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HomeMy WebLinkAboutInformation Update 0323211 AGENDA INFORMATION UPDATE March 23, 2021 5:00 PM, I.INFORMATION UPDATE I.A.Engineering Update I.B.Grants Improvement 1 MEMORANDUM TO: Mayor and City Council FROM: Trish Aragon, P.E., City Engineer Pete Rice, P.E., Division Manager THROUGH: Scott Miller, Public Works Director MEMO DATE: March 10, 2021 RE: Information Only – Summary of January 25th and February 1st Worksession SUMMARY: Attached are the summaries of the worksession topics that were discussed during the January 25, 2021 and Feb 1 ,2021 Worksession. Topics of the January 25th worksession included the following: • Paepcke Transit Hub Project • Park and Midland • Jail Trail Project Topics of the February 1st worksession included the following: • Neighborhood Traffic Calming Policy • Lake Avenue Ped Bikeway • Sidewalk Deferred Zones and Sidewalk Maintenance • Critical Pedestrian Connections • Safety in the Core CITY MANAGER COMMENTS: ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ 2 WORK SESSION SUMMARY MEMORANDUM TO: Mayor and City Council FROM: Michael Horvath, PE THROUGH: Pete Rice, PE & Trish Aragon, PE MEETING DATE: January 25, 2021 RE: Paepcke Transit Hub Project SUMMARY OF DISCUSSION: Staff presented on two additional items requested by Council during the November 16th Work Session. These items included the winterization of the shelter and an additional crosswalk at the western leg of the Main St crossing. The shelter options presented were a “enclosed” and a “slim” shelter. The “enclosed” shelter did not allow for ADA access and created pinch points at either end of the shelter with the site constraints. A truly enclosed shelter similar to down valley BRT stops needs considerable width to achieve ADA access and assure a proper distance from the bus on the roadway. Due to the tight constraints of the site, a wider bus shelter is very difficult to achieve. The current design with in the slim shelter does provide protection with glass panels on both sides and allows for ADA access. Staff recommended a slim shelter with the addition of an on-demand infrared heater to keep users warm. The western leg of the Main St crossing was presented by staff. Including the crossing within the overall intersection design corresponds with the guidance provided by MUTCD. It allows for greater pedestrian connectivity and ease throughout the corridor. It also allows south bound bikers on Garmisch to dismount and cross with the use of an RRFB without crossing on coming traffic. For these reasons, staff recommended the inclusion of the western crosswalk. CDOT will need to approve the additional RRFB prior to implementing the addition into the project. Staff/Council received an “Alternative Bus Stop Location Study” from the property owners at 125 S Garmisch the afternoon of the work session. The alternatives were re-routing the busses down Aspen St or moving the bus stop in front of the Molly Gibson Lodge. Several options depicted bus movements that were not accurate towards the MCI turn radius that is utilized for the BRT. Staff reiterated that the design team along with staff have investigated these options earlier in the project and presented drawbacks to each option not presented in the consultant report. COUNCIL DIRECTION: Council understood the site constraints and the need for ADA access for the shelter. The slim shelter was the preferred design, but wanted staff to 3 provide as much protection from the elements as possible in this design. Heating elements were a favored approach by Council. Council agreed that adding a RRFB to the western leg of the Main St crossing makes sense for safety and pedestrian flow reasons. The MUTCD was an item that pushed staff and design team to make the decision to include it, but the RRFB will need to be approved by CDOT before implementing. Most Council members understood the proposed location of the bus stop and agreed that the alternatives in the document were not applicable. Council directed staff to continue with design into the recommended design. NEXT STEPS: 1. Investigate weather protection for the shelter 2. Incorporate western crossing utilizing RRFB in the design 3. Final construction documents are being finalized and sent in for permits by June, 2021. 