hours o If urgent let me know o Let Sara know if not responsive Respond to citizen letters – “got it respond” copy council on response Honesty and your opinion Accurate honest and full answers o Offer potential strategies Tell me what you need from me Honor your time off and family Kindness rapport Working for the city, not just the council – public servants Items that reach the council should be fully vetted or pull them o Staff strained and supported in “presenting” role o Give staff heads up on info missing in packet prior to meeting o Give staff feedback and debrief Follow through – follow up on projects, correspondence, etc. Heads up – no surprises Understand our time constraints Printing some materials when necessary Try to avoid last minute additions to the packets Be balanced and willing to say no and express consequences of changing priorities Candor Fail forward- accept mistakes o Innovate Break up long paragraphs! Staff expects of council: Candid communication Ask for clarification, don’t rush to judgement, slow down Strategic vision and community outcomes that are desired o Don’t get caught up in a minute Questions in advance o Focus on decision points We are available- contact me with questions 15 10 No surprises!!! o Don’t get too far down the road without the staff leader As priorities change let us know so we can help staff understand Respect the staffs experience and passion to do the job well and help you accomplish your goals Get as much education from you as to your ideas- become educated from multiple stakeholders Read the packets! Let us know if we need to make adjustments Acknowledge and recognize staff expertise and passion Provide the resources for what you ask us to do Regular check ins about overall city work program o Look at regular dep updates Think through goals. Performance Reviews- proactive dialogue with new manager- feedback methods Clear direction o Explain why Give us feedback on the proposed framework o Strategic Focus Areas - vet with public o Must do, should do, could do, pause Missing ongoing everyday routine stuff 16 11 Attachment F: Strategic Focus Areas The Council received a report from the staff on current projects, initiatives and efforts, framed in terms of “Strategic Focus Areas.” Council and staff took some time to define what is/should be included in these areas. They were then asked to identify items to START, STOP, AND KEEP doing. Although there were no items identified during the retreat to stop doing, Council was content with current efforts and added additional items for future discussion. Notes: These areas are missing the ongoing, everyday routine items and work Small cleanup list: Kids wearing helmets @ skatepark Protecting our environment: what it means – what it includes: Compost Transportation choices – Infrastructure Reduction programs Local energy production Climate Action Plan Resilience Planning Long term plans for maintaining and improving air quality Waste goals and strategic plan Local food Conditional water storage rights – file change case to alternate locations New funding for storm water program Carbon reduction Clean energy Reduce air pollution No dog poo Protect water Water storage solutions Parks and open space Green urban environment Protect our water Clean water quality and quantity – watch Front Range policies Complete reclaimed water system Net zero carbon Net zero waste Building codes net zero Climate mitigation – resilience – lead by example Looks like: policies from Feds that protect our air quality, water quality, endangered species, land uses, public lands stay in public hands Influence – weigh in via resolutions or other processes on Federal Public Land policy changes Legislative changes to ban singe use plastics Many items in other “strategic buckets” might have an environmental component, even if it is a secondary piece rather than a primary element. 