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HomeMy WebLinkAboutagenda.council.worksession.201911251 AGENDA CITY COUNCIL WORK SESSION November 25, 2019 4:00 PM, City Council Chambers 130 S Galena Street, Aspen I.WORK SESSION I.A.Phase One of the Aspen Water Integrated Resource Plan I.B.Community Development Work Plan Update I.C.Valet Parking Temporary Use Living Lab 1 Page 1 of 2 MEMORANDUM TO:Mayor and City Council FROM:Margaret Medellin, Utilities Resource Manager; Raquel Flinker, Management Fellow; THRU:Scott Miller, Director of Public Works; Tyler Christoff, Deputy Public Works Director; DATE OF MEMO:November 22, 2019 MEETING DATE:November 25, 2019 RE:Aspen Water – Integrated Resource Plan REQUEST OF COUNCIL: During today’s work session, staff and the City’s consultant will provide Council a status update and introduction to Aspen Water’s Integrated Resource Plan (IRP) project. This is an informational item and no direction is requested of Council. BACKGROUND: The City Utilities Department is responsible for assuring Aspen has a safe, legal and reliable water supply, now and into the future. To this end, the City has developed an Integrated Water Supply System (IWSS) which coordinates a portfolio of water supply options, management techniques, and operational strategies. Many variables are included in managing this portfolio, including changing climate conditions, water demand patterns and system efficiency. To best manage and prepare for the long-term sustainability of Aspen’s water system, the City has engaged Carollo Engineers to assist in the development of an Integrated Resource Plan (IRP). DISCUSSION:At this work session, staff and the City’s consultant will present key aspects of the IRP and provide a status update and introduction to the project. Phase One of the IRP project began on November 20, 2019 with staff interviews. A project memorandum (Attachment A) includes the key goals and staff questions developed by the consultants for these staff interviews. FINANCIAL/BUDGET IMPACTS: Work associated with the IRP is within the current 2019 budget authority. ENVIRONMENTAL IMPACTS: The City is committed to reducing its footprint (carbon and water), but even with this effort and action the City recognizes that it is best practice to plan for a future that looks very different than today. Long-range planning efforts included in the IRP are necessary to ensure the City’s resiliency. 2 Page 2 of 2 RECOMMENDED ACTION: This presentation is intended to be informational and no formal action is requested of Council. CITY MANAGER COMMENTS: ATTACHMENTS: Attachment A: Integrated Resource Plan Project Memo 3 4 5 Page 1 of 9 MEMORANDUM TO: Mayor Torre and City Council FROM: Jennifer Phelan, Interim Community Development Director THROUGH: Sara Ott, City Manager MEMO DATE: November 22, 2019 MEETING DATE: Nove mber 25, 2019 RE: Community Development Department Work Program REQUEST OF COUNCIL: As a follow-up to the September 16th work session, staff is requesting final confirmation of the 2020 Community Development Department Work Program. SUMMARY AND BACKGROUND: This memo outlines the Community Development Department’s current work program in 2019, as well as other priorities previously identified by City Council, P&Z, HPC, and staff. In addition to the projects outlined below, staff continues to focus on regular work items, such as building permits, current land use caseload, and providing walk-in services. Staff has outlined 22 potential work items in Table 1, below. Since the September work session, four items (15 - 18) have been added to the tabular summary, as the items were raised by Council when initially developing Council’s draft goals. Besides ongoing and necessary work program items, four new initiatives have been recommended by staff for 2020. • Affordable Housing Program Coordination. This is a far-reaching endeavor to comprehensively review and potentially amend the tools for providing affordable housing within the community. An initial scope is included in this memo. • Outdoor Lighting Regulations. A wide-ranging review and update of the existing, dated outdoor lighting standards. • Community Development Fee Update. A comprehensive review of all fees related to development within the City • Short Term Rentals. Implementation of tracking/permitting software. Additionally, staff has begun to forecast key components to the recommended work program items in the body of this memo and has included a general timeline for project development (Exhibit B). Not all 22 items listed may be realistically worked on in a 2020 work program, dependent on the final scope of an item and on the department’s staffing levels and anticipated budget capacity. 