4 1 WORK SESSION SUMMARY MEMORANDUM TO: Mayor and Council FROM: Pete Rice, PE, Engineering Division Manager Raquel Flinker, Project Manager II THROUGH: Tricia Aragon, PE, City Engineer MEETING DATE: January 25, 2021 RE: Park and Midland SUMMARY OF DISCUSSION: Staff presented an update on the following topics for the Park and Midland neighborhood: 1. Traffic report findings 2. Park and Hopkins Avenue intersection improvements 3. Anticipated impacts for each option 4. Community survey results 5. Recommendations on solutions The traffic report concluded that: • Speeding is not present on Park Avenue between Hopkins and Midland Avenue, confirming traffic data previously collected by Staff • The one‐way configuration could likely result in increased speeds in the neighborhood without additional traffic calming measures • The enhancement of pedestrian crossing of Park Avenue at Hopkins Avenue is recommended • The sidewalk connection on the east side of Park Avenue between Hopkins Avenue and Midland Avenue is recommended Based on the traffic report recommendations, in November, stop signs were placed at the intersection of Hopkins and Park Avenue to create a better interaction between vehicles and pedestrians. Per Council’s direction, additional improvements to this intersection will be investigated as part of the schematic design. The community survey included feedback from 56 participants, 90% residing within the neighborhood. Below are the results for each option: 1. Completing sidewalk on Park Avenue, maintaining two-way traffic: 68% support 2. One-way streets: 24% support 3. Improvement of the Hopkins and Park Avenue intersection and Hopkins trail drainage: 80% support 4. No further action: 50% support 5 COUNCIL DIRECTION: Council agreed to begin schematic design of a sidewalk connection on Park Avenue maintaining two-way traffic. Council requested that any widening be done with equity in mind to both the east and west sides of the roadway, as a small number of residents could be significantly impacted by these changes. Council directed improvements of the Hopkins and Park Avenue intersection and Hopkins trail drainage as part of this effort. Additional outreach is requested to assure the residents along Park Avenue, between Hopkins and Midland avenue, continue to be engaged in the design process. Council also requested that the project to address drainage concerns on Midland Avenue be implemented on an early schedule. The drainage concerns of the community and issues during the winter became clear to Council after the outreach summary. The project was originally scheduled to be designed in 2025 and staff indicated they would introduce the project into the 2022 budget process. NEXT STEPS: 1. Begin schematic design of a sidewalk connection on the east side of Park Avenue incorporating improvements to the Hopkins and Park Avenue intersection and Hopkins trail drainage. Schematic design is anticipated to be complete in the summer 2021. The design will be provided internally by staff with items like survey, landscape design and possible electrical design being provided by consultants using the budget allocated for the project. 2. Incorporate the project to address drainage concerns along Midland Avenue as part of the 2022 budget discussion. 6 WORK SESSION SUMMARY MEMORANDUM TO: Mayor and City Council FROM: Michael Horvath, PE THROUGH: Trish Aragon, P.E., City Engineer Pete Rice, P.E., Division Manager MEETING DATE: January 25, 2021 RE: Jail Trail Project SUMMARY OF DISCUSSION: Staff introduced Council to the Jail Trail project. The project team has coordinated with County staff to move the design to a 90% design development level. The design is being led internally by staff. Staff touched on the benefits of the new design mainly the increase usability of a 7.5% trail compared to the difficult existing conditions of a 12% trail. Staff presented the design elements incorporated into the proposed corridor to ease that constraint and soften the pedestrian experience. The link is a critical connection for bikers between the Rio Park and upper Galena Plaza that will only increase in use once the city offices are finalized. Over the years, users have expressed the difficulty of utilizing this connection on a bike due to the 12% slope. Staff developed several alternatives internally trying to alleviate the steep slope. As discussed in the presentation, achieving ADA would be incredibly difficult and expensive including options like raising the Rio Grande Drive, utilizing switchbacks that are not ideal for bikers or lowering the path below the existing building foundation footprints. Staff presented in detail the solution that achieving the 7% slope was the best solution for the project and most cost efficient with the understanding this design does not meet ADA requirements. Design elements presented included tiered walls and vegetation along the walls. An additional discission include the explanation of the requirement for the County to replace the storm line below the trail as part of a 2018 building permit. Essentially, the trail will be disturbed as part of this commitment, but staff saw the opportunity to work with the county to greatly improve the function of this connection by lowering the grade. The project was presented as a County/City collaboration to improve the entire corridor. The County is responsible to replace the storm sewer in an IGA agreement between the City and the County. COUNCIL DIRECTION: Council members understood the need for the project and the benefit of the decreased slope. A few stated they avoid trail because of winter conditions 7 and slope. Two great concerns