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AGENDA
CITY COUNCIL WORK SESSION
Amended 12:40 PM 7/27/2020
July 27, 2020
4:00 PM, City Council Chambers
130 S Galena Street, Aspen
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I.WORK SESSION
I.A.Council Goals Update
I.B.Wheeler Opera House Exterior Maintenance/Building Operations
I.C.City Offices Update
I.D.Galena Plaza Update
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MEMORANDUM
TO: Mayor Torre and City Council
FROM: Nathaniel Ross, Management Analyst
THROUGH: Karen Harrington, Director of Quality
Alissa Farrell, Administrative Services Director
Sara Ott, City Manager
DATE OF MEMO: July 24, 2020
RE: 2020/2021 Council Goals and COVID-19 Relief Outcomes Update
REQUEST OF COUNCIL:
This memo is to update Council about the current status of the 2020/2021 Council Goals and the
COVID-19 Relief Outcomes. In addition, and because the operating environment has considerably
changed in recent months due to the pandemic, further Council direction is requested for several
Council Goals.
BACKGROUND:
During the 1st Quarter of 2020, City Council formally adopted Resolution #16 establishing the
2020-2021 Council Goals. (Exhibit A) The 2020/2021 Council Goals consist of eight individual
goals organized into two distinct tiers, as follows:
Tier I Goals
1. Affordable Housing
2. Childcare Sustainability
3. Waste Management
4. Stormwater Financing
Tier II Goals
5. Energy Conservation
6. Community Engagement
7. Local Businesses
8. Boards and Commissions
Subsequently, the Council adopted six COVID-19 Outcome Statements and Objectives in
Resolution 33 on April 9, 2020 (Exhibit B):
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Outcome 1: Increase economic security to individuals and families by aiding in securing
shelter, food, utilities, healthcare, childcare and transportation
Outcome 2: Encourage good mental health hygiene
Outcome 3: Support the Pitkin County Incident Management Team
Outcome 4: Proactively and swiftly work to minimize further economic disruption and
actively encourage its recovery
Outcome 5: Provide essential municipal government services with minimal interruption
Outcome 6: Effectively and regularly communicate with, and listen to, the community
during the response and recovery efforts.
DISCUSSION:
Less than a month passed between the formal adoption of the 2020/2021 Council Goals and
when the COVID-19 pandemic emerged. City staff assigned to champion specific Council Goals
had to shift their focus to supporting the City’s response and recovery efforts, or to backfilling for
colleagues who had to do so. A total of nearly 4000 hours of staff time were spent in direct
support of the City Incident Management Team from early March through late June. This total
does not include the staff time additionally dedicated to the County Incident Management Team
from departments such as Communications, Police, Environmental Health and the Quality Office.
The relative importance of goals shifted as well, with an immediate focus on steps to achieve the
COVID-19 Outcomes taking priority. As a result of these necessary shifts, progress was limited
across the entire spectrum of the original Council Goals . Exhibit C provides a scorecard on the
current status of the Council Goals, while Exhibit D provides an update on expenditures of the $6
million committed to the Outcomes. In addition, Exhibits E through H provide more detailed
information, recently provided to Council, on Communications outreach and planning, the Health
Team, and recycling.
Staff will be requesting future work sessions to delve more deeply into the following topics
related to the original Council Goals, seeking Council feedback on whether and how to move
forward on:
• Affordable housing policy and development of future affordable housing projects
• Options for addressing stormwater needs, including 1) whether to limit projects to those
than can be supported with existing funds, or 2) whether to reallocate funding from the
Asset Management Plan
• Initiatives and mandates for energy efficiency
• Consideration of decision-making authorities for commissions and quasi-judicial boards,
including the potential ramifications of adjusting authorities
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In addition, at the July 27, 2020 meeting, staff is requesting feedback on the following questions:
• In light of competing priorities, should staff remain paused on work for the Waste
Management goal?
• Should the Council’s original goal for Local Businesses be reformulated to integrate the
COVID-19 Outcomes and objectives?
FUTURE REPORTING ON COUNCIL GOALS AND COVID-19 OUTCOMES:
Moving forward, staff will provide comprehensive updates on the Council Goals and COVID-19
Outcomes on a quarterly basis. In between these quarterly reports, staff will continue to
schedule additional work sessions for more in-depth discussions of specific items as needed.
After receiving Council’s feedback on the scorecard and report, staff will then work on the
development and communication of the scorecard and information to the community on a
regular basis.
Staff would like to request feedback on Exhibits C and D as tools to assist Council in understanding
the overall status of the Council Goals and COVID-19 Outcomes through a snapshot lens:
• How useful are these tools to Council?
• Are there any modifications Council would like to Exhibits C and D before the next
update?
CITY MANAGER COMMENTS:
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EXHIBIT A: RESOLUTION ADOPTING CITY COUNCIL GOALS
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RESOLUTION # 016
Series of 2020)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ASPEN, COLORADO,
ADOPTING THE 2020-2021 CITY COUNCIL GOALS
WHEREAS, the City Council has a long history of establishing goals to direct priorities for
the City; and
WHEREAS, the City Council adopted Strategic Focus Areas in December 2019 to guide the
work of City Administration; and
WHEREAS, City Council endeavors to be strategic in its deliberations regarding these
goals to ensure that current opportunities, needs and challenges facing the community are fully
considered; and
WHEREAS, the goals of City Council guide the actions of City Council and the City
Administration in budgeting and programming initiatives; and
WHEREAS, City Council desires to formally adopt year 2020-2021 goals to guide the City
in shaping its future.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ASPEN,
COLORADO,
Section 1. That the City Council of the City of Aspen hereby adopts the following City of Aspen
2020-2021 Council Goals, and does hereby authorize the City Manager to pursue said goals.
Tier I Goals
1. Affordable Housing—Advance the quality of life through affordable housing opportunities
that address financing, incentives, and maintenance through partnerships.
A. Resources: Increase the City's resources for affordable housing development by
leveraging existing funds in tandem with partnering with regional entities.
B. Incentives: 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.
C. Financing: Establish and utilize a financial advisory board to advise, evaluate, and
make recommendations on the long-term economic stability of affordable
housing development.
D. Maintenance Focus: Work with partner agencies and homeowner associations to
formulate options to address delayed affordable housing maintenance, including
insufficient capital reserves policies.
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2. Childcare Sustainability: Engage with the business community and local stakeholders on
ways to finance and expand childcare availability and create workforce development
opportunities.
a. Education. Increase the awareness regarding the value, benefits, and success of
Kids First and early childhood education programs.
b. Resources: leverage the collective interests of the Roaring Fork Valley to identify
and advance opportunities to increase capacity, with emphasis on the need for
quality infant and toddler spaces.
c. Workforce: Encourage workforce development and program expansion through
creative and immediate actions that develop a qualified workforce and talent
pipeline for early childhood educators.
3. Waste Management: Develop a long-range community waste management plan to reduce
waste in the highest impact landfill diversion areas.
a. Incentives. Evaluate and implement incentives that increase voluntary diversion of
solid
waste.
b. Policy. Evaluate and consider policy changes that address wildlife conflicts,
balances community values surrounding construction impacts, and supports the
longevity of the community's landfill.
4. Stormwater Financing: Identify and implement capital funding sources to address and
expand the aging stormwater system as well as finance projects focused on treating
outfalls to the Roaring Fork River.
S. Energy Conservation: Reduce the energy use in commercial and multi-family buildings
through increased incentives and the advancement of Building IQ, which requires energy
use tracking and improved energy efficiency.
Tier II Goals
6. Community Engagement: Create and implement a community engagement strategy that
incorporates participation data to inform and increase future public participation in policy
decisions.
7. Local Businesses: Analyze opportunities to retain and attract essential, small, local and
unique businesses to provide a balanced, diverse and vital use mix supporting the
community.
8. Boards and Commissions: Evaluate decision making authority for quasi-judicial boards and
commissions.
INTRODUCED, READ AND ADOPTED by the City Council of the City of Aspen on the 10th
day of March 2020.
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Torre, Mayor
I, Nicole Henning, duly appointed and acting City Clerk do certify that the foregoing is a
true and accurate copy of that resolution adopted by the City Council of the City of Aspen,
Colorado, at a meeting held, March 10, 2020.
c
Nicole Henning, City Clerk
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EXHIBIT B: RESOLUTION ADOPTING COVID-19 OUTCOMES AND RELATED OBJECTIVES
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RESOLUTION NO. 33
SERIES OF 2020)
A RESOLUTION ADOPTING SIX OUTCOME STATEMENTS AND RELATED OBJECTIVES
FOR THE CITY OF ASPEN COVID-19 RELIEF EFFORTS AND DIRECTING THE CITY
MANAGER TO PREPARE SPECIFIC TACTICS TO IMPLEMENT THE OBJECTIVES.
WHEREAS, there have been proposals brought before City Council to fund relief and
recovery efforts related to the City of Aspen's Local Disaster Emergency Declaration; and
WHEREAS, the City Council has evaluated these proposals and believes adopting
specific outcome statements and related objectives for the City and directing the City Manager
to prepare specific tactics to implement the objectives will best serve the City in providing relief
efforts.