17 12 Protecting our environment – Start doing: Storm water management o Funding (education) Single use plastics reduction o Plans o “Facilitation” – work with community o Identify Barriers o What elements of the phase 2 waste plan do you want to do? o Look at CAP -> actionable plans Schedule work session on what will get us closest to where we want to be and determine actions Advocacy – state, fed o Coordinate with county Compost program o Education, bins, research o Mandatory program for restaurants o Identify diversion and participation goals o Identify barriers Schedule work session for deeper conversation, goals, and action items Goal – waste prevention and reduction o Long range plans and menus of options Building benchmarking, standards for energy use o (process coming in August) Need to understand the “bang for the buck” for these initiatives Smart customer focused government: what it means – what it includes: Communication plans Community connectivity Identified community desires Quick and accurate responses Responsiveness Advance technology solutions with personal touch Healthy workplace Efficiency Clear and simplified processes (APCHA, permits, business licenses, etc.) High functioning applications, both external and internal facing Tracked comments – responses New forms of community outreach and engagement Provide services that are expected and beyond expectations Community understands why something is being done – “This is our sacrifice: this is our benefit; we are doing this to…” Public service focused 21st century offices and meeting space Broaden the base of community participants/stakeholders Responsiveness 18 13 Construction of city offices Cyber-security – all transactions Provision of core services Fiscally responsible Free childcare for city meetings Childcare during council meetings and more Smart customer focused government: Start doing: Questions: How do we get information to citizens? How do we improve our processes? How do we want to make land use decisions? Processes? What are our mitigation requirements? Initiatives: Staff needs a work order system Design of council chambers – physical and technological room set Healthy workplace for the city (staff addresses this through the budget) Economic Vitality: what it means – what it includes: Local business support Collaboration with industry partners – synergy Understanding the relationship between the modernization of the airport and visitor spending Economic sustainability not focused on growth Land use codes that promote the community we want Community employee training and development (CMC, ACRA) Impact of arts and culture Diversity of business and price points Special events strategic plan/management Diversity of businesses and price points Housing and income for seniors?? And physically impaired Diverse and usable downtown Partnerships – private, government, regional Employee workforce housing Business mix opportunities Children for workforce Ability to work be-self sufficient Paid family leave Living wages new start-ups Watching/influencing state laws that affect the economy Internet sales tax collection VRBO and Air BNB Tax collections 19 14 Economic Vitality: Start doing Impact of arts and culture contribution Move up child care capacity from 2020 o Work session and preliminary, road map regional partnerships Work session on how to support small business Fiscal Health: what it means – what it includes: Internet sales tax collection VRBO and Air BNB tax collections Reduce waste Don’t overspend Keep some in reserve Don’t save too much Strong reserves – recession protection Best services in most economical way Internal function City organization Resources are allocated to match council/community goals Better long range planning for staffing – less (??? Can’t read) New services for larger goals – regional or countywide – (housing and childcare examples) Overall IT/system functionality (oracle, QAlert, permit software) Different audiences Fiscal Health: Start doing None Safe, Livable (Lived in) Community