were the project budget and that the completed trail would not meet ADA requirements. The project cost was too high for Council. Staff stated they would do a professional cost estimate and review with Council. Additionally, the “hallway” feeling was perceived to create a dark user experience that was not worth the price tag. Council requested cost estimates of ways to improve the corridor through a reduction in scope and work on improving the slope to meet ADA standards. Staff is to review the material options for more permeability and improve the wayfinding through the corridor. Council indicated the project was competing against different needs in the city for funding and may not be a priority, but more information is required. NEXT STEPS: 1. Staff will obtain a professional cost estimate. 2. Investigate additional options that may reduce the cost. 3. Review ADA alternatives. 3. Investigate permeable surfaces. 4. Improve wayfinding in design. 5. Schedule Worksession for Summer 2021 to review the work items above. 8 1 WORK SESSION SUMMARY MEMORANDUM TO: Mayor and City Council FROM: Raquel Flinker, Project Manager II Pete Rice, PE, Engineering Division Manager THROUGH: Tricia Aragon, PE, City Engineer MEETING DATE: February 1, 2021 RE: Neighborhood Traffic Calming Policy SUMMARY OF DISCUSSION: Staff presented the Neighborhood Traffic Calming Policy. The policy addresses speeding concerns and was created with the following objectives: 1. Develop a clear process for addressing vehicle speed concerns. 2. Produce an understandable document to refer community members to for guidance on the traffic calming process. 3. Clearly delineate traffic calming issues separately from other safety issues. 4. Develop a mechanism to implement traffic calming measures consistently throughout the City. Below is the process flow chart for the policy: 9 2 Figure 1 – Traffic calming measure implementation process. Depending on what thresholds the issue triggers during the evaluation step, it follows different routes. COUNCIL DIRECTION: Council agreed on the one-year trial period for this policy, where staff tests out the process and collects feedback from the community. After the trial period, Staff will return to Council with a final version of the policy for adoption via a City ordinance. NEXT STEPS: 1. Begin roll-out and outreach for the Neighborhood Traffic Calming Policy implementation by Spring 2021 10 3 11 WORK SESSION SUMMARY MEMORANDUM TO: Mayor and City Council FROM: Carly McGowan, Project Manager I Pete Rice, PE, Engineering Division Manager THROUGH: Tricia Aragon, PE, City Engineer MEETING DATE: February 1, 2021 RE: Lake Avenue Ped-Bikeway SUMMARY OF DISCUSSION: Staff presented the implementation of the next segment of the ped-bikeway to Council. The section referred to as the Lake Ave Ped-Bikeway runs from North St and 4th St to Hallam and Garmisch along North St, Lake Ave, First St, Francis St, and Garmisch St. The proposed segment is the next piece implemented from the Bicycle and Pedestrian Master Plan, which underwent rigorous public process prior to finalizing. Staff reviewed the existing bicycle and pedestrian infrastructure with Council to demonstrate the purpose of the north-south segment of the ped-bikeway. The Lake Avenue Ped Bikeway allows for pedestrians and bikers to connect from the existing infrastructure on Hallam Street with a safe route to several entities including the Music Tent. Staff also outlined the plan to add Sharrows along Gillepsie St to create a more seamless bicycle connection to the Music Tent and Physics Center. Staff discussed safety concerns at Triangle Park which is located along the proposed ped-bikeway. Speeding is not present in this area, but there is a safety concern surrounding the park based on staff observations. Staff met with neighbors on August 24th, 2020 to discuss concerns. From that meeting, Staff believes that a ped-bikeway in the area will be a salve to many of the neighbor concerns regarding park safety. Staff plans to follow up in this area and determine whether additional non-infrastructure measures should be taken to protect the safety of park users. COUNCIL DIRECTION: Council supports the ped-bikeway moving forward with a communications plan for education community residents who are directly affected as well as the broader community. NEXT STEPS: 1. Staff will work with the Communications Department to flesh out a communications plan for the new segment of ped-bikeway to notify neighbors as well as the broader community. This will take place In March and April of 2021. 12 2. Following the communication plan development, Staff will implement the new ped- bikeway segment in Spring of 2021. 3. Over the course of 2021, Staff will monitor the success of the ped-bikeway. 