NOW THEREFORE, be it resolved by City Council, that the City of Aspen hereby adopts
the following five outcome statements and related objectives for the City of Aspen Covid-19
relief efforts and to direct the City Manager to prepare specific tactics to implement the
objectives:
Outcome#1: Increase economic security for vulnerable people by aiding in securing shelter,
food, utilities, healthcare, childcare and transportation.
Objectives:
A. Quickly distribute funds to individuals and families through non-profit and
governmental partners.
B. Amend City housing policies that can provide temporary relief.
C. Educate residents on how to communicate with lenders and landlords regarding
changes in personal financial circumstances
D. Reduce barriers to accessing healthcare through education.
E. Deliver public transit in a safe and reliable manner.
F. Ensure safe, reliable and affordable childcare remains in the community for working
families.
Outcome#2: Encourage good mental health hygiene.
Objectives:
A. Regularly encourage neighbor-to-neighbor connection in new ways that account for
social distancing requirements.
B. Financially support professional mental health services in the community.
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Outcome#3:Support the Pitkin County Incident Management Team.
Objectives:
A. Frequently communicate with the Incident Management Team Incident Commanders
and the community.
B. Provide staffing for the Incident Management Team.
C. Advocate for and be a funding partner for COVID-19 testing for the community at-
large.
D. Advocate for and be a funding partner for purchasing personal protective equipment.
E. Assist with planning for 'opening of town' with protocol to minimize disease relapse in
the community.
Outcome#4: Proactively and swiftly work to minimize further economic disruption and actively
encourage its recovery.
Objectives:
A. Serve as a connector to aid small businesses and landlords seeking assistance through
state and federal programs.
B. Leverage business expertise to establish Aspen-centric economic recovery roundtables
C. Provide flexibility to commercial leaseholders in City-owned properties.
D. Take a regional approach to recovery efforts to leverage the Western Slope's collective
business, educational and government expertise and voice with state and federal
agencies
E. Identify and respond to gaps in state and federal business aid programs that can be
reasonably be filled by the City of Aspen through a loan or grant program.
Outcome#5: Provide essential municipal government services with minimal interruption.
Objectives:
A. Prioritize services and service levels.
B. Plan services to match available financial resources.
C. Be a responsible employer in the care and welfare of City employees.
Outcome#6: Effectively and regularly communicate with, and listen to, the community during the
response and recovery efforts.
Objectives:
A. Provide timely and accurate information on the City's progress towards these outcomes.
B. Collaborate and utilize extensive communication strategies and tools, including deploying new
tools,for ensuring the City is meeting audiences where they are today.
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And further,the City Council wishes to have further work sessions to evaluate the community
benefits and considerations of:
Advancing private sector construction projects to shovel ready through permit review
and extension of the spring construction season;
Possible temporary relief of land use code requirements for accommodation, retail and
restaurant industries; and
Collaboration with major tourism partners to emphasize Aspen's unique and valued
experiences to launch an open for business campaign and events when appropriate.
Torre, Mayor
I, Nicole Henning, duly appointed and acting City Clerk of the City of Aspen, Colorado, do
hereby certify that the foregoing is a true and correct copy of the Resolution adopted by
the City Council at its meeting held on April 9, 2020.
Nicole Henning
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EXHIBIT C: COUNCIL GOAL SCORECARD
Key:
Progressing on schedule
Paused or delayed
Proposed to be dropped
Council guidance requested
Completed
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Tier Status Goal Accomplishments Next Steps Questions for
Council
Safe and Lived-in Community of Choice
1 Affordable Housing: Advance the quality of life through affordable
housing opportunities that address financing, incentives, and
maintenance through partnerships
Resources: Increase resources for affordable housing development
On July 6th, initial concepts
for the Lumberyard project as
well as an update on the
Burlingame Phase III planning
process were presented to
Council. Financial resources
have been identified for BG
Phase III.
Continue progressing forward,
beginning with a Council work
session covering affordable
housing policy and development
of future affordable housing
projects.
Incentives: Review adopted regulations to improve incentives
A memorandum covering
Land Use Codes and
affordable housing was
discussed in a June 2nd work
session. Staff is approaching
this project with caution so
that the full impact of any
code amendments is
understood.
This will be a 12- to 18-month
project during which Council will
be informed and consulted
regularly.
Financing: Establish a financial advisory board Staff propose that the
Initiative be removed for 2020
Maintenance: Formulate options to address delayed housing maintenance
On pause
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Tier Status Goal Accomplishments Next Steps Questions for
Council
1 Childcare Sustainability: Engage with the business community and local
stakeholders on ways to finance and expand childcare availability and
create workforce development opportunities
Education: Increase awareness of benefits of Kids First and early childhood ed
CMC Board has approved a
new infant classroom concept
Draft and submit an IGA
between City and CMC for
consideration
Resources: Identify and advance opportunities to increase childcare space and
financing
Community engagement on
potential locations is paused.
The feasibility of potential
funding mechanisms has been
negatively affected by COVID-
19.
The City and CMC have agreed
to develop an infant care
classroom at the CMC-Aspen
campus
Assess alternative ways to carry
out community engagement, in
light of COVID-19 restrictions.
Reassess potential funding
mechanisms.
A proposed IGA will be
presented to City Council and
CMC Trustees by end of 2020
Workforce: Take action to develop a qualified workforce On pause
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Community Engagement
2 Community Engagement: Create and implement a community
engagement strategy that incorporates participation data to inform
and increase future public participation in policy decisions
Strategy: Create and implement a community engagement strategy
As noted in an Info Memo to
Council on June 30, since the
onset of COVID-19 the
communications team has
shifted its focus to mediums
that fit the needs of the
moment. Planning on a
broader strategic plan was
paused with the intent of
gathering community
information first.
Restart the strategic
communications plan, including
a community survey on
priorities, preferred
mechanisms, and strengths and
weaknesses of City
communication. Complete the
survey by Fall 2020. As well,
host virtual focus groups and
complete a social media audit.
2 Local Businesses: Analyze opportunities to retain and attract essential,
small, local and unique business to provide a balanced, divers and vital
use mix supporting the community
Proposed new focus: Achievement of the COVID-19 Outcomes
Council has approved a set of
COVID-19 initiatives to
support the broader business
community in Aspen
Request to refocus this
goal on the COVID-19
outcomes, and incorporate
those outcomes into the
Council goal framework
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5
Protect our Environment
1 Waste Management: Develop a long-range community waste
management plan to reduce waste in the highest impact landfill
diversion areas
Incentives: Provide incentives to increase voluntary diversion of solid waste
The current state of
construction demolition waste
was discussed June 8 with
Council. Staff recommended
that the City observe impacts
of recent County incentives
and policies to inform any
future actions. Cardboard
recycling at the Rio Grande
Recycling Center was
discontinued as of July 1st due
to budget considerations.
Pause? Request to pause this
initiative due to EHS
priorities related to
COVID-19
Policy: Consider policy changes to address wildlife conflicts, consider
construction impacts, and increase landfill longevity
EHS provided an update on
demo/con waste to Council.
Pause? Request to pause this
initiative due to EHS
priorities related to
COVID-19
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1 Stormwater Financing: Identify and implement capital funding sources
to address and expand the aging stormwater system as well as finance
projects focused on treating outfalls to the Roaring Fork River
Funding and financing: Identify and implement options
Currently there is a significant
need for stormwater projects.
Staff identified two main
sources of potential funding
(fees or taxes); however,
these options are not likely
acceptable due to the
financial impacts of COVID-19
on the community
Staff are currently researching
approaches other organizations
have taken on this topic and are
documenting best practices.
Staff anticipate working
additional stormwater projects
into 2021 budget
discussions. An August 17th
work session will include a
discussion on potential funding
mechanisms.
2
Energy Conservation: Reduce the energy use in commercial and multi-
family buildings through increased incentives and the advancement of
Building IQ, which requires energy use tracking and improved energy
efficiency
Incentives: Increase incentives and advance building IQ
While staff recently updated
Council via an Info Memo on
this goal, concerns exist
regarding whether a
mandatory energy
conservation program is
feasible given the economic
impacts of COVID-19
In a future work session, provide
staff with feedback on the
priority of this goal in
comparison with other
initiatives and given the current
economic status of businesses
and residents.
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7
Smart, Customer Focused Government
Fiscal Health and Economic Vitality
2 Boards and Commissions: Evaluate decision-making authority for quasi-
judicial boards and commissions
Roles: Evaluate decision-making authorities
On pause At a future work session, discuss
the goal, the potential
ramifications of adjusting
authorities, and decide whether
to restart and move forward.
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EXHIBIT D: STATUS OF EXPENDITURES FOR COVID-19 OUTCOME AREAS - Revised
Outcomes:
1 Increase economic security for vulnerable people by aiding in securing shelter, food, utilities, healthcare, childcare and transportation.
2 Encourage good mental health hygiene.
3 Support the Pitkin County Incident Management Team.
4 Proactively and swiftly work to minimize further economic disruptions and actively encourage its recovery.
5 Provide essential municipal government services with minimal interruption.
6 Effectively and regularly communicate with, and listen to, the community during the response and recovery efforts.
Fund Outcome Purpose Budget Spent Committed Remaining Notes
General Fund 1 County
support for
financial
assistance.