6 Page 2 of 9 Table 1: Work program summary Currently Underway and into 2020 1 Electronic Permitting System Implementation Exhibit A Implementation is ongoing (building), planning module development 4th quarter 2019 into 2020 2 Historic Preservation Permit Improvements Exhibit A Report on best practices complete, still implementing recommendations (need to improve submissions & project monitoring) 3 AH Fee-in-Lieu Update Exhibit A Anticipated completion 1st quarter 2020 4 Wireless Design Guidelines Exhibit A Anticipated completion 1st quarter 2020 5 Wireless LUC updates Exhibit A Incorporate any changes necessary to refine wireless ordinance resulting from design guidelines work 6 Small Lodge Preservation Program Exhibit A 2020 monies allocated 7 Historic Property Inventorying Exhibit A 1st phase of update will be complete in 2019, two additional phases needed to complete inventory 8 Permit Improvements Group Exhibit A Continue meetings and outreach with development community on construction process 9 Uphill Economy Exhibit A Continue uphill socials, rebrand the Uphill Economy name, continue Buttermilk uphill event 10 Signs/ Sandwich Boards Exhibit A Review regulations, undertake outreach to business community, determine any changes in regulations 11 Census 2020 Exhibit A Organization and outreach for upcoming Census Recommended for 2020 12 Affordable Housing Program Coordination pg. 3 Provide a comprehensive review of the current tools used to create affordable housing. 13 Outdoor Lighting Regulations pg. 5 No substantive changes to the program have occurred since adoption (2002) 14 Community Development Fee Update pg. 5 Finance lead, Com Dev staff will need to assist 15A Short Term Rentals pg. 6 Implement tracking/permitting software Potential Work Program Additions for 2020, subject to available capacity 15B Short Term Rentals pg. 6 Review vacation rental regulations 16 Community & Economic Sustainability pg. 6 Identify vision, evaluate economic landscape, develop programs and economic incentives 7 Page 3 of 9 17 Quasi-Judicial Decision Making pg. 7 Review of decision-making authority 18 HPC Floor Area Bonus pg. 7 Review ability for a historic landmark to sever TDRs and receive an HPC Floor Area Bonus 19 Miscellaneous Code amendments pg. 7 Draft amendments are substantially complete, major focus: calcs and measures 20 Future Land Use Map and annexation pg. 7 A potential way to outline city expectations within the growth boundary, pre-cursor to a comp plan update 21 Updates to aspenvictorian.com & aspenmodern.com. pg. 8 Heavily used website, ensure IT protocol maintained and update some content 22 Transportation Impact Analysis (TIA) Update pg. 8 Continued refinement of mobility initiatives, Engineering & Transportation lead w/ Com Dev assistance, include evaluation of current cash-in-lieu rate RECOMMENDED FOR 2020: 12. Affordable Housing Program Coordination. The Land Use Code includes a variety of regulations which determine the required employee housing mitigation and the development of affordable housing. The Zone Districts section regulates the areas of town where affordable housing may be built and at what size and density. The Growth Management section establishes the requirements of different development types for providing affordable housing. The Housing Credits section is the regulatory basis for the Affordable Housing Credits Program. Affordable housing regulations are included in many other sections as well. Taken together, all these regulations are the backbone of the affordable housing program as it relates to development. Over time, as various sections of the code are amended, and the pace and scale within the development landscape change, the relationship between Zone District requirements, Growth Management and Housing Credits sections may require amendment to ensure their continued coordination to best facilitate affordable housing goals. These sections of the Land Use Code have not been evaluated for their contribution to AH goals in some time. Analyzing the interrelationship between these code sections and regulations and identifying opportunities for improved coordination will ensure that the Land Use Code provides Council and the community with the type and scale of affordable housing projects needed to achieve Council’s goals. A project to evaluate AH goals and the relationship to policies in the Land Use Code would be an opportunity for Council and the community to engage in broad discussions about the future of the affordable housing program. Consulting services would be required, and the project would take nine to 12 months to complete. Staff: Jennifer Phelan and Phillip Supino. AACP: Managing Growth Policy II.1 & 2; Housing IV.2 & 4. 