of Choice: what it means - what it includes Personal Know your neighbor Cultivate inclusion of our Hispanic community Everyone feels welcome and part of the community Attract the next generation of locals Childcare schools Infant care Choices: o Housing o Jobs o Transportation o Schools Housing Employee/workforce housing 20 15 Renewed housing social contract Housing: BG11, Lumber yard, AHP, Water Place II, future opportunities Natural disaster and climate change Community connectivity Parks Trails Walkable Core Transit Mental Health Lift 1 Park/ Dolenisik (spelling?) gardens/master plans Acknowledge the transitions of community! (time to adapt to change) Valley Health Alliance – healthcare Natural disaster and climate change plan Transit Land use codes that promote what we want Strong historic preservation program Seniors, children, non-transient community – human relationships Health and happiness as a priority Small cells – 5g Control # of vehicles in town Align annexation policy and future land use mapping with water service (and other infrastructure) areas Safe, Lived-in Community: Start Doing Housing o Council philosophies + appetites? o UGB? o Density? – Environment vs AACP o “Right sizing” conflicting values o New social contract Priority: Work session (longer) for a discussion on these (sooner), set targets toolkit o Participatory process Transitioning of the community and housing Feedback on Affordable Housing framework proposal Community conversation about who we are (Tracy) Community Engagement: what it means – what it includes Transplant and inclusive community discussion Respect/ citizen accountability Commitment to civic education Mining community expertise Galena plaza enrichment Discussions about growth and change Listen well and truly 21 16 Care for one another Community events (smaller local promoting) Fun! X2 Address things that need to be addressed! How to get more involvement and a wider reach Think valley wide There is a community engagement component to nearly all of the “strategic buckets” (crosses over all areas) 100% voter participation Hearing the majority – don’t let minority drown out conversation Engage other partners Improve relationship with Pitkin, R.F. Valley, school district, river district, CMC Commitment to Civic Education Communication systems Shared mission/vision Shared vision Participatory planning City-wide strategic communications assessment and plan Strategic plan for parks and recreation Develop and implement an engagement continuum: Inform – inquire -- collaborate Community Engagement: Start Doing Goal? 100% voter participation? Bring material/info back to council (Skippy) Work to get a complete count on the census Question: How do we better connect with Hispanic/Latino community? Have the Communication Director come back with ideas 22 17 Attachment G: Retreat Evaluation What worked well? Facilitator Space Lunch Starting with frame works easier to edit than originate Amount of dedicated time Staff knows council better Possible changes for the future: Less time on team building – more on goals + strategic area focus areas More protein for breakfast More breaks-walking Post it notes- not sure it was necessary More structure to process of changing and narrow things Members of public to ask their perspective (presentation) 23 18 Attachment G: Original Flip Charts 24 19 25 20 26 21 27 22 28 23 29 24 30 25 31 2020 PROPOSED BUDGETPete StreckerOCTOBER 7, 2019132 2020 Proposed Budget - Overview22019 Orig. Budget2020 Request$ Change % ChangeRevenues $161,796,677$151,650,005($10,097,332) (6.2%)Base Operating: On‐Going $73,543,665$74,897,440$1,350,775 1.8%Base Operating: One‐Time $3,045,700N/A($3,045,700) N/ANew Supplementals N/A$1,979,440$1,979,440 N/ATotal Operating $76,589,365$76,873,880$284,515 0.4%Capital Outlay $36,363,750$20,213,750($16,150,000) (44.4%)Debt Service $7,464,880$7,814,750$349,870 4.7%Net Appropriations $120,417,995$104,902,380($15,515,615) (12.9%)Transfers $30,318,290$34,501,270$4,182,980 13.8%Total Appropriations $150,736,285$139,403,650($11,332,635) (7.5%)Ending Fund Balance $139,674,183$125,593,172($14,081,011) (10.1%)2020 Proposal Is 12.9% Less Than Prior Year’s Adopted Budget33 Schedule3Budget Worksessions Scheduled Topics / FundsMonday, October 7 Overview, General Fund & Asset Management Plan FundMonday, October 14 Parks and Open Space, Golf, Housing DevelopmentTuesday, October 15 Grants, Wheeler Opera House, Employee Benefits, Employee Housing, Information TechnologyMonday, October 21 Kids First, Parking, Transportation, Truscott, Marolt, StormwaterMonday, October 28 Water, Electric, Tourism Promotion, Public Education, REMPTuesday, October 29 APCHA, Smuggler, Truscott II, Aspen Country InnAdoption Meetings Scheduled TopicsMonday, November 12 1stReading of Fee Ordinance & Budget ResolutionsMonday, November 26 2ndReading of Fee Ordinance (desired adoption by 12/1), Mill Levy (if possible)Monday, December 10 Back‐Up Date Mill Levy Resolution (mandatory certification by Dec 15)34 2020 PROPOSED BUDGETGeneral Fund (001) / AMP (000) OverviewsPete StreckerOCTOBER 7, 2019435 Revenues & Expenditures – Gen. Fund$36,080,050$36,706,100$0$5,000,000$10,000,000$15,000,000$20,000,000$25,000,000$30,000,000$35,000,000$40,000,000$45,000,0002018 2019 2020 2021 2022 2023 2024RevenuesExpenditures536 Fund Balance - General Fund$14,577,047 $9,176,525 $0$2,000,000$4,000,000$6,000,000$8,000,000$10,000,000$12,000,000$14,000,000$16,000,000$18,000,0002018 2019 2020 2021 2022 2023 2024Fund BalanceRequired Reserve637 Revenue Sources – General Fund$133,620 $145,000 $206,690 $410,000 $1,557,820 $2,063,180$2,942,460 $4,587,000$5,359,500 $5,883,240$10,889,000$0 $3,000,000 $6,000,000 $9,000,000$12,000,000Administrative DepartmentsPublic SafetyHealth and WelfareCity Tobacco TaxPublic Works DepartmentsOther Taxes / Share of State Revs /…Culture and RecreationProperty and Specific Ownership TaxesDevelopment DepartmentsOther Inflows ‐ GF OverheadCity Share of County Sales Tax3 Distinct Revenues:Discretionary ResourcesOverhead ChargesFee / Fines / Charges for Services738 $1,175,870$2,804,100$4,284,540$5,353,380$6,159,880$6,889,840$10,038,490$0 $4,000,000 $8,000,000 $12,000,000Health and WelfareTax Collection Fees / TransfersDevelopment DepartmentsPublic WorksPublic SafetyCulture and RecreationAdministrative DepartmentsAnnual Debt Service:Aspen Police Dept: $1.16MMunicipal Offices: $1.35MExpenditure by Program – General Fund8•179.33 FTE (of 318.23 FTE Citywide)39 Revenues & Expenditures – AMP$9,723,680$3,405,700$0$10,000,000$20,000,000$30,000,000$40,000,000$50,000,000$60,000,0002018 2019 2020 2021 2022 2023 2024RevenuesExpendituresArmory Renovation9City OfficesDebt Proceeds / City Offices40 Fund Balance – AMP$19,588,812 $0$5,000,000$10,000,000$15,000,000$20,000,000$25,000,000$30,000,0002018 2019 2020 2021 2022 2023 2024Fund Balance2019: 2019: City Offices2021: 2021: Armory1041 Revenue Sources – AMP$265,420 $2,209,010 $3,540,000 $3,709,250 $0 $3,000,000 $6,000,000Other Revenues (Investment Income)Transfer ‐ Transportation (1x)Property TaxesTransfer ‐ Parking (1x)1142 $28,000$69,500$70,000$697,000$850,000$1,620,400$0 $750,000 $1,500,000 $2,250,000Public SafetyAdministrative DepartmentsHealth and WelfareCulture and RecreationAsset ManagementPublic Works2020 Projects > $100K:Armory Renovations: $740,000Concrete Replacement: $271,000Park Cir Pedestrian Impr: 270,900Fleet Replacements: $204,000Red Brick Arts Space Impr: $189,000Ute Ave Traffic Calming: $175,000Garmish Bus Stop Impr: $156,000GIS Aerial Photography: $129,000Expenditure by Program –AMP1243 13Let’s Do a Deeper Dive by Department…44 2020 PROPOSED BUDGETAdministrative DepartmentsOCTOBER 7, 2019Pete Strecker45 What We Do: Administrative Support•Mayor and Council•Grants•Clerk’s Office•Records Management•Elections•Municipal Court•City Manager’s Office•Communications•Process Improvement•Finance•Accounting, Payroll, Budget, Procurement, Audit•Attorney’s