$500,000 $200,000 $300,000 $0 First payment of $200K was issued April 23 and matched by ACF
donor. As of July 17, County has communicated additional
$300K is needed; city is awaiting invoice and reconciliation of
first $200K before releasing.
General Fund 1,2,3,4 Assistance to
small
businesses,
purchase of
protective
equipment
and/or
temporary
staffing,
individual
assistance
$3,000,000 $1,524,547 $1,425,000 $50,453 Details below in gray.
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Fund Outcome Purpose Budget Spent Committed Remaining Notes
through ACF
and other
non-profits.
$908,959 All payments have been made. This was for up to one third of
rent plus CAM for up to three months for commercial renters
(total of $1M set aside for this program).
$250,000 $250,000 Payment made on May 8 to ACF for the Aspen to Parachute
Relief Fund. Next Payment of $150K scheduled for July 31, and
another payment of $100K schedule for October 30.
$200,000 Payment made on June 16 to ACRA (as a loan) in tandem with
additional $300K release of funds from the Tourism Promotion
Fund balance. This was coupled with $500K of ACRA's own
funds to promote Aspen as a tourist destination during these
challenging times.
$90,920 $90,000 Expenditures to date on PPE for staff and the public, including
gloves, masks, hand sanitizer and cleaning products, and
plexiglass coverings, including PPE purchase for school district
for on-campus learning and compliance.
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Fund Outcome Purpose Budget Spent Committed Remaining Notes
$55,128 Expenditures to date on protective barriers for
restaurants/businesses to safely occupy right-of-way spaces for
expanded commerce while maintaining spacing for public
health preservation.
$16,350 $10,000 Expenditures to date on the $25 gift card program (equivalent
of 654 cards). Staff anticipate an additional $10K in card
redemptions as program wraps up this month.
$3,191 Expenditures to date on additional COVID communication,
including advertisement in papers, Facebook, signage and
stickers.
$245,000 Communications Professional Services and termed labor for
face covering campaign, Latinx outreach, social media support,
general communications messaging and campaign review.
$250,000 Committed funds for additional arts and cultural arts grants.
These funds would be in addition to $142K in non-RETT revenue
within the Wheeler Opera House Fund for distribution in 2020.
$280,5000 in Recovery funding has been awarded to date, with
$115,500 remaining available. Contracts are in process.
$200,000 Committed funds for a revolving loan program with a 1%
interest obligation and repayment terms over 4 years.
$350,000 City of Aspen Health Protection Team includes full time staff,
equipment, technology, specific printing and record keeping
systems.
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Fund Outcome Purpose Budget Spent Committed Remaining Notes
$30,000 ACRA Street Team for summer tourist education on public
health orders.
Housing
Development
Fund
1 Direct rental /
mortgage
assistance for
residents
throughout
the Valley in
deed-
restricted
APCHA units.
$1,500,000 $365,146 $0 $1,134,854 The County's financial assistance program was paused for the
month of July to assess the program and options going
forward. Awaiting updates from County on future plans.
Kids First
Fund
1 Additional
financial aid,
support of
program
staffing levels
and cleaning,
and
improvements
to Kids First
offices to
ensure safe
working
conditions.
$1,000,000 $221,162 $75,000 $703,839 Details below in gray.
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Fund Outcome Purpose Budget Spent Committed Remaining Notes
$166,256 Enrollment subsidies and rent assistance to individual programs.
$54,906 Expenditures to date for reconfiguration of Kids First offices for
a safer working environment.
$75,000 CMC classroom remodeling costs for interim infant care room.
Total
$6,000,000 $2,310,855 $1,800,000 $1,889,146 Staff will seek re-appropriation in 2021 for continuation of
programs that carry into the next fiscal year
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EXHIBIT E:
JUNE 30, 2020 INFORMATION MEMO ON RECOVERY AND RELIEF FUND
COMMUNICATIONS AND CRISIS COMMUNICATIONS
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INFORMATION ONLY
MEMORANDUM
TO: Mayor Torre and City Council
FROM: Mitzi Rapkin, Communications Manager
THROUGH: Alissa Farrell, Administrative Services Director
CC: Sara Ott, City Manager
MEMO DATE: 6/30/20
RE: Recovery and Relief Fund Communications and Crisis Communications
(COVID-19) Update
Introduction
The purpose of this memo is to 1) update City Council on the specific communications plan for
the recovery and relief funds approved through Resolution No. 33, which includes the adoption
of six outcomes and strategic objectives to address Aspen’s economic, social, physical, and
cultural recovery 2) provide Council an update on the City’s crisis communications during
COVID-19.
The goals of the communications department are to enhance the community’s understanding
of the services the City offers, the policies that guide them, and to provide opportunities for
community engagement, connection and feedback.
In times of emergency, crisis communications plans are implemented to strategically meet the
communication requirements of an emergency while upholding the goals described above.
Resolution #33 Outcome #6:
Effectively and regularly communicate with, and listen to, the community during the response
and recovery efforts.
I. COVID-19 Relief and Recovery Communication Objectives:
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A. Provide timely and accurate information on the City’s progress towards these outcomes.
B. Collaborate and utilize extensive communication strategies and tools, including deploying
new resources, to broadly reach the community on specific COVID-19 recovery related
information and progress.
COVID-19 Relief and Recovery Communication Action Plan:
1. Develop and implement a COVID-19 Recovery and Relief Dashboard to focus on City
Council’s Six Objectives from Resolution #33. The purpose of the dashboard is to track
the progress of the City’s relief efforts. It will be updated monthly to provide current
information and a source for ongoing transparency with the community. This will be
published in a special section on City of Aspen’s COVID-19 webpage and all social media
channels (Facebook, Instagram, Twitter and LinkedIn), digital and print newspaper ads
and CGTV Channel 11.
2. Initiate a campaign to solicit interested citizens and businesses who may benefit in
receiving City communications such as the City Recovery and Relief Dashboard updates.
3. Immediately recruit contract help to bolster goals and strategies.
4. Enhance community partner networks to include but not limited to governments, ACRA
and local businesses, quasi-governmental, educational, and non-profit organizations to
create alignment, consistent brand messaging, and message amplification and cohesion.
5. In conjunction with 2020-2021 City Council Goals, provide consistent reports to City
Council detailing progress on stated goals to include performance and engagement
metrics associated with multi-media channels and their effectiveness. Communication
formats will continually be expanded and revised based on metrics and feedback.
Broadly, the objectives of the above action plan are to enhance transparency between the City
and community through the regular, timely updates on the City’s COVID-19 Recovery and Relief
Plan and further evaluate and improve community access to City communications.
II. COVID-19 Crisis Communications Strategic Plan in Review
The City of Aspen assembled a crisis communication team (CCT) in mid-March to respond to the
COVID-19 crisis with the goal of creating and carrying out a communication plan that
encompassed the City’s external communications to the community and stakeholders and
internal communications to staff. The crisis communications team routinely and efficiently
disseminated critical information to vast audiences on multiple platforms.
The Crisis Communications Strategic Plan (CCSP) was established to provide structure for the
CCT by outlining goals, objectives, strategies, communications channels and resources. Having
developed the CCSP to respond to Aspen’s specific needs, this plan allows the City to be well
organized and execute multiple communication initiatives across several channels with ease
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and structure. The CCP was developed to help ease public concern specifically during the
COVID-19 crisis, distribute accurate, relevant, and timely information with a focus on inclusion.
A summary of crisis communications metrics is included.
Next Step: Communications Assessment
A significant tenant in moving forward with communications is the ability to gather feedback
from community members to determine what they see as priorities for the City’s
communications department, how they want messages delivered, and what they see as the
strengths, weaknesses and barriers of the City’s communications. An expansive,
communications survey is to be completed by the same company who initiated the revised
citizen survey in 2019. This would be completed by the Fall of 2020 and would focus solely on
communications. At the heart of the communications department’s philosophy is engagement
with the community and this next step would allow us to move forward in an expansive and
comprehensive direction that is guided by community feedback.
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EXHIBIT F: COMMUNICATIONS OUTREACH SUMMARY
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1. Social Distance for Kids
2. Face Covering Law
3. Council Letter to the Community
4. APD Don’t Stand So Close to Me
5. Construction Site Rules for COVID
6. Shopping Tips for COVID
7. Mask Giveaway
8. Pitkin County Health video about testing
9. Mask Law
10. Emergency Declaration
29,760 total visits
90% increase OVER PREVIOUS 3 MONTHS
10,381 visits to covid-19 page
35% of visitors to website visited covid-19 page
1. APD Don't Stand So Close to Me
2. Woody Creek Distillery Donation of Hand Sanitizer
3. Flattening the Curve
4. Utilities Crew at Work
5. Social Distancing for Kids
6. Shopping Tips for COVID
7. COVID tracker for State of Colorado
8. Community Development at Work
9. Social Distancing for Outdoors
10. Emergency Declaration
1,000% increase in posts
11.3% increase in fans
2,400% increase in engagement
29.7% increase in posts
C O V I D -1 9 S T A T I S T I C S
M A R C H T H R O U G H M A Y *
C o m m u n i c a t i o n s D e p t .