8 Page 4 of 9 Affordable Housing Program Coordination, Draft scope A multi-pronged code amendment process focused on those aspects of the Land Use Code which govern affordable housing revenue generation and development. A. Fee-in-Lieu Update (currently underway). The consultants will deliver a recommended methodology for calculating the AH fee-in-lieu. Additionally, they will provide the City with a methodology for updating the optimal fee-in-lieu rate at regular intervals. B. Affordable Housing Credits. Review the credits program in relationship to Council’s goals for the means by which AH is developed (credits, on-site development, buy- down). Create parity between various means of meeting affordable housing requirements. Analyze the financial requirements of affordable housing development against sales and credit values. C. Growth Management. 1) Multi-family replacement standards need to be analyzed to ensure they deliver on Council’s goals for on-site affordable housing replacement, the types of units to be delivered, and coordination with other code sections. 2) Employee generation and mitigation rates may require further analysis. Generation rates are the basis for the mitigation required of different development types. They are based on analysis of job generation rates from different commercial and residential land uses. Essential Public Facilities may require discussion and evaluation. 3) Lodge unit incentives are provided in GMQS for certain lodge development types. These are designed to incentivize smaller lodge units to deliver on small and affordable lodging goals. Analysis is required to ensure they deliver on community goals and are a scaled incentive. 4) FTEs housed by unit type establishes the number of FTE credits to different housing unit types, from studio to four or more-bedroom units. These standards determine the actual number of units provided relative to the FTEs generated for a development. D. Zone Districts. These dictate where affordable housing projects may be built and at what density and size. To the extent Council identifies a specific goal for future affordable housing development (housing a certain portion of the work force, developing a certain number of additional units, etc.) analysis of the existing capacity of certain zone districts relative to zoning standards will be essential. Should Council seek to build more units that can be accommodated by underlying zonings, then either more land, different zoning designations, or increased density in certain zones may be required. E. Other code sections. There are other code sections, such as definitions and Historic Preservation, which may need to be amended to ensure coordination with the previously mentioned code sections. F. APCHA Guidelines. This document provides standards for a variety of affordable housing related topics. As the Land Use Code is amended, the Guidelines may also 9 Page 5 of 9 require amendment by the APCHA board and vice-versa to ensure ongoing coordination between regulations and standards. Key Timeline Components (Anticipated 12+ month schedule): • Work session with Council to verify scope and ordering of work • Determination of in-house work and contract services timeline • Staff work begins/RFPs developed and posted as needed • Development of Outreach and Engagement plan • Community/Council engagement • Development of draft standards • Review of draft by boards/Council • Consideration for adoption 13. Outdoor Lighting Regulations. Aspen’s outdoor lighting regulations were last overhauled in 1999, with some minor amendments in 2003. Although the lighting code adequately served its purpose for many years, it has become obvious that changes in lighting technology (particularly LED lighting) have made the existing regulations an ineffective regulatory tool. In 2019, City Council heard an appeal with regard to a form of LED lighting that staff determined was prohibited by code. Council upheld staff’s findings but also emphasized that the city should update its lighting regulations. Consulting services would be required, and the project would take nine to 12 months to complete. Staff: Jennifer Phelan. AACP: Managing Growth Policy V.3. Key Timeline Components (Anticipated 9 month schedule): • RFP developed and posted • Review of proposals • Contractor selection, contract developed, review and approval by Council • Refine timeline if needed • Development of Outreach and Engagement plan • Community/Council engagement • Development of draft standards • Review of draft by boards/Council • Consideration for adoption 14. Community Development Fee Update. The Community Development fee structure has not been updated since 2010 and there is no memory of a comprehensive review of all fees related to development within the