13 1 WORK SESSION SUMMARY MEMORANDUM TO: Mayor and City Council FROM: Raquel Flinker, Project Manager II THROUGH: Tricia Aragon, PE, City Engineer MEETING DATE: February 1, 2021 RE: Sidewalk Deferred Zones and Sidewalk Maintenance Sidewalk Deferred Zones SUMMARY OF DISCUSSION: Staff informed Council on the City’s Sidewalk Master Plan. The Master Plan was updated in 2015 as part of the City’s Pedestrian Bike Plan and excludes sidewalks in several areas. Property owners are required to install a sidewalk along street frontage adjacent to their property, unless the area of the city is considered "Sidewalk Free" in accordance with the City Sidewalk master plan. If no sidewalk is installed adjacent to the property, the City requires the property owner to sign a sidewalk agreement. This agreement allows the city to complete the missing link of sidewalk in the future with the property owner reimbursing the City for the associated costs. The Sidewalk Master Plan has been a valuable document for the City in guiding development and improving our streets to make them pedestrian friendly. COUNCIL DIRECTION: Council was interested in revising the City’s Sidewalk Master plan. NEXT STEPS: Staff will come back to Council with a Master Plan Update Project as part of the 2022 budget process Sidewalk Maintenance SUMMARY OF DISCUSSION: Staff presented a recommendation to clarify Title 21 language regarding the responsibility to maintain, repair and improve sidewalks, curbs and gutters by adjacent properties. The figures below clarify the responsibility of properties along the alleys. 14 2 Figure 1 – Area of responsibility for sidewalks, driveways, curbs and gutters repair and snow maintenance Figure 2 – Area of responsibility for sidewalks, driveways, curbs and gutters replacement and/or new installation COUNCIL DIRECTION: After some discussion, Council requested more information prior to making a decision including cost estimates for the City to take on this responsibility and feedback from property owners and developers. Some of Council is also interested in knowing how other Cities maintain this infrastructure. 15 3 Council directed staff to return at future regular Council meeting with an ordinance clarifying that it is the responsibility of the properties along the alleys to maintain, repair and improve pedestrian and drainage infrastructure adjacent to alleys. NEXT STEPS: 1. Staff will estimate the costs for the City to maintain, repair and replace pedestrian and drainage infrastructure in front of alleyways by Summer 2021 2. Staff will investigate how other cities handle the maintenance, repair and replacement of sidewalks, curbs and gutters in front of alleys by Summer 2021, 3. During the summer of 2021, Staff will schedule a work session and then return to a regular Council meeting with an ordinance clarifying that it is the responsibility of the properties along the alleys to maintain, repair and improve pedestrian and drainage infrastructure adjacent to alleys. 16 1 WORK SESSION SUMMARY MEMORANDUM TO: Mayor and Council FROM: PJ Murray, Project Manager Pete Rice, PE, Engineering Division Manager THROUGH: Tricia Aragon, PE, City Engineer MEETING DATE: February 1, 2021 RE: Critical Pedestrian Connections SUMMARY OF DISCUSSION: Staff presented an update on the Top Critical Pedestrian Connections in town based on community, staff, and Council input. Below is a list of the, 2021 planned pedestrian connection projects and the future approved pedestrian connection projects. 2021 Planned Project Locations: 1. Paepcke Park – Paepcke Transit Hub 2. Original St & Ute Ave 3. Gibson Ave 4. Mill St & Puppy Smith Future Planned Projects 5. S Garmisch St (2022) 6. Spruce St (2022) 7. Koch Park (2024) 8. Francis Whitaker Park (2025) 9. Puppy Smith St (TBD) Financial decisions were not required during the work session. No further action was requested of council during the work session. Council was given the opportunity to reprioritize the future planned projects if they felt it necessary. COUNCIL DIRECTION: Council supports the list of Top Critical Pedestrian Connections and did not choose to reprioritize the future planned projects. Council directed staff to coordinate installation timing of the pedestrian connection along Gibson Ave with the neighboring property (931 Gibson Ave) to prevent a dead-end sidewalk link and to include the extension of sidewalk east on Gibson Ave to complete this pedestrian connection to Park Circle. This includes coordinating tree removal with Parks Department and tie in locations to the neighboring property. Council also asked staff to include pedestrian connectivity options for Gibson Ave, to the west of Neale Ave intersection, as a future critical pedestrian connection. 17 NEXT STEPS: 1. Complete designs for the 2021 planned pedestrian connection projects and advertise the project through Bidnet to select a contractor. Contract to be approved in a Council meeting in spring 2021. 2. Project manager for the 2021 projects will coordinate the timeline for the Gibson Ave sidewalk connection project this spring, prior to construction. Pending progress of 931 Gibson Ave private development, the connection on Gibson Ave may occur in an out-year instead. 