*All comparisons are to the previous three months, December 2019 through February 202o before COVID-19
Website
TOP TEN POSTS
3,100% increase in posts
12% increase in fOLLOWERS
1,300% increase in engagement
TOP TEN POSTS
278% increase in tweets
118% increase in fOLLOWERS
5,700% increase in engagement
TOP TEN POSTS
1. State of Colorado Report Card on COVID
2. One for 1 of Jellyfish
3. Volunteer App
4. Quarantine stories from APR and AHS
5. Stay Home and Stay Kind Message
6. Outdoor Face Mask Rules
7. Shopping Tips for COVID
8. Community Meetings
9. Early COVID preparation
10. Parks Department Preparing Hand Sanitizer for Staff34
Oth i f ti
160,905 3,990 3,220 1,749 1,441 600 571 84 39 17 13
by the numbers
Number of people who saw City of Aspen content on Facebook
Visitors to Aspen Community Voice
Voters in Aspen March 2019 Election
Average number of people per day who saw City of Aspen
content on Facebook
Active participants on Aspen Community Voice
Postcards printed and distributed by Parking, Parks, Police, and
Businesses about mask law
New registrations on Aspen Community Voice
Mask underwriting messages on Aspen Public Radio
Updates to Aspen homepage
Press Releases Sent
Videos Produced
Responsiveness
Comprehensive COVID specific crisis plan drafted – 5 work days after emergency
declaration
Business Tool Kit – Communications researched and developed Business
Took Kit with CMO and Downtown Services Director and published it in 7 work
days
Social Distance Banners – Designed and ready to hang in 2 days and shared with
GWS, Carbondale, Basalt, SMV, Pitkin County
Mask Postcards – Created and distributed 3 days after law passed by City Council
35
EXHIBIT G: JULY 23, 2020 HEALTH PROTECTION TEAM UPDATE
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2
MEMORANDUM
TO: Sara Ott, City Manager
FROM: CJ Oliver, Environmental Health and Sustainability Director
MEETING DATE: July 23rd, 2020
RE: Health Protection Team Update
PURPOSE: This memo is being provided to give an update on the activity of the Health
Protection Team working to reduce the spread of COVID-19 in the Aspen community
through education, support and business outreach.
SUMMARY: The City of Aspen Health Protection Team has been providing educational
interactions with businesses, residents and visitors to boost knowledge and provide tools
to help the entire community achieve better compliance with standing public health orders
and to reduce the spread of COVID-19 in the community. The team has been in the field
in a formal capacity for approximately one month and is currently comprised of staff which
also are responsible for a variety of other functions which allows for only a couple of hours
each day for them to focus specifically on COVID-19 related issues. In the coming weeks,
2 full time staff will join the team as Consumer and Employee Health Protection
Specialists and significantly increase the capacity to work on these issues and provide a
more consistent presence in the community.
• General observations from the team are that compliance is improving and that businesses
are thankful for the work that is being done on this front.
• City staff are working together with Pitkin County staff to better align the health protection
efforts in both jurisdictions to help ensure that the same information is provided for all
businesses and people who are subject to the public health orders in our area. This
includes shared databases for tracking contacts, communication on enforcement actions
and County Public Health Support for city staff in the form of subject matter expertise and
provision of tools to perform complaint investigations and contacts with businesses.
• County staff are now attending the City Health Protection Team meetings to assist and
collaborate where appropriate and City of Aspen staff are taking part in county discussions
for similar reasons.
• Natalie Tsevdos is currently the team lead and supervisor for the incoming Consumer
Health Protection Specialists. The top candidates for these positions were extended offers
on 7/22 with one providing verbal acceptance and working with their current employer to
establish a start date before we send an offer letter. The second is evaluating their
housing options to see if they can move from the Eagle area before formally accepting the
position. This will be decided by 7/27. City staff currently working on the Health Protection
Team and County staff have both offered to assist in training the new staff to get them up
to speed as quickly as possible.
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3
ADDITIONAL DATA: Per the data from the official county-wide complaint database there
were 14 complaints that came into the system which were forwarded to city staff for
investigation between 7/15 and 7/22. Additionally, county staff have been sorting through
the complaints which do not require an official investigation, or which are not actually
violations of the public health order and are taking care of those in house without the
involvement of City staff. According to County staff, this type of complaint makes up at
least ¼ of the volume coming into the database. Data provided recently to the BOCC
indicated that 70+% of complaints are occurring in the City of Aspen. It is important to
consider that that includes the calls which are not viable complaints and that the majority of
activity and people in Pitkin County are in Aspen.
As we move forward, we are looking to better use the countywide database to extract
trends and identify focal point for our educational efforts in the field.
The graph below shows the number and types of interactions that city staff have had since
the end of June as tracked by our City of Aspen Health Protection Team database.
Due to their prevalence, number of visitors, as well as complexity of operation, restaurants
make up the largest portion of the visits. The majority of restaurants are working
cooperatively with staff to establish systems to help ensure ongoing compliance with the
public health orders and are doing well in this regard. There are a small number which
have been more challenging and have required more frequent visits and a small number
which have been elevated in the Pitkin County enforcement process.
General retail visits have shown steady improvement and overall strong compliance with
public health orders.
Gyms have been more challenging due to the specific requirements they are required to
follow and the issues some facilities have had in meeting those requirements. One gym
received a warning letter on 7/22 for ongoing non-compliance issues.
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4
Overall, observations made by the Health Protection Team out in the field have been that
compliance rates are good with a some areas that still need more attention such as
posting of signage at entrances as well as making sure all businesses have an up to date
business safety plan. Working more closely with the Pitkin County Consumer Protection
staff has provided a more efficient way for the city team to elevate non-compliant
businesses in the enforcement process where needed. This collaboration will also
support the development of better and more up to date guidance and tools for both City
and County staff to deliver service to the community.
.
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EXHIBIT H. JULY 6, 2020 INFORMATION MEMORANDUM ON RECYCLING
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Page 2 of 3
INFORMATION ONLY MEMORANDUM
TO: Mayor Torre and Aspen City Council
FROM: CJ Oliver, Director of Environmental Health and Sustainability
THROUGH: Sara Ott, City Manager
MEMO DATE: June 30, 2020
RE: Cost of Cardboard at the Rio Grande Recycle Center
REQUEST OF COUNCIL: This memo is intended to provide information on the costs of
providing cardboard recycling service at the Rio Grande Recycle Center (RGRC).
SUMMARY AND BACKGROUND:
Due to the financial impacts of COVID 19 Department Managers were asked to propose
8% reductions in their operating budgets for the remainder of the 2020 budget year. The
Environmental Health and Sustainability Department proposed eliminating cardboard
collection at the Recycle Center to meet the budget target for the department. In addition,
staff proposed removing the proposed cardboard compactor from the capital budget plan
for 2020 as it would not be necessary if cardboard collection was eliminated. Together
these reductions create $250,000 in general fund savings.
DISCUSSION:
The cost of providing cardboard recycling at the Rio Grande Recycle Center is significant.
Cardboard must travel a long distance from the Roaring Fork Valley from to reach a
market for recycling. Typical destinations include New Mexico, Minnesota, or South
Carolina and the material may also be taken overseas as markets fluctuate. Cardboard
prices for materials going to recycling markets are also at exceptionally low numbers now
and finally, cardboard needs to be handled by multiple parties to get to its final destination.
As a result of these factors, the following numbers are the hauling costs for cardboard at
the RGRC:
• Cardboard hauling (non-compacted)- $150,000 per year
• Cardboard hauling (compacted)- $80,000 to $100,000 per year
• Cardboard compactor- $150,000
By comparison, the other materials collected at the center are going to Colorado markets
and we are able to provide the services at a much lower price. Yard waste gets composted
at the Pitkin County Landfill, metals go to Rifle, and glass goes to Ft. Collins for
processing.
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Page 3 of 3
There are currently alternative options available for the community to use to recycle
cardboard. The Pitkin County Landfill accepts cardboard at their facility. It is free for
residents and $34.50/ton for businesses. Curbside recycling service should be provided
at all residential and multi-family dwelling units per local ordinance. This service is
required as part of the base rate for trash removal service in Aspen. This is not a
requirement at commercial businesses though many produce a significant amount of
cardboard and benefit from recycling cardboard from a financial perspective. Staff have
been and will continue to work with HOA’s to better capture cardboard on-site to take
advantage of the curbside service they are already paying for in addition to ensuring that
haulers are providing the required services at each account.
FINANCIAL IMPACTS:
Eliminating cardboard recycling beginning 7/1/2020 will save $100,000 in the general fund
operating budget and $150,000 in capital expense for the cardboard compactor in 2020.
In 2021 the savings will be $150,000 in the general fund.
NEXT STEPS:
Staff will be discontinuing cardboard hauling at the Rio Grande Recycle Center beginning
on 7/1/2020. Significant community outreach has been done through multiple outlets
including newspapers, social media, and in person outreach at the RGRC with staff. Staff
have also delivered information to businesses in person and through the ACRA
newsletter. Assistance will be available for residents and businesses to help them
strategize how best to handle cardboard moving forward after service ceases at the
RGRC. One of the focal points will be better use of curbside recycling services where
applicable which seems to be an area for improvement based on information collected
from users at the RGRC. In addition, staff are exploring the option of a grant pool to help
HOA’s better capture cardboard on-site.
