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HomeMy WebLinkAboutagenda.council.worksession.20240325AGENDA CITY COUNCIL WORK SESSION March 25, 2024 4:00 PM, City Council Chambers 427 Rio Grande Place, Aspen I.Work Session I.A 2024 Q1 Financial Update I.B Ballot Question Options for 2024 or Beyond I.C Food Tax Refund - Future Award Discussion I.D Council Goals Update Zoom Meeting Instructions Join from a PC, Mac, iPad, iPhone or Android device: Please click this URL to join: https://us06web.zoom.us/j/81918093539? pwd=FljGhvvpHshBEfHIpIH1dLIhxayQ9e.1 Passcode: 81611 Or join by phone: Dial: US: +1 346 248 7799 Webinar ID: 819 1809 3539 Passcode: 81611 International numbers available: https://us06web.zoom.us/u/kcRuLfODCg financial_update_2024.03.25.pdf memo - possible ballot items for 2024 and beyond.doc Food_Tax_Program_Memo_-_03_25_24.pdf March 25 Council Goals Memo.docx Customer_Service_Standards_Presentation_-_3-25-2023.pdf Work Plan Combined.docx 1 1 Financial Update Pete Strecker Finance Director March 25, 2024 2 2023 Results $17,458,000 $29,511,520 $5,327,000 $1,200,000 $0 $350,000 $15,000,000 $10,018,370 $19,527,130 $29,345,972 $5,576,192 $1,572,588 $3,393,571 $326,953 $22,858,192 $10,040,643 $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 Share of 2.0% County Sales Tax 2.40% Sales Tax 2.00% Lodging Tax 2.10% Use Tax Short-Term Rental Tax Tobacco Tax Real Estate Transfer Taxes Property Taxes 2023 Orig. Budget 2023 Year to Date Collections Largely, 2023 projections were on target… 3 2023 Results Taxable Sales Overall was up nearly 1%, but varying results by sector… Taxable by Industry 2022 2023 Change Accommodations 354,632,618 342,342,699 -3% Restaurants 192,771,817 199,746,916 4% Sporting Goods 73,242,116 73,158,864 0% Clothing 148,934,872 152,312,686 2% Food & Drug 80,289,156 77,842,364 (3%) Liquor 13,461,296 12,098,297 (10%) Marijuana 9,638,185 7,826,470 (19%) General & Miscellaneous 105,822,257 115,840,301 9% Luxury Goods 57,516,124 65,662,320 14% Utilities 49,614,944 51,281,828 3% Construction 88,703,357 83,428,928 (6%) Automobile 36,072,126 35,817,548 (1%) Banking / Financial 5,412,430 4,987,243 (8%) Health & Beauty 4,217,263 8,145,708 93% Total Taxable Sales $1,220,328,560 $1,230,492,169 1% $29.3M in tax 4 2023 Results City Lodging & STR Taxes Down 3% in total Taxable by Sector 2022 2023 % Change STR-Classic N/A $52,119,875 N/A STR-Lodge Exempt N/A $40,279,576 N/A STR-Owner Occupied N/A $2,181,528 N/A STR -Aggregated $105,712,867 $94,585,397 (11%) Lodge / Hotel $242,354,550 $241,915,917 (0%) Real Estate $6,560,975 $5,841,385 (11%) Total Taxable Sales $354,628,392 $342,342,698 (3%) •Change from earlier pandemic conditions? •Some STR permits being abandoned (47) •Outsized uptick in long-term rental activity (18%) $9.0M in tax 5 Real Estate Transfer Taxes 2022 2023 % Change Number of Transactions 621 603 (3%) Total Cash Value $1,761,505,524 $1,552,294,923 (12%) Average Cash Value $2,836,563 $2,574,287 (9%) $7.8M Over Budget Projection •14 sales $20M or more ($549B total) •34 sales related to BG Phase III $22.9M in tax Aspen Daily News Nov 19, 2023 “The Aspen local market real estate prices are driven by a continuing significant lack of local inventory … There are relatively few offerings and continued record prices. Demand outstrips supply… Aspen today probably has amongst, if not the, most expensive median home prices on a price per square foot basis in the United States.” Tim Estin – Sotheby’s 6 2023 Investments Dramatic Change •Shift in fed action during 2022/2023 •$10M earned and added to coffers 7 2023 Expenditures 2023 Budget Execution •Large capital carry- forward anticipated •~$26M likely returned to fund balance o $17M of $20M Placeholder o $7M in Water Utility On-Going Major Projects $6.5M Maroon Crk Trail – Parks $3.1M Theatrical Rigging – WOH $3.0M Iselin Tennis Courts – Parks $1.5M Lumberyard – A.H. Fund $1.0M Burlingame III – A.H. Fund $1.5M Water Treatment Facilities $1.6M Garmisch Stormwater $750K IT Data Center Move $735K Cozy Point Septic – Parks $518K Herron Bathrooms – Parks 8 2024 Outlook: Positive But Uncertain CPI Change Fed Funds Rate Jobs Report 9 2024 Outlook: Positive But Uncertain Travel Markets Impacted By Strength of US Dollar 1.36 1.08 0.899 0.649 0.572 0.201 - 0.20 0.40 0.60 0.80 1.00 1.20 1.40 1.60 1/1/20101/1/20111/1/20121/1/20131/1/20141/1/20151/1/20161/1/20171/1/20181/1/20191/1/20201/1/20211/1/20221/1/20231/1/2024USD