3. Fall 2021, staff will begin designs for the 2022 projects. 4. In early 2022, staff will update Council on the status of the Top Critical Pedestrian Projects in Aspen. 18 1 WORK SESSION SUMMARY MEMORANDUM TO: Mayor and Council FROM: PJ Murray, Project Manager Pete Rice, PE, Engineering Division Manager THROUGH: Tricia Aragon, PE, City Engineer MEETING DATE: February 1, 2021 RE: Safety in the Core SUMMARY OF DISCUSSION: Council during the fall of 2020 work session and budget session, requested Engineering to present measures to increase the safety for pedestrians within the core. Conflict between users in the core occurs where safe, dedicated space for pedestrians is terminated into the intersection or where infrastructure is lacking (for example, roadways without bike infrastructure). The core predominately favors vehicle travel and the imbalance between users can create unsafe conditions. Staff presented two options to Council on how to improve safety in the downtown core. 1. Continue to implement intersection improvements individually that increase safety for pedestrians and improve bicycle routing. This approach provides small incremental improvements at intersections, but impact of the benefit is limited to the intersection boundary. 2. To expand the improvements beyond the intersection boundaries by using a holistic approach that considers the function of the entire corridor (intersections + roadway). This approach would include improvements to the right-of-way (ROW) cross section and provide safe, dedicated space for all users which improves the overall safety of the core corridors. Staff recommended that concepts be developed and presented to Council at a later date with options for testing these concepts. The Pedestrian and Bicycle Masterplan identified locations in the Core where improvements could be implemented that were confirmed by staff: Intersections: 1. Hopkins and Monarch 2. Hopkins and Mill St 3. Mill and Hyman 4. Hopkins and Galena 5. Galena and Hyman 6. Galena and Cooper 19 7. Durant and Mill 8. Spring and Cooper Corridors: 1. Hopkins Ave Corridor 2. Mill St Corridor 3. Galena St Corridor COUNCIL DIRECTION: Council supports the Engineering Department developing concepts for corridor improvements and presenting ways to test these improvements in the downtown core. All council members agreed that there is an opportunity for shifting the priority of our streets from vehicle dominate to prioritize a balance between all users. The improvements in the core should be consistent and replicable so that users can expect interactions at the intersections and roadways to be similar. Impacts of these improvements should be included in a future work session per Council’s request. Council agreed that these improvements should be explored however there are concerns as these improvements are implemented in the core, other areas of town may experience the impacts. An example that was given is that if parking is decreased in the core, the residential neighborhoods will experience higher vehicle presence. NEXT STEPS: 1. The living lab at the intersection of Spring and Cooper (City Market) will be installed Spring 2021. Data will be collected for analysis on the success of the project through the life of the project (Spring 2021-Fall 2021). This design will evaluate the benefits and lessons learned to present as a model template that could be applied to intersections in the core. A driving goal is to present consistency within the core for mode users. 2. Staff will continue to implement intersection improvement projects in the Core as outlined in the Capital Improvement Plan. 3. Staff will develop concepts for ROW cross sections that accommodate safe, designated areas for pedestrians and bicycles in a more holistic approach to present to Council at a future work session. Staff will also explore options for testing these corridor modifications. The date staff will present at another Work Session will be determined. Estimated session to be during the summer of 2021. 20 1 | Page INFORMATION MEMORANDUM TO: City Council FROM: Karen Harrington, Quality Office Director THROUGH: Alissa Farrell, Administrative Services Director Sara Ott, City Manager MEETING DATE: March 23, 2021 RE: Grants Program Improvements - Next Steps REQUEST OF COUNCIL This is an information only memo. Staff is providing information on the next steps and the direction provided by Council at its February 22, 2021 meeting regarding grant program improvements. BACKGROUND On November 18, 2019, City Council provided direction to proceed with an evaluation of the City’s grants programs. The primary study focus was on discerning whether and how to 1) bring additional consistency, transparency and equity to the programs; 2) streamline and strengthen the programs for community and grantee benefit, and 3) update and enrich the grant review approach and processes. On February 22, 2021, Point b(e) (PBe), the City’s