42
MEMORANDUM
TO: Mayor and City Council
FROM: Diane Foster, Assistant City Manager
Rob Schober, Project Manager, Asset Management
THROUGH: Nancy Lesley, Interim Executive Director, Wheeler Opera House
Scott Miller, Public Works Director
Jeff Pendarvis, Assistant Director, Asset Management
MEMO DATE: July 27, 2020
MEETING DATE: July 27, 2020
RE: Wheeler Opera House Construction Update & Tenant Requests
REQUEST OF COUNCIL: Staff requests that Council, in its role as owner and landlord of the
Wheeler Opera House, discuss and provide direction to staff on requests from:
• Aspen Public House for rent abatement; and
• Valley Fine Art for rent abatement and lease extension.
BACKGROUND:
Due to the impacts of COVID-19, the City Manager granted temporary rent abatement to both The
Aspen Public House and Valley Fine Art. Both tenants were granted a 2/3rd rent reduction for April,
May and June 2020. The current monthly lease rate is $10, 635.75 for the Aspen Public House and
$3,958.22 for Valley Fine Art.
On June 8, 2020 Council provided staff direction to move forward on a condensed construction
schedule for the Wheeler Opera House.
Later in June, as the construction timeline and impacts became clearer, staff began talking with the
Wheeler’s two tenants, Aspen Public House and Valley Fine Art, about the timeline and impacts.
Both tenants have sent letters to the City Manager; they can be found in the appendix.
DISCUSSION:
Construction Update:
Staff is providing this section to provide City Council with additional information about construction
and to add context Council’s discussion of the tenant requests.
Current Masonry Project: While initial staging and masonry mock-ups for the stone repairs on the
Wheeler will begin in August, the major impacts due to scaffolding and construction activities will be
delayed until closer to Labor Day. If both tenants close their operations from September 8 through
early December, it enables greater construction access around the exterior of the building allowing for
a shorter the overall project schedule. As discussed in the June 8 City Council meeting, the project
schedule is highly weather dependent, like every shoulder-season construction project in Aspen.
Staff does not recommend the businesses stay open. However, it is possible, though not simple, to
maintain access for both tenants’ businesses during construction. If Valley Fine Art wants to stay open
during construction, we can minimize the time scaffolding is in front of the business. Expected impacts
include:
43
o Visual Impact: The building will be wrapped in scaffolding. Will likely also need to add sheeting,
debris netting or printed banner wraps the scaffolding, to help manage the dust and reduce the
visual impact of the project. The entire building will not be scaffolded during the entire construction
period however Aspen Public House will be impacted for the longest period of time, because the
entrance is roughly located in the middle of the building and outdoor seating can not be
maintained during construction.
We believe it is possible to scaffold the section of the building in front of Valley Fine Art for a
shorter period if the owner wants to stay open. It is likely even the scaffolding on the other parts of
the building will impact that business, simply due to the noise and overall visual impact of the
scaffolding on adjacent sections of the building.
o Sound: Because this is a masonry project, and the contractor will need to custom fit stones onsite,
it is expected to be quite a loud job site at times. There will be heavy machinery onsite during the
project. In addition to intermittent loud noises, on the inside of the building it will also sound, at
times, like a dentist office – because of the drilling noise.
Spring 2021 Infrastructure & Sidewalk Project: Staff has informed the tenants that we expect to begin
the planned infrastructure & sidewalk project in the Spring 2021. We expect the sidewalk project could
run from late April through mid-summer, depending on the weather. Depending on the fall 2020 weather,
we may need to finish the masonry project during this time as well. This project is in the capital plan;
staff will present this item to City Council for consideration later this year.
Impacts to the Wheeler Parcel: During construction, the Wheeler Parcel, located between the Aspen
Times Building and the Wheeler, may not be accessible. Additionally, the fence that separates the
parking area from the rest of the parcel will be moved towards Hyman Ave. permanently to allow for
the installation of large transformers needed to power future electric boilers. Staff believes that where
we are already impacting the site during the masonry project and the spring 2021 sidewalk project, it
is wise to minimize the overall duration of construction and, thus, impacts to the parcel. Lastly, the
sidewalk project is expected to require the removal several of the trees closest to the west wall of the
Wheeler. The City Forester, David Coon, provide his professional assessment:
The improvements would require the removal of three trees which currently provide benefits to the
community. The 8” Ash tree in the tree well next to E Hyman Ave. and two 8” Aspens directly to the North
are targeted for removal. While these trees are established and are providing benefits to the community,
one of the Aspens is diseased and the other Aspen and the Ash could be replaced with more appropriate
species. The overall impact to the community forest is relatively minor, however consideration must be
given to the resources and effort that have gone into the establishment of the trees targeted for removal.
Tenant Requests:
While the City Manager has the ability to provide rent relief to tenants, the City Manager and staff wanted
to bring this item to City Council for discussion and direction because of the impact to the grant fund
The two Wheeler tenants are asking for additional rent relief, due to both COVID and construction, but
primarily, construction, because both are considering closing from September 8 through early
December. Below is a brief summary of the two requests; both request letters are in the appendix:
• Aspen Public House: Wheeler tenant since 2018
o Requesting full rent abatement July through December 2020
o Requesting a 50% rent reduction first six months of 2021
o Offering to close September 8 through mid-December if July through December 2020 rent
abatement is granted
o Monthly rent is approximately $10, 635.75 per month
• Valley Fine Art: Wheeler tenant since 2006
o Requesting six-month full rent abatement (assuming July – December 2020)
o Also requesting a five-year lease extension; the current lease expires November 30, 2021
o Tenant not yet decided on possible closure
o Monthly rent is approximately $3,958.22 per month
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ALTERNATIVES:
Staff recommends if City Council chooses to consider any type of rent abatement, that Council limit
the abatement to 2020. Where there are so many COVID-related unknowns regarding the Wheeler
2021, staff recommends we consider any requests for 2021 in the fall of 2020.
Rent Reduction
It is possible, albeit difficult, to keep these businesses in operation during construction. Staff believes
the construction process will benefit if these businesses close from September 8 through early
December 2020. If Council is willing to provide some rent abatement, but not full rent relief, Council
could choose to provide full rent relief for a shorter period or reduce rent by a percentage. Council
could also reject altogether the request for rent abatement.
Lease Extension
While Valley Fine Art has been in their current Wheeler space for 14 years, the current lease
commencement date was December 1, 2011 and was a five-year lease with a tenant option to extend
an additional five years.
The owner of Valley Fine Art is requesting a five-year lease extension, in addition to rent abatement.
The current lease expires November 30, 2021 and does not provide for additional lease extension.
(This is common in municipal leases, as Councils generally try to avoid binding a future Council to a
past Council’s decision for extended periods of time.)
If Council does not want to grant a five-year extension, Council could put out a Request for Proposal
(RFP) in early 2021 and could, at that time, include in the RFP Council’s preference for what type of
use might go into that space.
The owner has communicated to staff that knowing now about Council’s willingness to do a lease
extension would help with the business decisions at hand, regarding whether to close during
construction and the potential for needing to find new space.
RECOMMENDATION: Staff recommends providing full rent relief from July through December on the
condition that the businesses close during construction. Where staff has not discussed a lease
extension vs going out to RFP with Council in the past, staff does not have a recommendation on that
question.
BUDGET IMPLICATIONS: One hundred percent of tenant rent goes into the grant fund. Had 2020
been a normal year, rents would have contributed $172,893.24, accounting for over half of the
$350,000 in annual grant funding.
While staff is currently booking the theater for the December 2020, January 2021 and February 2021
timeframe, it is impossible to forecast production revenues for this timeframe, as reopening depends
heavily on the state of the COVID-19 pandemic locally and nationally.
A worst-case estimate for 2021 grant funding, from traditional sources, would stand at would total only
slightly more than the WRETT $100,000 contribution.
CITY MANAGER COMMENTS:
ATTACHMENTS:
Letter from William Johnson, Owner, Aspen Public House
Letter from Mia Valley, Owner, Valley Fine Arts
45
To: City of Aspen, City Manager
From: Bill Johnson, Aspen Public House
Date: June 22, 2020
Re: Aspen Public House short term emergency rent relief
Objective: To renegotiate a 12 month rent rate for the restaurant, Aspen Public House (APH); in
an effort to achieve a rent that will allow APH to sustain business operations for the next 12
months and avoid a potential closure.
I am writing this letter on behalf of my restaurant, Aspen Public House. I am hoping to negotiate a
short-term rent structure that will allow APH to remain solvent during the COVID-19 pandemic crisis
and the duration of the anticipated construction on the exterior of the Wheeler Opera House building.
Since signing the original lease, and opening APH back in May of 2018, I have maintained a great
relationship with the Wheeler Opera House and the City of Aspen as a successful business tenant.