City. The Finance Department will be hiring a consultant to perform a holistic analysis of all fees collected during the land use and permitting processes, exclusive of impact fees, and to provide recommendations for improving the City’s fee structure. Com Dev staff time will need to be allocated to this project. Staff: Jennifer Phelan, Mike Metheny, and Rebecca Wallace. AACP: Managing Growth Policy I.2. Key Timeline Components (Anticipated 9 month schedule): • RFP developed and posted 10 Page 6 of 9 • Review of proposals • Contractor selection, contract developed, review and approval by Council • Refine timeline if needed • Development of Outreach and Engagement plan • Community/Council engagement • Development of draft report/fee schedule • Review of draft by boards/Council • Consideration for adoption 15.A. Short Term Rentals. Finance has a new software system for tracking business licenses. This new software will streamline the process for the public, better monitor applications, track issued licenses and signal expiration dates. As part of the new system, vacation rentals will be permitted and tracked. Finance has asked Com Dev staff to assist with code edits surrounding business license/vacation rental permits. Com Dev Staff will also assist on additional community outreach to deliver a satisfactory code amendment. Staff: Mike Kraemer. AACP: AACP: Managing Growth Policy IV.1, VIII.2, Housing IV.4. Key Timeline Components (Anticipated 4 month schedule): • Development of Outreach and Engagement plan • Community/Council engagement • Development of draft code language • Review of draft by boards/Council • Consideration for adoption POTENTIAL WORK PROGRAM ADDITIONS FOR 2020, SUBJECT TO AVAILABLE CAPACITY: 15.B. Short Term Rentals. Once a new software system for tracking business licenses and vacation rentals is in place, data can be collected. This data can also be considered within a larger policy discussion on short term rentals. Location, operation, and management issues have been raised by Council which will require further study and potential code amendments. Staff: Phillip Supino AACP: AACP: Managing Growth Policy IV.1, VIII.2, Housing IV.4. 16. Community & Economic Sustainability. The Aspen Area Community Plan includes a number of policies on these topics. Sustainability refers to the ‘triple-bottom- line’ environmental, social, and economic policy areas. In recent years, Council and the Community Development Department have discussed a variety of approaches to addressing Economic Sustainability through Land Use Code regulations and incentive programs. The Uphill Economy is an example of an ongoing, successful economic sustainability program. Council and staff have considered over recent years other regulations and initiatives to try and address community concerns over the loss of locally serving businesses, the challenges to starting locally owned businesses, and developing regulations to address increased prevalence of chain stores. These discussions have not yielded results clearly achieving AACP goals on this topic. 11 Page 7 of 9 Staff and Council could use the AACP goals related to commercial vitality and economic sustainability as a basis for developing new regulations and incentive programs to implement Council’s vision for community and economic sustainability. Outside consulting services experienced in economic development would be needed to augment staff’s capacity for engaging in this type of work. Depending on Council’s desired scope, the project would take 12 to 18 months. Staff: Jennifer Phelan & Phillip Supino. AACP: Managing Growth Policy I.4, V.1, V.2. 17. Quasi-Judicial Decision Making. Minor changes to process and review authority have occurred over time and Council has shown interest in evaluating the decision- making powers of certain appointed boards. Work Scope would include a review with Council of key issues associated with current protocol, a list of potential options provided by staff, and the development of potential code amendments. Staff: Amy Simon and Mike Kraemer 18. HPC Floor Area Bonus. In 2019 staff revised the benefits program associated with HP projects per Council direction. Council has identified the HP Floor Area Bonus as a benefit that may need further refinement Staff: Amy Simon 19. Miscellaneous Code Amendments. Throughout the year, staff keeps a “redline” version of the code identifying areas of the code that are confusing, contradictory, or do not address emerging issues. These primarily focus on the calculations and measurement section of the code – how buildings, fences, etc. are measured for height, floor area, setbacks, etc. The most recent update was completed at the end of 2014. In 2017 and 2018, staff worked with a focus