Office1546 Strategic AlignmentCommunity EngagementProtect our EnvironmentFiscal Health & Economic VitalitySafe & Lived-in Community of ChoiceSmart, customer Focused Government1647 On the Horizon17Manager’s Office:• Community Engagement Plan• Organizational Structure ChangesFinance:• Short-Term Lodging Rental Compliance• Rate Study• Assess Changing Landscape Around Taxes 48 Revenue SourcesNot Typically Revenue Generators• Financial services to non-City entities• Municipal Court, Licensing for Liquor and Marijuana, Event Permits• Main Street Banners$19,020 $63,000 $204,680 $0 $50,000 $100,000 $150,000 $200,000 $250,000Managers OfficeClerks OfficeFinance1849 $12,970$24,360$27,060$30,600$145,920$290,750$307,160$965,720$0 $400,000 $800,000 $1,200,000General AdministrativeSales Tax RefundsEvent Support (Community Picnic)Other Support (Discretionary)Economic Stimulus GrantsLegislative ProcessMarketing and Tourism PromotionHealth and Welfare Grants2.50 FTEExpenditure by Program - Council1950 $61,430$102,250$118,500$125,860$130,280$172,510$0 $50,000 $100,000 $150,000 $200,000Licensing AdministrationRecords ManagementElectionsMunicipal Court SupportGeneral AdministrativeLegislative Process5.00 FTEExpenditure by Program - Clerk2051 $179,670$342,410$438,410$622,450$0 $200,000 $400,000 $600,000 $800,000Legislative ProcessPublic OutreachBusiness Process ManagementGeneral Administrative (Org. Support)9.30 FTEExpenditure by Program - Manager2152 $72,370$113,560$405,060$0 $200,000 $400,000 $600,000General AdministrativeLegislative ProcessCity Attorney / Legal3.00 FTEExpenditure by Program - Attorney2253 $157,540$227,180$247,310$428,760$1,157,590$0 $500,000 $1,000,000 $1,500,000PurchasingTax AuditingGeneral AdministrativeBudgetingAccounting / Payroll14.30 FTEExpenditure by Program - Finance2354 2020 Capital Projects• Minimal Capital Needs for Admin. Departments• All GF departments capital is included in the AMP Fund$12,000 $0 $5,000 $10,000 $15,000Clerk ‐ 2nd Floor Copier2455 Supplemental Requests25•Finance – Fee Analysis: $100,000 (One‐Time)•Finance – Business License/ Tax Software: $38,070 (On‐Going)•Manager – Communications Officer (1.0 FTE): $86,530 (On‐Going)•Manager – Communications intern (0.5 FTE): $25,850 (On‐Going)•Manager – Complaints System: $17,400 (On‐Going)•Manager – Council Meeting Streaming: $5,200 (On‐Going)Recommended:Not Recommended:•Attorney – Municipal Court Special Prosecutor: $15,000 (On‐Going)•Clerk – Court Appointed Attorney: $10,000 (On‐Going) 56 26Questions?57 2020 PROPOSED BUDGETHuman ResourcesCourtney DeVito and Alissa Farrell OCTOBER 07, 201958 What We Do: Internal Customer Service28Total Rewards: Benefits and CompensationRecruitment Risk and Safety 59 What We Do: Internal Customer Service29Employee Relations Compliance with Local, State and Federal Regulations Internal City Housing 60 Strategic AlignmentCommunity EngagementSmart, customer Focused Government30Matching employee culture with community needsExceptional and efficient employees = positive outcomes for the community 61 On the Horizon31TARGETED RECRUITMENTEMPLOYEE ENGAGEMENT/ORGANIZATIONAL DEVELOPMENT COMPENSATION AND CLASSIFICATION STUDY 62 $2,640 $94,800 $106,250 $116,530 $172,330 $180,880 $238,210 $0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000Minor Capital OutlayRisk ManagementCitywide TrainingEmployee RelationsGeneral AdministrativeRecruitment And OnboardingBenefits ManagementExpenditure by Program – HR325.00 FTE63 Supplemental Requests - HR33•Compensation Consultant: $69,000 (On‐Going)•Recruiter (0.50 FTE): $46,125 (On‐Going)•Retirement Consultant: $39,000 (On‐Going)•Employee Housing Admin Assistant (0.5 FTE): $22,725 (On‐Going)Not Recommended:•Employee Engagement Platform: $12,000 (On‐Going)Recommended:64 34Questions?65 2020 PROPOSED BUDGETAsset ManagementOCTOBER 07, 2019Jeff Pendarvis66 36What We Do: Maintenance of Assets•City Hall (Armory)•City‐Owned Employee Housing Units•Aspen Police Department•Old