This past fall I was able to hire a new executive chef, Abhay Nair, and together we redesigned the
concept at APH with a great response from our customers. By the end of February 2020, we had
increased our gross sales by close to 20% over the same period the previous winter. APH had
gained quite a bit of traction locally, and we were projecting close to $2MM in gross revenues for
2020. Once the COVID-19 pandemic forced the early closure of the ski resort, we lost one of our
highest grossing months in the calendar year. We attempted take-out business, but the sales during
this time did not allow us to remain open, and we had to close for the months of April and May in an
effort to minimize our controllable costs.
The City of Aspen has audited my month to month financials for the past year, and it is clear that
APH operates on extremely thin margins, typical of the restaurant industry. Operating on thin
margins allows APH to be a locally serving establishment with affordable menu prices. However, as
a result of the thin operating margins, we depend on the previous month’s revenue and cash flows to
pay current month expenses (rent, utilities, payroll, vendor liabilities, debt service, etc.), and any
interruption in cash flows can cause problems with short-term solvency. APH was successful in
attaining an SBA PPP loan, which has enabled us to stay afloat for the past few months; however,
these funds are almost fully exhausted; this combined with reduced sales projections for the
remainder of 2020 are causing concerns for the financial sustainability of APH over the next 12
months.
Other losses of revenue caused by the COVID-19 crisis:
- Customers aren’t spending as much money at restaurants and/or canceling traveling plans due to
the broader economic collapse.
- Customers aren’t traveling as much and are wary of eating out in public due to the implications of
getting sick.
- Restaurants are struggling to maintain traditional sales numbers due to the limited capacity of
indoor dining; we are now extremely dependent on good weather to capture revenue.
- APH, specifically, is struggling due to the restrictions related to bar seating and service. Our late-
night bar business was a good source of revenue in the past, representing roughly 15% of our
historical gross revenue.
- The anticipated loss of revenue due to the cancelling of Food & Wine and the Ideas Fest is
staggering. Also, we are anticipating drastically reduced sales during the 4th of July week. These
events are some of the highest grossing weeks of the year, and we absolutely depend on these
sales to allow us to remain open during the fall shoulder season.
-APH has lost contracts for special events (wedding receptions, catering, etc.) that help support our
46
cash flows during the fall months.
- The commodity prices that we depend on (beef, pork, dairy, etc.), have skyrocketed to historically
high levels due to plant closures and interruption in supply chains.
Furthermore, I am concerned about the understandable lack of programming at the Wheeler Opera
House for the duration of 2020. APH has built part of its business model around foot traffic related to
Wheeler shows and events. I am also concerned about the economic impact of the renovation of the
exterior of the Wheeler building anticipated to start this fall. While we were optimistic about returning
to some kind of normalcy this fall, any construction on the exterior will most likely deter customers
and foot traffic from dining at APH. After speaking to Robert Schober with the City of Aspen Asset
Management, I feel like it would be beneficial for the City of Aspen if APH were to close for a period
of time this fall to help facilitate a shorter, safer construction period. I believe that the reduction in
rent income resulting from the requested short-term rent structure (outlined later in this letter), would
easily be offset by a reduction in the construction costs incurred by the City of Aspen. I am willing to
collaborate with Robert and Asset Management regarding the timeline of the anticipated closures of
APH to ensure an efficient and unobstructed construction schedule.
I made a strong effort this past fall to recruit an excellent chef in Abhay Nair. He was vital to raising
the reputation of the food we serve at APH, and he has done an incredible job creating a new menu
concept, increasing the quality and consistency of our food, reducing overall kitchen labor, and
reducing our annual food costs – these are the biggest metrics for restaurant success. He has
offered to take a salary reduction in the short-term to help APH survive financially, however I need to
do everything I can to retain him for the long-term. If I am not able to keep him on the payroll, it will
have a lasting negative impact on our business and reputation as well as future rent revenues as
outlined by the “NBP % Gross Revenue” portion of our existing lease agreement.
For the next six months, we are anticipating up to a 50% reduction in gross revenues compared to
last summer. I am requesting full rent abatements for the remainder of 2020 (July – December), and
a 50% rent reduction for the first six months of 2021, with no additional % Gross Revenue rent
obligation. This will allow us to drastically reduce costs and save money from what revenue we can
capture this summer; and help offset the economic impact of the COVID-19 concerns and the
planned construction on the Wheeler building. These savings would also allow me to maintain my
payroll and other fixed costs during the two slowest months of the year: October and November. The
ongoing rent reduction into 2021 would allow me to stabilize our financial condition, and help ensure
the long-term viability of Aspen Public House as well as help keep my staff employed (close to 30-35
people). I would resume our regular rent structure as outlined in the lease effective July, 1 2021.
Other financial considerations: I, as the owner, have never taken a draw or disbursement from APH,
and I anticipate this to continue for the next year. Also, I have taken on the role and responsibilities
of the general manager to help reduce payroll costs. I have negotiated loan payment deferrals with
our creditors, and I have renegotiated insurance premiums to further reduce costs.
With the city’s assistance, I am very optimistic about the future of Aspen Public House, and I am
doing everything I can to ensure that we survive the short-term loss of revenue. Please reach out
with any questions.
Sincerely,
William Johnson
Owner, Aspen Public House
47
July 10, 2020
City manager Ott:
As the Wheeler Opera House and City of Aspen prepare the building for the next phase
of the exterior stonework project, I write to you today with a request because I am
concerned about the potential impacts to my business at the Valley Fine Art Gallery.
While I want to continue in my partnership with the City as a flexible and understanding
tenant during time of upgrades and maintenances on this historic building, the timing is
concerning to me as a business owner.
Currently, I have not yet made a decision on if I should stay open during the project, or if
it would be in everyone's best interest to close for the September-December months. I
am looking to you and City staff to help me determine what the long term desires and
vision is for the space, with the end of my lease term set to expire in Fall 2021. Outside
of the unknowns of COVID, as well as the impacts that the Wheeler projects may have
on my business, it has long been my desire to again renew my lease for another five
year term.
With my preference being to continue serving the community and the City through the
operation of my art gallery, I feel it is important for the City to understand the impacts
this project will have on a locally owned business during a key revenue producing
season. With the forecasted impacts making business exceedingly difficult to project, I
am requesting of Council your approval of a rent abatement for six months (July -Dec
2020) as well as granting me a five-year lease extension. The combination of these
efforts will allow me to absorb the impacts of the upcoming project short term, while also
being able to confidently plan for the future.
As a rare native of Aspen since 1970, I am proud to run this female locally owned and
operated art gallery in the core of Aspen. I am an active community member and the
gallery is well-established. I have been leasing the space successfully for 14 years and
am incredibly grateful to have been allowed to operate here. I believe that I have been
a model tenant who always pays rent on time and has never been problematic in any
way. The gallery is in sync with the mission of the arts in our community, with the art
shown being American Western, vintage Native American photographs by Edward
Curtis, and other art that is befitting Aspen and the Wheeler such as antique Aspen
maps and Aspen photographs. Patrons continually comment that there are no other
galleries like mine and visiting is akin to going a museum. ·
Having the building scaffolded will be incredibly challenging for my business. Like every
other business in town, I had not even had a chance to catch my breath after working to
reopen under COVID standards when the news of the Wheeler's project acceleration
was approved. My understanding of the project plan is that it will last through December
48
2020 (if not longer given the nature of restoration projects), and then start up again in
Spring 2021 with a sidewalk and any masonry work remaining. During this fall
construction, it has been communicated to me that I will most likely lose the visibility of
my street facing windows for a minimum of eight weeks, which are key to my business .
In addition, the unknown factors of sidewalk safety closures and work noise levels are
also concerning. This project timeframe will take-up the majority of the 16 months left
on my lease.
I want to make a note of my appreciation to the City staff and Council for the rent relief
granted during the early stages of COVID as my business, like everyone else's, has
been significantly impacted. I have been a partner with the City in multiple remodel and
restoration projects of the building over the years and am committed to keeping this
space vibrant and in sync with the City, while being flexible, creative and understanding
to the needs of maintaining such a historic building .
I hope you will consider this request for a 6-month rent abatement and a 5-year lease
extension. I would like to continue adding value to the City of Aspen through the
cultural offerings of the gallery and look to you for your understandi,:1g that the
accelerated project timeline has. a negative impact on the longevity and financial
success of my business.
Should you have any further questions, I would be happy to meet with you to answer
those.
Warmly, l \
Mia Valley
49
Page 1 of 7
MEMORANDUM
TO: Mayor and City Council
FROM: Jack Wheeler, Concept One Group
THROUGH: Hans de Roos, Capital Asset Director
DATE OF MEMO: July 24, 2020
MEETING DATE: July 27, 2020
RE: City Offices Work Session
REQUEST OF COUNCIL: This work session will provide an update on the status of the City’s new
office building and the Rio Grande building renovation. The focus will be the most recent
issuance of 100% construction document (CD) drawings and providing updates on schedule,
budget and the reconciliation of the existing Guaranteed Maximum Price (GMP) allowances.
Council direction is sought regarding the scope of the interiors package and deployment of
REMP and COP Revenue funds for the GMP allowance reconciliation. The Parks department
will be providing an update on the Galena Plaza in a separate Council work session in August.