group comprised of architects and designers to discuss specific topics for amendment. The process has since been put on hold due to staff capacity and prioritization of different projects by Council. Many of the changes identified by staff and the focus group are needed to clarify or solidify changes made during the 2016-2017 moratorium. Others are confusing or outdated and require updating to deliver on community and Council expectations for development. For instance, the definition of demolition and the determination of natural versus finished grade should be examined and updated to account for newer building designs and land use trends. Staff developed a working draft of many of these amendments in conjunction with the focus group. The process could be picked-up again and amendments could be completed six to nine months later. Staff: Phillip Supino. AACP: Managing Growth Policy III.1, VIII.1 & 2. 20. Future Land Use Map and Annexation. In the last few years, the city has received annexation requests for county parcels located adjacent to the city’s jurisdictional boundary. Additionally, the Water Department receives service requests from properties outside of the city boundary, where the city does not have planning jurisdiction. While the Aspen Area Community Plan provides general policy guidance on the standards and objectives for annexation, it is not a future land use map and it does not provide any standards for the extension of water service outside of City limits. 12 Page 8 of 9 Staff recommends a future land use map and more specific annexation policy be created to assist in the evaluation of future annexation and service requests. In addition, the city has an existing annexation plan, but it focuses on the legal process for annexation, rather than broader policies that should guide decisions on annexation. Creation of a future land use map and annexation policy would require consultant assistance and community outreach, as well as coordination with other department, including Water and the City Attorney. Staff anticipates that the planning and mapping portions of this effort would cost $50,000 and would take 10 to 12 months to complete. Depending on the level of coordination and work needed related to water service, temporary help may be required as well. Staff: Jennifer Phelan and Phillip Supino. AACP: Managing Growth Policy II.1 & 2; West of Castle Creek Policy I.1, II.1. 21. Updates to aspenvictorian.com & aspenmodern.com. Community Development created and maintains two websites; aspenvictorian.com and aspenmod.com, as a way to share detailed information about Aspen landmarks with the public. These websites have been a widely used resource and require software and security updates as each of the sites are over 5 years old. This work is likely to be undertaken with the help of the web designer who did the original work. Consulting services would be required. Staff: Amy Simon AACP: Historic Preservation Policy I.1 & 2. 22. Transportation Impact Analysis (TIA) Update. Following Council’s direction to staff to incorporate the City’s parking, transportation and mobility policies into the new parking regulations, the TIA has become a central component of the new parking code. As such, improvements to the TIA would ensure that all those policy areas work in concert to achieve Council and community objectives. Depending on the scope of the update, the project may take 6 to 9 months in-house. Staff: Community Development, Transportation, and Engineering. FINANCIAL IMPACTS: The items in the Community Development work program that are currently underway have been budgeted for, while items that are expected to continue past 2019 have been requested as a supplemental in the 2020 budget, have remaining funds that can rollover into 2020, or can be accomplished in-house. Of the four items suggested to be added to the work program for 2020 only the Outdoor Lighting has been requested as a supplemental budget item in 2020, while the Fee Update is anticipated to be covered by department savings. Additional monies will be needed for work associated with Affordable Housing. RECOMMENDATION: Staff recommends that items 12 through 15A be added to Com Dev’s 2020 work program and that a discussion on items 15B – 22 be undertaken to prioritize additional potential work items. CITY MANAGER COMMENTS: This is an extensive list of project work beyond the base services of the Community Development Department. The department is operating at maximum capacity now. There are a few options for Council’s consideration. 13 Page 9 of 9 1) Reprioritize the work plan. Of these 22 projects, 12-15A are the maximum additional items the current staffing levels can manage, even with the amount of proposed outsourcing to consultants. The greater the priorities, the longer it will take staff to deliver recommendations back to the City Council for discussion or progress. 