to Other Currencies EUR AUD BRL $100 USD EUR AUD BRL 2010 $73 $111 $175 2024 $92 $154 $184 Change 26%38%184% 10 2024 Outlook: Positive But Uncertain US Elections and Other Conflicts Around the World = Greater Volatility 11 2024 Outlook: Positive But Uncertain •Strong Reserves •Hardy Tax Collections •Heavy Focus for Capital Prioritization in 2025 •Concentrate on Local Support: Affordable Housing, Childcare, Eateries 12 Page 1 of 6 MEMORANDUM TO:Mayor and City Council FROM:Pete Strecker, Finance Director THRU:Sara Ott, City Manager MEETING DATE:March 25, 2024 RE:Possible Ballot Questions for 2024 or Beyond REQUEST OF COUNCIL: Staff is requesting Council input around whether or not to pursue any of the below mentioned questions for the November 2024 ballot. In some cases, there are compelling reasons to put the ask to voters during the upcoming national election; other issues may not be as pressing and Council may have added flexibility. DISCUSSION: (1) 1.0% Housing Real Estate Transfer Tax & 0.45% Sales Tax for Housing/Childcare: Context: Childcare and affordable housing are two key infrastructure elements for the Community and have been intentionally supported through dedicated revenue streams since 1989/1990. Perhaps surprisingly though is that while these sources support foundational needs of the Community, they have always been tied to periodic renewal as shown below: Council Action Tax Commencement Tax Expiration 0.45% Sales Tax Ord. 081 (1989)01/01/1990 06/30/2000 Res. 013 (1999)06/30/2000 06/30/2010 Res. 081 (2008)06/30/2010 12/31/2040 Council Action Tax Commencement Tax Expiration 1.00% RETT Ord. 014 (1989)07/01/1989 12/31/1994 Ord. 067 (1994)12/31/1994 12/31/2004 Ord. 019 (2021)12/31/2004 12/31/2024 Res. 081 (2008)12/31/2024 12/31/2040 When duration of these two tax sources is extended, it allows for financial security around programs supporting the local workforce, and public support appears to align with the re- authorization of these taxes as evidenced above. However, if the last voter approval given within the 2008 election is not extended, these two tax streams are scheduled to expire at the end of 2040. 13 Page 2 of 6 Opportunity: While the current security provided by the duration through 2040 is absolutely valued, there is a limitation to leveraging the revenues collected under these taxing powers – that being these revenues cannot be pledged for the repayment of debt service beyond the current sunset dates. This is an important restriction now as the City has been in discussion about two large scale capital projects recently, both of which benefit these program areas: (1) the Lumberyard affordable housing project, and (2) a new childcare facility project (last discussed at the Burlingame site). The dollar value of these two projects are substantial and present as possible debt issuance projects to allow for accelerated development timeframes so that the Community can receive their benefit as soon as possible. With an extension of one or both of these taxing sources, the City could demonstrate higher financial security and/or pledge future collections from these revenue streams as the collateral for those obligations, thereby entering into longer duration terms and lowering annual repayment amounts. Financial Impact: Rough annual collection estimates for the 0.45% sales tax equates to $4.75M. Currently, collections are allocated on a percentage basis, with 75% going to childcare and 25% going to affordable housing (Council does have authority over the allocation between programs in this case). The annual estimate from the 1.00% real estate transfer tax is much more difficult to provide as the volume and value of annual real estate sales varies greatly over time. However, the last two years averaged to roughly $16M per year but was as high as $21M in 2021. The full amount of collections is applied towards the affordable housing program within the City. Alternatives: The Council could elect to not extend the current sunset date on one or both of these existing taxes at this time. The benefit of assessing voter support for longer durations lies in the flexibility for preparing any debt issuance, if desired, in the upcoming years, but it is not an absolute as the City could consider either a general obligation pledge (throwing the full faith and credit of the City behind