Powerhouse •Rio Grande Plaza & Building•Animal Shelter•Mill Street Annex•Wheeler Opera House•Recreation Facilities67 37What We Do: Develop New Assets68 Strategic AlignmentSafe & Lived-in Community of Choice•Maintain community facilities•Customer Focused•Energy Efficiency38Community EngagementProtect our Environment69 On the Horizon•City Hall @ Galena Plaza•Armory Renovation•Wheeler Renovation•Pedestrian Mall design effort•Old Power House Renovation3970 Revenues & Expenditures – Asset$46,360 $1,853,270 $0$500,000$1,000,000$1,500,000$2,000,000$2,500,0002018 2019 2020 2021 2022 2023 2024RevenuesExpendituresFunded Through Overhead4071 Revenue Sources – Asset$18,360 $28,000 $0 $10,000 $20,000 $30,000Refund of ExpenditureFacility Rentals41Animal Shelter72 $17,790 $25,020 $25,020 $29,750 $35,922 $52,170 $60,930 $96,223 $98,150 $111,290 $198,450 $274,625 $285,700 $539,960 $0 $150,000 $300,000 $450,000 $600,000Mill Street Annex, Main St. CabinRubey Park Transit CenterHousing Development PropertiesWheeler SpacesAnimal ShelterEmployee Housing PropertiesOther Facility / MaintenanceRio Grande BuildingOld PowerhouseObermeyer PlaceCity Hall ArmoryAdministrativeAspen Police Department ‐ Main StreetCapital Labor8.40 FTEExpenditure by Program - Asset4273 2020 Capital Projects - Asset$10,000 $100,000 $740,000 $0 $200,000 $400,000 $600,000 $800,000Animal Shelter Maintenance ‐ 2020Facility Maintenance ‐ 2020City Offices ‐ Armory Restoration4374 Supplemental Requests - Asset44Recommended:•City Hall – Cleaning, Trash, Utilities: $25,000 (On‐Going)•APD – Inspections & Other Purchase Services: $20,000 (On‐Going) 75 45Questions?76 2020 PROPOSED BUDGETCommunity DevelopmentJen PhelanOCTOBER 07, 20194677 What We Do: Guide Land Use and Development47Planning Related ServicesBuilding‐Related ServicesCommunity Development78 Planning Services 48•Ensure future development is consistent with community valuesCurrent PlanningLong‐Range Planning•Review proposed development including:•Commercial & Residential•Historic & Non‐Historic79 Inspection servicesBuilding Services49Review & issuance of building permits for code compliance•1,233 issued in 2018•Valuation = $229 millionIssue Certificates of OccupancyUpdate building code3,087 inspections in 201880 Strategic Alignment50Safe & Lived‐in Community of Choice•Land Use policies shape urban form•Building codes ensure structures are safeCommunity Engagement•Public outreach to guide future development and identify community values•Daily meetings with community: public hearings, site visits POD/BODProtect Our Environment•Policy development of building and energy efficiency standards81 On the Horizon51Affordable housing coordination & updates to mitigation ratesContinued refinement of new electronic permitting system, including processing of land use applications82 On the Horizon52Census 2020Outdoor Lighting 83 Revenues & Expenditures - Building$4,600,000 $2,101,180 $0$1,000,000$2,000,000$3,000,000$4,000,000$5,000,000$6,000,000$7,000,0002018 2019 2020 2021 2022 2023 2024RevenuesExpenditures5384 Revenue Sources - Building$20,000 $40,000 $270,000 $270,000 $1,450,000 $2,550,000 $0 $1,000,000 $2,000,000 $3,000,000Fire suppression review feeContractor LicensesMechanical/Electrical/PlumbingPermitsEnergy Code Review FeeBuilding Permit Review FeesBuilding Permit Fees5485 $33,370 $329,910 $494,430 $1,027,570 $0 $250,000 $500,000 $750,000 $1,000,000 $1,250,000Long Range Planning / PolicyInspection And EnforcementAdministrativeDevelopment Review14.00 FTEExpenditure by Program - Building5586 Supplemental Requests - Building56Recommended:•Permit System Support Costs: $75,000 (One‐Time)87 Revenues & Expenditures - Planning$759,500 $2,183,360 $0$500,000$1,000,000$1,500,000$2,000,000$2,500,0002018 2019 2020 2021 2022 2023 2024RevenuesExpenditures5788 $4,500 $225,000 $530,000 $0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000School dedicationLand Use ReviewZoning plan checkRevenue Sources - Planning5889 Expenditure