2) Add staff capacity in the long range planning area. Many of the items mentioned here are within the long range planning functions and the list is sufficiently long to keep another qualified planning professional busy. While this could be a contract or full-time employee, Council should anticipate a supplemental funding request of $80,000 – 120,000. With this capacity, 2-3 more projects could be added. - SGO ATTACHMENTS: Exhibit A: Work program items 1-11 Exhibit B: Work program implementation timeline 14 Exhibit A CURRENTLY UNDERWAY AND INTO 2020: 1. Electronic Permitting System Implementation. The Community Development Department has worked with a contractor, Publicis Sapient (formerly named Vertiba) for the last two years to develop a new City-wide permits management system: Salesforce. All new development permits are now being processed in Salesforce, and the Core Team leading the project continues to work with the contractor to address system start-up issues. Over the next few months, staff will perform the work required to migrate into Salesforce and complete all open permits now processed in our old permit system. We also will complete the Land Use Application and Violations modules. This is a high priority item for the department as the project affects every Community Development staff member, other City departments, and our external customers. Staff has invested significant staff time and resources into the implementation of this project, and it represents the achievement of an important departmental and City goal. Staff: All (Primary points of contact: Jennifer Phelan, Karen Harrington, Rebecca Wallace). AACP: Managing Growth Policy VIII.1 & 2. 2. Historic Preservation Permit Improvements. Staff has been working with a consultant and the building community to develop more specific standards for the submittal of Historic Preservation Land Use applications and building permits, as well as construction oversight. This work is a result of the fine imposed on a project that removed historic material contrary to HPC approvals. Preliminary recommendations for improvement have been completed and now require implementation, including developing standardized exhibits and preservation plans to help ensure that future projects have clearly defined scopes and methodologies. A check in with HPC and Council is planned before any new procedures are put in place. Staff: Amy Simon, Sarah Yoon, Mike Metheny. AACP: Managing Growth Policy VIII.1 & 2. 3. Fee-in-Lieu Update. In August of 2019, Council approved a contract with White and Smith, LLC, in partnership with TischlerBise, LLC to conduct an analysis of Aspen’s Fee-in-Lieu (FIL) calculation methodology and the relationship of FIL to other aspects of affordable housing mitigation requirements and the affordable housing credits program. The consultants will be in Aspen on November 4-5, 2019 to meet with a group of local experts in a focus group format and also with City Council during a scheduled work session. The analysis is expected to continue into early 2020 with a report providing recommendations to Council as the final deliverable of the project. Depending on the outcomes of the analysis and future direction from Council in response, further work could include a basic amendment to the Land Use Code to incorporate new FIL calculation and update methods, or potentially more extensive changes to growth management and affordable housing credits policies. Staff: Ben Anderson. AACP: Managing Growth Policies VII.1-2; Housing Policies I.2, II.5, III.1- 2, IV.3. 4. Wireless Design Guidelines. Community Development is serving in a support role to the Engineering Department in the creation and adoption of a Design Guidelines manual for wireless facilities within the City of Aspen. Working with the consultant 15 Exhibit A HRGreen, staff anticipates the completion of the manual and adoption by Council at the end of 2019 or early 2020, following public outreach efforts and recommendations from P&Z and HPC. Once completed, the Design Guidelines will need to be incorporated into the Land Use Code, both in terms of content and review process. This will require an amendment to the recently created Chapter 26.505 of the LUC. Additionally, these changes will require the implementation of a wireless-specific review process that coordinates the review of several city departments in meeting federal timeline requirements. Staff: Ben Anderson. AACP: Managing Growth Policies V.3. 