BACKGROUND: The timeline for governmental approval, design, and construction of this
project is detailed below:
November 6, 2018 – The City voters approved proceeding with construction of the city
offices at the Galena/Rio Grande site via City of Aspen Ballot Question 2D.
Option A: 43.21%
Option B: 56.79%
November 13, 2018 – Council approved the 2019 Budget which included funds to allow
construction of the city office project.
December 10, 2018 – Council adopted Resolution 149, Series 2018, authorizing
reimbursement up to $28,732,000 in project costs that would be incurred prior to
formally securing financing for municipal offices.
February 11, 2019 – Council adopted Resolution 16, Series 2019, authorizing a
Guaranteed Maximum Price (GMP) contract with Shaw Construction in the amount of
$3,150,979 to start the deconstruction of the ACRA building on Rio Grande, complete
utility upgrades, and install the underground infrastructure for the new city office
building.
May 13, 2019 – Council adopted Resolution 58, Series 2019, authorizing the execution
of a contract with Shaw Construction for the construction of the city offices at
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Page 2 of 7
425/455 Rio Grande. The contract was for a GMP of $24,793,764, established via 50%
construction design drawings. The construction design program and the contract
reflected the ‘seat of city government’ remaining at the Armory, while the new city
offices interior was an open floor plan that allowed the verified program to be
incorporated with FFE and no private offices built in. This provided for the flexibility
to accommodate both an interim use and the long term verified program as per the
GMP exhibit package.
June 6, 2019 – The City issued $25,300,000 in Certificates of Participation (COPs) to
investors. Combined with an issuance premium of $5,567,420, an aggregate sum of
$30,867,420 was generated to finance the construction of new offices.
July 23, 2019 – Staff presented Council an update on the status of design and interior
programming. The project team was directed that ACRA should move from the Old
Powerhouse to the Armory Building, and explore the possibility of moving the ‘seat of
city government’ to the new Galena City Office building with priorities being
efficiency, best building for staff, and, if there was extra space, allow for public use.
The large meeting space included in the current design was to remain the same.
September 10, 2019 – Staff presented to Council two (2) options for final
programming of the new city offices:
Option #1: Council Chambers remains at the Armory
Option #2: Council Chambers at the new city office building
Council directed to locate the Council Chambers and the affinity departments to the
new city office building and established a final programming direction for the new
building.
DISCUSSION: This project update is provided in three areas: design, construction timeline, and
budget.
Design Status:
Based on the September 10, 2019 design direction, the project team worked with Charles
Cunniffe Architects (CCA) to relocate the ‘seat of government’, including council chambers, to
the third floor of the new city building. In doing this, several departments slated to be in the
Armory will be relocated to the new building achieving the initial project intent of maintaining
affinities with departments most closely related to City Council’s activities and meetings. The
programmatic change of the ‘seat of government’ relocation resulted in significant changes to
the interior scope. Specifically, this included addressing the shift in use while maintaining the
core and shell construction schedule of the building. Concurrently, the design of the interior
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finish package as a separate chronological design effort was undertaken. The design team
released the final 100% construction documents which including the interiors in late May 2020.
This is a common design approach in the industry, utilizing the best‐management practice of
allowing for further interior programming and design while allowing the exterior shell to
continue on‐schedule.
Due to recent budget reductions to the Armory phase of the project (this project was put on
hold and budget authority was removed from the AMP Fund in the 2020 Spring Supplemental)
the project team finalized programming in the new building to produce a core and shell with
fully developed office spaces which can be completed during the current construction
mobilization. Reconciliation of the entire design for the core and shell and interiors has
revealed the project can be completed within budget provided Council selects Option 1 in the
Financial Considerations.
The 100% design provides the final interior programming for the new office building and the Rio
Grande building. The new office building is a responsible, well thought out building which will
achieve LEED Gold and WELL Building Silver certification. The structure is heated and cooled via
a ground source geothermal system and electric boilers. In the basement, there is allowance
for an upsized future data center and hoteling space for future broadband and small cell
providers, as well as secure storage. The first floor accommodates engineering, planning and
building departments, and a restaurant space at the Rio Grande building. The second floor has
been adjusted to accommodate finance, quality assurance, human resources, city manager’s,
and legal department, as well as a break area and City Council’s conference room. The third
floor contains the city clerk, climate action department, council chambers, a flexible meeting
room and an overflow lobby. Floor plan design documents are attached in Appendix A.
As a result of the recent pandemic, the project team has completed a review of the project
design given information being learned about communicable diseases such as COVID‐19. New
best practices recommended by the design and engineering team will implement some
modifications to the operation of the air handling system of the building. Since the air handling
mechanical system was purchased and installed in the basement prior to March 2020, the
primary methodology recommended for addressing COVID‐like viruses relates to increased
ventilation, amended run times for HVAC systems and increasing the type of filters above
minimum standards (i.e. MERV 13 would become MERV 16). Additional items include building
infrastructure for temperature check areas at entry points which can be implemented easily
and swiftly utilizing future equipment/sensors.
Construction Timeline Status:
Construction is proceeding on a modified completion schedule to address the recent COVID‐19
shutdown aligned with Pitkin County Public Health Orders in April 2020. Overall, it is
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anticipated the project will be extended by approximately three months due to the shut down
and reduction of workforce permitted on the site at any given time.
Shaw Construction is currently focused on the structural frame of the building including all
concrete floor systems. While this is nearing completion, the exterior wall framing has begun
to allow the exterior skin to commence. The much anticipated “topping out“ of the roof steel
will be in September. In the next few months, the roofing, weather proofing, metal siding,
stone veneer, and windows of the building will take shape and the interior framing will begin.
100% construction documents were issued on May 22, 2020 and are being vetted for cost
savings opportunities. The current estimated schedule for completion based upon the most
recent document release is depicted below.
Budget Status:
The 100% CD drawings have been issued and reconciliation of the allowances within the GMP
have revealed the project can be completed within budget if Council considers Option 1. Of
note, the GMP was issued using 50% construction drawings while the current 100%
construction drawings have been priced to reflect the additional details of constructing the final
interior design and the CCA‐recommended interior finishes. The budget for the project is
depicted below:
Total Approved Project Budget – January 1, 2020 Cost
425/455 Rio Grande‐New City Offices $34,240,260
Armory Building $13,911,660
Total Project Costs City Offices $48,151,920
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The 2020 Spring Supplemental Budget included several budget reductions including the
removal of $13.6M of the Armory renovation phase of the project budget. These funds were
removed from the Asset Management Plan fund balance.
Revised Project Budget – May 26, 2020 Cost
425/455 Rio Grande‐New City Offices $34,240,260
Armory Building (closeout) $272,818
Total Project Costs City Offices $34,513,078
The detailed costs of the $34,240,260 for the new offices and Rio Grande building are outlined
below:
Item Description Cost
New City Offices 425/455 Rio Grande ‐ Infrastructure $2,328,296
New City Offices 425/455 Rio Grande ‐ Building Contract $24,793,764
Indirect Costs ‐ Design, CMa, Testing, Permits $4,218,200
Owner Contingency $2,900,000
Total City Offices ‐ 425/455 Rio Grande $34,240,260
After ongoing value engineering by the project team, it is recommended the allowance
reconciliations for the GMP be funded in the following manner outlined below:
GMP New City Offices Interiors Allowance‐ Budget $2,606,482
GMP Rio Grande Building Allowance ‐ Budget $853,000
Subtotal of Interiors and Renovation Budgets w/in GMP $3,459,482
New City Offices 100% CD Updated Pricing ($3,971,482)
Rio Grande Building – Updated Pricing ($1,488,000)
Subtotal of Revised Costs per 100% CDs & Revised Programming ($5,459,482)
Projected Unfunded Costs After Working in 100% CD Docs ($2,000,000)
Known Shortfall Due to 100% CDs and Programming Changes $2,000,000
Less Amount to Absorb with Remaining Contingency*($500,000)
REMP funding on sustainablity and resiliency scope ** ($1,000,000)
COP revenue on proceeds **($500,000)
Total Budget Change $0
$1,416,810 currently remains in contingency authority. This reduction of $500,000 would leave
$916,810 for any remaining unforeseen issues through the end of the project.
** Additional funding for increased sustainability effort.
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FINANCIAL CONSIDERATIONS: This allowance reconciliation for completed design is reflective
of the evolving interior programming, code‐related changes, increased sustainability, resiliency,
schedule delays, COVID impacts, and basing the initial GMP on 50% construction drawings.
Two alternatives have been identified for City Council to address this Allowance reconciliation:
Option 1) Balance the budget. (Staff recommended) Funding the project financing gap
would allow completion of Council’s project direction. There are several options the
Council could take to identify the funding.
a. Fund the sustainability improvements, such as recommended energy efficiency
upgrades, with REMP resources (approximately $1MM). While all items
considered for REMP funding could exceed $1.5M, this would be the initial
request of REMP funds. Current REMP Fund balance is in excess of $4M.
Appropriate the use of interest earnings on COP proceeds to construction costs
($500K to date). These dollars, if not used towards project construction costs,
must be applied to the debt service on the project ‐ they cannot be used for
other purposes beyond these two options.