consultant, presented its grant program evaluation findings and recommendations. PROJECT RECOMMENDATIONS The grant program recommendations are wide-ranging and encompass suggestions that will affect the program end-to-end. The recommendations include the following: 1. Shift the timelines 2. Redefine the staffing structure 3. Consolidate the programs 4. Create multi-year partnership grants 5. Redesign and codify review committees 6. Develop strategic priorities for the funding 7. Develop scoring criteria that match the funding priorities 8. Modify the grant applications 9. Develop a communication campaign The Grant Program Evaluation Recommendations report was previously provided to Council in its February 22, 2021 packet. It contains the details associated with each recommendation. 21 2 SUMMARY AND NEXT STEPS Council found value in the comprehensive approach taken to the study and its recommendations. In general, Council approved moving forward while also providing feedback. Staff will execute the updated Gantt chart (Exhibit A) and move forward with the following priorities immediately: • Transition of the dates of the grant cycle, with a grant application opening date of November 1, 2021. • Develop and implement the steering committee. The steering committee shall then provide direction and oversight in the implementation of the review sub-committees. Each review committee shall have a liaison to the steering committee. • Staff provided immediate communication to all stakeholders regarding the approved grants program enhancements. Staff have begun the development of a well-conceived communication campaign to compliment the timing of the grants program improvements. All other recommendations shall progress in accordance to the updated Gantt Chart. The Gantt Chart now has an updated timeline and includes further review of a potential program for capital projects separation along with the addition of the appeal process. Staff will also further discuss options for continual administrative costs. In the short term, existing staff in the Quality Office with support from the City Manager’s Office will administer the program and provide continuity while reprioritizing current workload. This model is not sustainable in the long run. PBe suggested that typical administrative costs for grants programs range from 5-20% of the overall fund with the median at 7 percent. This would translate to approximately $101,000 annually. Further evaluation will include a consultant versus a part-time staffing model to manage the administration, coordination, communication and long-term grants program management. In addition, staff are planning to make a funding request for software. Staff currently anticipate planning for software acquisition in 2021 (existing approaches will be used for the 2022 grant cycle) and deploying software for the 2023 grant cycle if funding is approved. In the development of the funding priorities and associated scoring criteria, staff will encourage the steering committee to vett options. Options may include stable long-term anchors such as goals in the AACP to set funding priorities. Another option may include augmentation of Council goals for the development of the scoring criteria. The scoring criteria would then match the funding priorities through a scoring matrix as recommended by PBe. Additional information from Council concerning what community outcomes are imperative shall be garnered to provide strategic direction on the development of the criteria. In conclusion, since the meeting, staff has: • Sent an initial notification about the changes to the grantee community (Exhibit B) • Updated information on the City’s grants website. 22 3 • Begun discussing the process for the composition of the steering committee and the new review committees. • Begun outlining the grants communication plan. • Begun conversation to separate budget lines for HHS grants and HHS intergovernmental agreements (IGAs). • Updated the project schedule 23 4 Exhibit A. Updated Project Schedule TASKS 21-Feb 21-Mar 21-Apr 21-May 21-Jun 21-Jul 21-Aug 21-Sep 21-Oct 21-Nov 21-Dec 21-Jan 21-Feb 21-Mar 21-Apr Finalize grant round opening date Initial communication with grantees and reviewers re changes Open 2022 grant round Finalize amount of 2022 grant funds (Council) Close 2022 grant round Review applications Bring funding recommendations to Council Distribute contracts Distribute funding Evaluate staffing structure or consultant approach. Select staffing option Separate funding line for HHS grants and HHS IGAs Communicate process change to HHS applicant pool Develop committee options for City Manager review Approve committee structure and charters Solicit committee members Train committee members Implement committee changes Prepare guidance document on City priorities Share guidance with Steering Committee (SC) Collaborate with SC to propose grant funding priorities that are in alignment with City priorities Develop agreement on