5. Wireless LUC Updates. Once the Wireless Design Guidelines are complete, an amendment to the recently Updated Wireless chapter will be necessary. These changes will include the results of the Design Guidelines work and any other minor changes that need to occur. Staff: Ben Anderson. AACP: Managing Growth Policies V.3. 6. Small Lodge Preservation Program. In 2015, the City adopted a Small Lodge Preservation Program intended to assist small lodges to continue operating as lodges. In 2016, two fractional lodges joined the program and five lodges applied for and received grants through the energy efficiency provisions of the program. In 2017, four lodges received permit fee reductions for improvements to their structures. Additionally, seven lodges took advantage of the energy efficiency program, leveraging approximately $46,000 of City funds to make efficiency upgrades to their buildings. In 2018, seven lodges leveraged approximately $39,300 of City funds for efficiency upgrades. In June 2019, the Hotel Aspen submitted a building permit application to redevelop the hotel, which will take advantage of permit fee reductions and expedited plans review services. Staff is working with member lodges to utilize the other benefits in the program and anticipates that lodges will continue to use the energy efficiency grants and building permit fee reduction benefits. In February 2019, Council extended the Small Lodge Preservation Program to May 27, 2025. As member lodge interest in this program continues to increase, staff will work with individual lodge owners to help them take full advantage of the program. Staff: Phillip Supino. AACP: Managing Growth Policies IV.1-4. 7. Historic Property Inventorying. The City is required to periodically update the official inventory of historic properties by visiting each site and adding new observations, technical analysis and photographs to forms which are submitted to the State Historic Preservation office. No changes to which properties are designated is part of this effort. This update is a requirement to maintain the city’s Certified Local Government (CLG) status with the state. A consultant has been hired to undertake a re-survey of about 100 historic properties. The first phase of the update will be complete in 2019; two additional phases, likely in 2020, are necessary to complete the inventory update. Staff: Amy Simon. AACP: Historic Preservation Policies I.1-2 and III.1. 8. Permit Improvements Group. In May 2018, the Community Development and Engineering Departments formed the ComDev & Engineering (CD&E) Advisory 16 Exhibit A Group, which consists of 12 frequent customers from within the development community, including planners, architects, engineers, and contractors. Community Development and Engineering staff meet with the group about once every two months to discuss departmental initiatives and identify areas to improve services. This past year, the focus of the improvements has fallen into three main categories: Transparency, Turnaround Times, and Managing Expectations. At its last meeting in July, the departments worked with CD&E members to renew the group’s charter for the upcoming year. Staff: Jenifer Phelan, Rebecca Wallace, Mike Metheny, Garrett Larimer, Justin Forman and Trish Aragon. AACP: Managing Growth Policy VIII.1 & 2. 9. Uphill Economy (Council Goal #3). Following the completion of the 2017-2019 Uphill Economy BYY goal, Council directed staff to pursue further implementation of the Uphill Economy in 2020. Staff has requested $15,000 in budget authority in 2020 to continue this work, including the continued support of the Friday Uphill Socials and Buttermilk Ascent event during the 2019-2020 ski season. Staff will also work with Uphill Technical Advisory Committee members and stakeholders to identify and prioritize recommendations from the Uphill Economic Development Plan and Recreation Plan to implement in 2020 and 2021. Staff will return to Council in 2020 for further discussion about their preferred implementation items, their relationship to Council and AACP goals, and the budget required for each project. Staff: Phillip Supino. AACP: Aspen Idea Policy I.3-4; Managing Growth Policy I.4. 10. Signs/Sandwich Boards. Since 2017, Council has annually extended the deadline for the expiration of existing sandwich board sign permits. The last extension was August 2019. At that time, Council directed staff to return in early 2020 for a work session to initiate a code amendment to provide a permanent solution to the sandwich board sign question. Staff plans to work with Council to identify the preferred regulatory solution for sandwich board signs, as well as identify other small-scale improvements to the sign code. Staff can conduct public outreach and process this code amendment internally over six months in 2020. Staff: Phillip Supino. AACP: Managing Growth Policy V.1, V.2, V.3. 