its repayment intentions) or a certificates of participation (COP) issuance where other City assets are pledged as collateral and are temporarily leased out and then leased back to the City in return for annual payments (tied to the debt repayment schedule). If there would be a prioritization of advancement of the renewal on one of these two tax streams, Council would need to consider the pace of projects, as that can be adjusted to alleviate cashflow issues and delay the need for borrowing. Additionally, it is important to note that the 1.0% real estate transfer tax (RETT) revenue source is significantly larger than that from the 0.45% sales tax, so it could also allow for a delay in both questions being presented to voters early, if the affordable housing needs were leveraged solely under a pledge of RETT revenue. (2) Motor Vehicle Sales vs Use Tax: Context: Following the Supreme Court’s 2018 decision in the S. Dakota vs. Wayfair case which changed the long-standing physical presence (nexus) rule for the application of sales tax, there has been increased scrutiny around the sale of goods and the application of local taxes. Layered on top of this ruling, the Colorado State Legislature enacted H.B. 19-1240 to further clarify the requirements to tax application for both sales and use taxes within the State. 14 Page 3 of 6 In 2021, the Department of Revenue requested that the City insert clarity into its municipal code to denote that the sale of motor vehicles is determined to be completed at the time of registration, and therefore require that local tax rates at this point of registration shall apply. This language would be consistent with the use tax application rules specified in H.B. 19-1240 if the City were to apply a use tax to motor vehicle sales instead of its existing sales tax. Most recently, Council approved an update to the City’s municipal code via Ordinance 023 (2021) to reflect the preference expressed by the Dept. of Revenue clarifying language for the sale of a motor vehicle within the City limits, to be deemed to have occurred if and when the vehicle is first registered to a resident or business within the City and after acquisition of the vehicle from a third party. Opportunity: While the above action did reflect appease the Dept of Revenue, the City’s tax application towards motor vehicle sales remains outside of the norm, and perhaps more significant, is not aligned with the State’s overt efforts recently to standardize tax code across the region. To create parity with all other jurisdictions within the State that levy a use tax to the sale of a motor vehicle when registration of that vehicle occurs within its boundaries, staff would propose that voters be approached and asked whether they support a revision to existing taxation structure, exchanging the existing sales tax levied to instead reflect as a use tax. This change, if approved by voters, would resolve current concerns around the City’s unique sales tax application on motor vehicles and would ensure clear understanding and consistent application across the Colorado Department of Revenue’s Motor Vehicle taxation platform. Financial Impact: Adding this change to the tax code, if approved by voters, would not inherently impact the amount of collections received by the City, provided the tax rate remained consistent to the current 2.40% sales tax being levied. The rough dollar amount of tax collected annually (based on the most recent two calendar years) equates to $860,000. Tax Rate Beneficiary Tax Collected 1.50%Parks and Open Space $ 537,500 0.45%Affordable Housing and Daycare $ 161,250 0.15%Transportation $ 53,750 0.30%Public Education $ 107,500 2.40%Total City Sales Tax $ 860,000 It is important to note that the current use tax on construction materials has remained at 2.10% as that taxation authority was not adjusted for the 0.30% public education tax when it was first introduced in 2012. Alternatives: If the Council wished, it could recommend increasing or decreasing the current tax rate to influence the amount of collections. Additionally, the Council could also propose to voters either new or expansion of uses for the collections. It is not uncommon to have a motor vehicle use tax to be applied to the maintenance of roadways and bridges. It could also be 15 Page 4 of 6 considered for perhaps the stormwater infrastructure that is buried below these same surfaces as a way to further bolster the financial needs of the Clean River (Stormwater) program. 