OR
b. Fund $1.5M of project enhancements from the Asset Management Plan fund
balance. Current AMP Fund balance is approximately $20M.
Option 2) Reduce the project scope further. Most notably, this would entail removing the
renovation of the Rio Grande building from the project resulting in office space that does
not meet the approved design criteria, nor allow the restaurant space to open with other
portions of the project. Further value engineering would occur to the new office building
including possibly leaving spaces unfinished and/or unfurnished, and/or removal of
resiliency and sustainability measures. Delaying work due to re‐design exposes the City to
the risk of further construction price escalation when these improvements are ultimately
constructed in the future, as well as, delay the completion of the building beyond the
schedule indicated previously herein.
CITY MANAGER COMMENTS: The overall picture for the new office building is a positive one.
There have been substantial improvements and additions made in the areas of sustainability,
redundancy, and overall programming which will provide the City with a useful building for
many decades. These design/scope changes coupled with estimating a total project budget
cost when the progression of drawings was not complete are common with a phased project.
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While allowance reconciliations are difficult for a GMP that was estimated nearly 2 years ago
and in a pre‐COVID‐19 society, it is my recommendation the Council choose Option 1 to fund
the gap to construct the recommended interior package with the relocated ‘seat of
government’ at the new office building. There are direct costs associated with reworking the
design and programming again to reduce the scope of the project – including design and
construction delays, extended General Conditions, and schedule extensions that will only
ultimately increase the price of the project to the community in the long run.
RECOMMENDATION: Regardless of the option selected by Council, the project team and CCA
will continue to evaluate changes to the scope of the interior finishes, mechanical/electrical
systems, sustainability, and the existing Rio Building renovation to find possible savings. Staff
seeks Council’s guidance on its preference for Option 1 or 2 above to guide the continued value
engineering efforts.
ATTACHMENTS:
Appendix A: Floor Plans 100% Construction Documents for new office building by Charles
Cunniffe Architects
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APPENDIX A:57
APPENDIX A:58
APPENDIX A:59
APPENDIX A:60
MEMORANDUM
TO:Mayor and City Council
FROM:Mike Tunte, Landscape Architect and Construction Manager, Parks and
Open Space
THROUGH:Scott Miller, Public Works Director
Diane Foster Assistant City Manager
Austin Weiss, Parks and Recreation Manager
MEETING DATE:July 20, 2020
RE:Galena Plaza
REQUEST OF COUNCIL:
Per Council’s direction, staff and the project consultant team have worked to develop a
Schematic Design with stakeholder and public engagement.
Staff, along with the consultant team, would like to provide an update on the process, hear
Council’s feedback on the schematic design and phased approach, and ask for approval to
proceed with construction documentation.
SUMMARY / BACKGROUND:
Ordinance No. 4 provided approval for the city building exterior and footprint, as well as a
detailed design for Galena Plaza. This went through an extensive land use review and was
approved by Council.
Members of the public reached out during the regular City Council meeting on March 25, 2019
to voice public support for re-visiting the design of Galena Plaza. This was a community
driven request and approach.
At the June 25, 2019 regular City Council meeting, City Council instructed staff to develop an
approach to continue working with the community and engage the Galena Plaza consultant
team to prepare three additional concepts.
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At the September 9, 2019 regular City Council meeting, City Council approved the
change orders for the project team to continue the Galena Plaza improvement
planning and public process. To date, we have:
Hosted three meetings for initial feedback,
Developed three additional alternatives,
Hosted a public open house to present the alternatives and obtain community
feedback,
Prepared a preferred alternative and presented it during a public open house,
Prepared a schematic design and
Prepared a strategy for how to thoughtfully implement this approach.
The consultant team will present a summary of the process, the schematic design and
the recommended approach.
DISCUSSION:
We welcome City Council’s feedback on the schematic design and approach, specifically on
the design that is north of the alley.
We recommend that any impacts to transit, parking, Galena Street and the alley be evaluated
at a later time and refined in conjunction with Engineering and Transportation.
FINANCIAL/BUDGET IMPACTS:
The project is currently funded based on a very simple design. The programming change to
have the seat of City government in the new office building and the public request to
reconsider the plan to develop a more programmed and intentional area design resulted in
changes representing an increase in both hard and soft costs of the project, based on
decisions made by Council, going forward.
The recommended phased approach provides a path forward to realizing the vision for Galena
Plaza while being fiscally responsible with our current budget. The anticipated hard cost of
phase 1 is aligned with the amount currently funded for Galena Plaza.
ENVIRONMENTAL IMPACTS:
Similar to those which are currently proposed.
STAFF RECOMMENDATION:
Staff would recommend approval of the schematic design and phased approach and would like
to continue to work with the Consultant team to develop the construction documentation
necessary for the implementation of the vision.
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GALENA PLAZA
RECONSIDERED
SCHEMATIC DESIGN
Presentation –Aspen City Council
JULY 20TH, 2020
63
January 22
Refined
Conceptual Design
September
Strategic
Project Kick-off
October 21/ 22
Outreach
Meetings I + II+ III
Explore Design
Topics
December 4
Public Open House
Presentation of
Alternatives
December 16
Council
Presentation of Your
Input
Update
Technical
Documents/ Permit
Today
Schematic
Design
Phased
Implementation
CONCLUDING PRELIMINARY DESIGN
64
TODAY’S OUTCOMES
Conclude schematic design
•Material + planting character
•Signage + lighting character
•Technical analysis + dimensional qualities
•Maintenance + operations
•Costs evaluation
Consider phased implementation
REQUESTING COUNCIL DECISION
•Requesting decision to move the green roof
areas of Galena Plaza to:
o Design Development Documents
o Construction Documents
o Permit Review
o Phased Implementation
REQUESTED
COUNCIL
DECISION
AREA
65
SCHEMATIC DESIGN
•Well -connected public
space
•Simplicity in material
and landscape
character
•Programming right-sized
to adjacent land uses
•Fewer trees
•Emphasized primary
space in the center
REQUESTED
COUNCIL
DECISION
AREA
66
ERIN
UPDATE WITH NEW PLAN
RE-WORK LABELS TO READ ON
ppt
67
ERIN
UPDATE WITH NEW PLAN
RE-WORK LABELS TO READ ON
ppt
68
Materials
•Exposed aggregate
concrete paving
•Pre-cast concrete walls
for integrated seating
•Cast-in-place concrete
walls with exposed
aggregate finish
•Permeable pavers
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70
Plantings
•Lawn
•Ornamental meadows
native grasses and
perennials
•Filtered aspen groves
71
72
Trees
•Planted vs. mature
canopy
73
Signage
•Building signage
•Galena stop
•Orientation signage at
elevator
74
Lighting
•Pedestrian height
75
Phase 1
Improvements
•Fall 2020/ Spring 2021
•Walkways +lawn only
76
Phase 2
Improvements
•2-5 years
77
Phase 3
Improvements
•TBD
78
Dimensions + Scale
79
STRUCTURAL ANALYSIS
80
GREEN ROOF + WATER PROOFING
81
WELL-CONNECTED PUBLIC SPACE
82
WELL-CONNECTED PUBLIC SPACE
RENDERING
PLACEHOLDER
CITY OFFICES
ELEVATOR TO GARAGE
STAIRS TO RIO GRANDE PARK
COURTHOUSE TRAIL
WECYCLE STATION
FOOD + BEVERAGE
FILTERED ASPEN GROVE
& SEATING
SIMPLE GRASS & PERENNIAL
PLANTING SCHEME
PUBLIC WIFI
PUBLIC LIBRARY
83
MAINTENANCE + OPERATIONS
84
FOOD + BEVERAGE
COMMENTS FROM COMMUNITY MEMBERS WITH TIES
TO THE RESTAURANT INDUSTRY
FOOD TRUCKS!! They are chef driven; pun intended. They are more often affordable.
They are fast in service. They offer variety. They can be rotated in terms of favorability.
They can come and go. They leave no trace. They draw attention. They require little
infrastructure. They give opportunity to those in this community/valley of chefs to share
their craft. They share a sense of belonging…. There is a minimalist aspect to this as an
option that leaves the park as it be when the truck(s) depart...reflective, peaceful and
free of a walled structure. And ultimately, a fun new option for foodservice that does
not exist in this town...
This is a great idea! So much can be done here to create interest in the area and
offer some great culinary options!!! I would definitely be there!
Love the idea! A great way to incorporate food trucks in the Aspen food scene. This
would give lots of great local private chefs an opportunity to share their talent with
the public.
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Cost Evaluation
Budgets:
•City Offices $909,000
•Parks 2020 $500,000
•Parks 2021 $525,000
Total $1,934,000
Estimated Variance
($716,000)
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BRIDGING TO RIO GRANDE PARK
87
Requesting
Council Decision
•Requesting decision
to move the green
roof areas of Galena
Plaza to:
o Design
Development
Documents
o Construction
Documents
o Permit Review
•Council review of
construction contract
o Fall 2020
•Implementation
o Spring 2021
88
Galena Plaza –As Permitted
89
Galena Plaza –As Permitted
90
Galena Plaza –As Permitted
91