11. Census 2020. Since January 2019, staff has worked to create an inter-jurisdictional Complete Count Committee to organize the community in advance of the April 1, 2020 Census. That work includes the development and implementation of a valley-wide public information and outreach campaign, commencing in January 2020. This project will be completed in May 2020. Staff: Phillip Supino. 17 ComDev 2020 Work Program Estimated Implementation Timeline 2020 2021 Project Start Estimated Duration (months) Estimated Completion Project Manager January Febraury March April May June July August September October November December January February March April May June #1 - Electronic Permitting System Implementation ongoing 18 6/1/2021 JP, RW, BA #2 - Historic Preservation Permit Improvements ongoing 2 3/1/2020 AS, SY #3 - Fee-In-Lieu Update ongoing 4 5/1/2020 BA #4 - Wireless Design Guidelines ongoing 6 3/1/2020 BA #5 - Wireless Code Amendments ongoing 5 12/1/2020 BA #6 - Small Lodge Preservation Program ongoing 12 7/16/1905 PS #7 - Historic Property Inventory ongoing 6 12/1/2020 AS, SY #8 - Permit Improvements Group ongoing 12 12/1/2020 JP, RW, MM, GL #9 - Uphill Economy ongoing 18 6/1/2021 PS #10 - Signs & Sandwich Boards Code Amendment 6/1/2020 4 9/1/2020 PS #11 Census 2020 ongoing 5 6/1/2020 PS #12 - Affordable Housing Program Coordination 11/1/2019 18 6/1/2021 JP, PS #13 - Outdoor Lighting Regulations 3/1/2020 9 11/30/2020 JP #14 - ComDev Fee Update 1/1/2020 8 8/31/2020 JP, RW, MM #15A - Short Term Rentals 1/1/2020 4 5/1/2020 MK Chart Key ongoing project, intermittent staff time primary project, dedicated staff time interdepartmental project, staff support 18 MEMORANDUM TO: Mayor Torre and City Council FROM: Jennifer Phelan, Interim Community Development Director Mike Kraemer, Senior Planner THROUGH: Sara Ott, City Manager MEMO DATE: November 22nd, 2019 MEETING DATE: November 25th, 2019 RE: Valet Parking Temporary Use Living Lab REQUEST OF COUNCIL: The purpose of this memo is to provide an update following City Council’s direction to eliminate valet parking off Durant Street near Gondola Plaza and explore alternative locations to assist in relieving commercial core parking demand. SUMMARY AND BACKGROUND: At the October 21st, 2019 work session, City Council conducted a budget workshop that included broad discussion with the Parking Department regarding their operations and services. Currently, the Parking Department manages contracts for valet services that are provided in two separate locations: 1) Intersection of E. Hopkins and S. Mill; and 2) Durant Street near gondola plaza. The intent of these valet services is to assist in relieving commercial core parking demand by valeting vehicles to the Rio Grande Parking Garage. Due to concerns with the current operation, Council directed Staff to remove valet service from Durant Street at the base of Gondola Plaza and explore possible alternatives. DISCUSSION: The Hyatt Grand Aspen subgrade private parking structure is in proximity to Gondola Plaza and holds approximately 30-40 underutilized parking spaces. Through the appropriate land use review, these spaces could be made open to the public as a “Commercial Parking Facility”. The Hyatt Grand Aspen HOA has interest in pursuing this use and has engaged a land use consultant. Typically, a Planned Development (PD) amendment would be the appropriate land use review but could take additional time beyond the winter ski season. Due to the timeliness of the topic, the Community Development Department has identified that a “Temporary Use” application could be requested which requires final decision by Council at a public hearing and expiration after 180 days, with up to 10 reoccurrences. This process could provide the City with a short- term solution, while temporarily testing the use for the 2019/2020 winter season. If successful, a full land use submittal could be processed in the future for a more permanent solution. Staff anticipates that the Temporary Use request could be reviewed by Council at the regularly scheduled meeting on December 17, 2019. 19 FINANCIAL IMPACTS: The Temporary Use application will require a land use fee paid for by the Applicant. The Parking Department will be available to speak to other possible financial impacts. ENVIRONMENTAL IMPACTS: Staff does not anticipate any environmental impacts associated with this topic. ALTERNATIVES: Alternative commercial core parking strategies can continue to be explored by Staff and brought forward for Council consideration in the near future. RECOMMENDATIONS: Council, at their discretion, may choose to provide comments and direction to Staff on this parking strategy. CITY MANAGER COMMENTS: 20