purpose/use/role of scoring criteria Develop draft scoring criteria, based on priorities Design appeal process Develop draft application forms (under $10,000, over $10,000, potentiall capital) Implement final forms in 2022 grant cycle Verify target audiences Develop draft communication plan Send initial message re grant cycle and other upcoming changes Develop additional key messages re 2022 cycle Select communication media, timing and frequency Implement touch points according to timelines Plan for partnerships: Develop/update eligibility criteria, gather key stakeholder feedback, develop grant parameters and monitoring process for 1 and 3-year grants Implement Partnership grants (2023 grant cycle) Plan for new software: Define process and requirements; develop RFQ; advertise; evaluate proposals Select and contract with vendor Develop and go-live for 2023 grant cycle Secure grants software Align scoring criteria with funding priorities Modify grant applications Develop communication campaign Shift the grants timeline Redefine staffing structure Consolidate grant programs Create 3-year partnership grant program Redesign and codify grant committees Develop strategic priorities for funding 24 5 Exhibit B. Initial Correspondence with Grantees Regarding Upcoming Program Changes Sent February 26, 2021 to all grantees on City contact lists: Good afternoon to each of you, Since 2011, the City of Aspen has contributed more than $13 million in grant funding to our local non-profits in recognition of the vital role they play in our community. A deep enrichment in education, arts and culture, mental and physical health, the environment and other facets of our lives in the valley occurs because of your efforts. In recognition of the richness your efforts bring to the fabric of our community, and the importance of our grant’s programs, City Council approved a grants evaluation study in late 2019. The start of the project was delayed until fall 2020 because of COVID. Many of you participated in the project, some serving as Steering Committee members and others participating in the grantee survey our consultants (Point b(e)) distributed. At its Work Session on February 22, City Council discussed the study recommendations and approved moving forward with the proposed improvements. As we move forward with the details for implementation, we will further discuss specific areas with Council; however, overall consensus to move forward with the general recommendations has been provided. If you would like to review the Council packet or listen to the discussion, it will soon be posted here: https://www.cityofaspen.com/1225/Current-City-Webcast-Meetings- Agendas While many details are yet to be developed, we wanted to let you know as soon as possible about the changes so you can plan accordingly. Among the shifts you will see are the following: • Changes to the grant application timelines: First and foremost, the grant cycle is being shortened. Instead of opening the 2022 grant round in the spring, we will open it in the fall. The exact date is not yet settled, but you can expect it to be in November. The date of the funds distribution will remain in April. • Integrated City grant programs: The City will be integrating all of its grants programs, separating the HHS granting process from the County. Specific program funding areas (Wheeler, Community Nonprofit, and HHS) will remain. • Streamlined grant application forms: The application form will be improved, and we will have separate applications forms for small requests ($10,000 or less) and larger requests. • Clarified grant priorities and review criteria: Clarity in the purposes of the grant programs and the ends they are trying to achieve is important. Conversations this year 25 6 will seek that clarification and translate it into funding priorities. Those funding priorities will then be reflected in more transparent and shared review criteria. • A refresh of our grant committees: We have had dedicated grant reviewers for many years who have carried a heavy load. This year, we will be lightening that load, creating an overarching policy-oriented Steering Committee, and separate review committees for each of our three grant programs. This approach shares the work, while also providing an opportunity for more community members to participate in the programs. Other improvements we’ll be working on, but which we don’t anticipate implementing until the 2023 grant cycle, include the deployment of a more robust grant management software tool and the deployment of a 3-year grant partnership option. As we move forward with crafting the details, we will share email updates, opportunities for input, and notices of virtual outreach sessions regularly. Thank you again for your commitment to making Aspen and the broader valley a wonderful place to live! If you have questions about the upcoming changes, please feel free to contact Karen Harrington at karen.harrington@cityofaspen.com or at 970-456-8259. 26