by Program - Planning$6,420 $43,630 $48,960 $148,550 $377,100 $405,050 $928,050 $0 $200,000 $400,000 $600,000 $800,000 $1,000,000Minor Capital OutlayPublic OutreachInspection And EnforcementHistoric PreservationGeneral AdministrativeLong Range Planning / PolicyDevelopment Review14.00 FTE5990 Supplemental Requests - Planning60Recommended:•Small Lodge Program: $91,000 (One‐Time)•Affordable Housing Technical Assistance: $50,000 (One‐Time)•Outdoor Lighting Regulations: $50,000 (One‐Time)•Census Costs: $25,000 (One‐Time)91 61Questions?92 2020 PROPOSED BUDGETPoliceRichard Pryor & Linda Consuegra OCTOBER 7, 201993 What We Do: Public/Community Safety•$5.5 million base budget•37 staff:•27 Peace officers•6 Community Response•4 Support staff•~24,000 annual calls for service•Crimes against people and property are static6394 What We Do: Improve Quality/Safety•Emergency Response•Professional Development•Succession Planning•Organizational Assessment•Mental Health Support•Community Outreach6495 Strategic AlignmentSafe & Lived-in Community of Choice•Increase feeling of safety•Trust building and transparency•Effective response to calls6596 On the Horizon•Organizational Assessment•Enhancements to bear management6697 Revenues & Expenditures - Police$161,600$6,159,880$0$1,000,000$2,000,000$3,000,000$4,000,000$5,000,000$6,000,000$7,000,000$8,000,0002018 2019 2020 2021 2022 2023 2024RevenuesExpenditures6798 Revenue Sources - Police$500$1,000$1,000$1,500$3,000$3,500$5,000$6,100 $15,000 $125,000 $0 $50,000 $100,000 $150,000County Court FinesCity Towing FinesPolice Parking TicketsParking Tickets ‐ Non CourtMiscellaneous RevenueRecords FeesCity Share Of DUI'sRefund Of Expenditures ‐ OtherVehicle Inspection FeesAnnual Alarm Permits6899 $45,310$105,860$202,620$484,970$665,460$1,036,590$3,049,170$0 $1,000,000 $2,000,000 $3,000,000 $4,000,000Investigative ServicesSchool SafetyRecords ManagementCommunication CenterCommunity Response ServicesAdministrative & OutreachPatrol Services27 OfficersExpenditure by Program - Police6938.00 FTE100 2020 Capital Projects$28,000 $0 $10,000 $20,000 $30,000Police Weapon Replacement ‐ 202070101 Supplemental Requests71Recommended:•Records & Evidence Custodian (1.0 FTE): $81,860 (On‐Going)•Council Meeting Security: $9,000 (On‐Going)102 72Questions?103 2020 PROPOSED BUDGETStreetsJerry Nye OCTOBER 7, 201973104 What We Do - MissionTo keep Aspen streets clean and safe for all modes of travel74105 Who We AreFleetStreet75106 What We DoYear‐Round76107 Strategic AlignmentSafe & Lived-in Community of Choice•Safe and reliable transportation network•Asset maintenance •Asset management 77108 On the Horizon•City Streets resurfacing (2020)•Fleet assessment and electrification 78109 Revenues & Expenditures - Streets$486,540$2,203,280$0$500,000$1,000,000$1,500,000$2,000,000$2,500,000$3,000,0002018 2019 2020 2021 2022 2023 2024RevenuesExpenditures79Departmental SavingsLimited Direct Revenue Sources110 Revenue Sources – Streets$40,800$40,800$149,940$255,000$0 $75,000 $150,000 $225,000 $300,000State Highway ContractMotor Vehicle RegistrationCounty Road And Bridge TaxesCO Highway User Tax80111 $10,400$64,870$110,660$177,720$443,700$1,282,800$0 $400,000 $800,000 $1,200,000 $1,600,000Capital LaborAcquisition and ResaleStreets Department CampusAdministrativeFleet MaintenanceStreets Management11.70 FTEExpenditure by Program - Streets81112 2020 Capital Projects – Streets (AMP)$204,000 $0 $50,000 $100,000 $150,000 $200,000 $250,000Fleet ‐ 202082•Streets: Prinoth BR350 ($140K) & Subaru CrossTrek ($34K)•Asset: Used Highlander ($30K)113 83Questions?114 2020 PROPOSED BUDGETEngineeringTrish Aragon, P.E. OCTOBER 07, 2019115 What We DoConstruction MitigationSafety of Travelling PublicEnvironment & Water QualityTechnical Support ServicesOUTREACH85116 Strategic AlignmentSafety of Travelling PublicConstruction MitigationTechnical Support ServicesEnvironment & Water QualityOUTREACHSafe & Lived‐In Community of choiceProtect our EnvironmentSmart, Customer Focused Government 86117 On the Horizon•Pedestrian and Bike Safety•Traffic Signal Maintenance•Top 12 Pedestrian Connections – Hallam Ped Bikeway•Road Safety (Castle/Maroon Flow Study)•3D planning•In‐house Capabilities – in 18/19 saved city ~$500K87118 Revenues & Expenditures$1,071,280$2,474,550$0$500,000$1,000,000$1,500,000$2,000,000$2,500,000$3,000,0002018 2019 2020 2021 2022 2023 2024RevenuesExpenditures88>50% Subsidy119 Revenue Sources - Engineering$12,000$14,280$40,000$45,000$300,000$300,000$360,000$0 $100,000 $200,000 $300,000 $400,000Land Use ReviewDigital SubmissionEncroachment PermitsROW PermitsConstruction Mitigation FeesLand LeaseBuilding Permit Review Fees89120 $18,360$35,700$271,470$277,410$290,300$300,840$360,990$694,480$0 $200,000 $400,000 $600,000 $800,000Pedestrian Infrastructure MaintenanceBicycle Infrastructure MaintenanceCapital LaborInspection And EnforcementMill Street Annex ‐ Facility CostsGIS ServicesDevelopment ReviewAdministrative11.80 FTEExpenditure by Program - Engineering90121 2020 Capital Projects• Largest 5 projects planned for 2020$129,000 $156,000 $175,000 $270,900 $271,000 $0 $100,000 $200,000 $300,000GIS Aerial Photography ‐ 2020Garmisch Bus Stop and PedestrianImprovementsUte Avenue Traffic Calming and TrailConnectionPark Circle Pedestrian ImprovementsConcrete Replacement ‐ 202091122 Supplemental Requests92•GIS Project Assistant: $51,540 (One‐Time)Recommended:Not Recommended:•ESRI Agreement: $25,000 (On‐Going)123 93Questions?124 2020 PROPOSED BUDGETEnvironmental Health and SustainabilityCJ OliverOCTOBER 7, 2019125 What We Do: Protecting Health & Env. Environment95Environmental Health & Climate Action •Air Quality‐ Indoor & Outdoor•Waste Reduction/Diversion•Consumer Protection•Climate ActionPublic HealthNatural and Built Environments126 Strategic AlignmentProtect our Environment•Protecting the Natural Environment•Keeping the indoor and outdoor environments safe and sustainable•Protecting Public Health96127 On the Horizon – Env. Health97•Outdoor Air Regulations‐ Beyond the EPA in 2024•Waste Diversion and Reduction Goals128 Revenues & Expenditures - Env Health$112,770 $1,059,470 $0$200,000$400,000$600,000$800,000$1,000,000$1,200,000$1,400,0002018 2019 2020 2021 2022 2023 2024RevenuesExpendituresRecycling Center Incr.98129 Revenue Sources – Env Health$510 $2,040 $6,680 $10,200 $11,340 $32,000 $50,000 $0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000Miscellaneous RevenueRestaurant Plan Review FeesRefund Of Expenditures ‐ CountyState Sanitarian ContractLand Use ReviewCO Food Licenses ‐ CitySingle Use Bag Fees99Many Fees Set By the State130 $35,760 $93,890 $97,300 $104,060 $138,680 $149,800 $439,980 $0 $100,000 $200,000 $300,000 $400,000 $500,000Education and OutreachOther Public Health ProgramsSingle Use Bag ProgramConsumer Protection ProgramsWater and Air Quality MonitoringAdministrative & OutreachRecycling and Special Waste Hauling4.80 FTEExpenditure by Program – Env Health100131 Supplemental Requests – Env Health101Recommended:•Rio Grande Recycling Center: $350,000 ($250K On‐Going)132 What We Do: Climate Action102Commercial Energy25%ResidentialEnergy33%Transportation24%Aviation 5%Waste 12%133 On the Horizon – Climate Action103•2020 = 1st Climate Milestone – Targeting 30% Reduction•2021 New Climate Action Plan•Regional High‐Impact Focus134 Revenues & Expenditures – Climate$675,550 $0$100,000$200,000$300,000$400,000$500,000$600,000$700,000$800,000$900,0002019 2020 2021 2022 2023 2024ExpendituresOwn Dept in 2019104Transfers InREMP Fund $145,400Water Fund $158,000Electric Fund $208,600Other Sources $512,000 135 Expenditure by Program - Climate$2,340 $629,610 $0 $200,000 $400,000 $600,000 $800,000General AdministrativeClimate Action and Resiliency4.00 FTE105136 2020 Capital Projects - Climate$70,000 $0 $20,000 $40,000 $60,000 $80,000EV Charging Stations ‐ 2020106137 Supplemental Requests - Climate107Not Recommended:•EV Lease: $17,000 (On‐Going)138 108Questions?139