16 Page 5 of 6 (3) Holy Cross Right of Way Franchise Agreement Context: Article 11 of the City’s Home Rule charter encompasses regulations for public utilities and granting of franchises with City limits. Section 11.4 of this article specifically denotes that “no franchise shall be granted except upon approval by a majority of the electors voting thereon.” Reflective of this directive, there have been multiple solicitations of voter input a franchise agreement with Holy Cross Electric Association, Inc. The most recent question was authorized through Resolution 075 (2003) which established taking a twenty-year agreement for approval by the voters on the November 4, 2003 ballot. Upon receiving positive sentiment from the voting public, the City Council adopted Ordinance 044 (2003) that established the most recent agreement and included a fee structure equal to 3% of quarterly revenues collected by Holy Cross Electric Association within the Aspen franchise area. In addition to the above-mentioned franchise fee, the City is also the recipient of a voluntary and separate 1.0% fee on revenue collected within the Aspen franchise area, with the specific intent of making “a difference in the people’s lives and the communities in which they reside”. These “Community Enhancement Fund” contributions have limited uses which allows them to only be directed towards: (1) beautification projects; (2) energy conservation projects; (3) equipment and technology upgrades for schools; (4) scholarship funds; (5) acquisition of open space and/or park land and development thereof; (6) sponsorship of special community events; or (7) undergrounding of overhead electric and other utility lines. Periodically, the Council adopts a resolution outlining the use of these funds and releases the restricted status of these dollars in fund balance as a recognition of their proper application. Opportunity: Given the current expiration of the last adopted franchise agreement, the Council needs to put forward a new ballot question for consideration of a new agreement with Holy Cross Electric Association, Inc. Staff recommends establishing terms for a new agreement as soon as possible, with the intent of bringing forward a ballot question this November. Staff would support continuation of the existing terms within the last agreement, with the exception of a shorter duration. The rationale for this one change would be that the energy markets and service area dynamics can shift over time and it might be helpful to revisit this agreement more than every 20 years, despite the need to engage voters each time to renew. Overall, staff would recommend a 10 year term in a new agreement. Financial Impact: The current franchise fee and Community Enhancement Fund receipts have generated annual income in the last five years as noted below. These franchise fees below are deposited within the City’s General Fund as these predominately reflect approval for usage of various City right-of-ways, which are largely managed and maintained by the City’s Engineering and Streets departments. Year Franchise Fee Community Enhancement Fund 2019 $288,911.67 $98,652.63 2020 $286,689.10 $97,952.32 2021 $292,868.68 $100,018.79 2022 $309,629,61 $105,872.26 17 Page 6 of 6 2023 $313,426.22 $108,319.81 Alternatives: An alternative to renewing a franchise agreement with Holy Cross Electric could include entering into negotiations to purchase the assets in place and expand the City’s electric utility customer base to include these additional customers. Staff does not have an estimate on the financial aspect of such an acquisition and would need to explore how it would be able to assimilate that increased load on infrastructure maintenance and customer support as well. At this time, staff is not making this recommendation due to the complexities of such an undertaking. Aside from the above alternative, if a ballot question is not presented to the public, the current agreement allows for the existing vendor to maintain operations in the right-of-way. This is denoted under Section 10.1: 10.1 Non-renewal of Franchise. Alternative Electric Service. If this franchise is not renewed, or if it is declared null and void, or Holy Cross terminates any service provided for herein for any reason, and the City has not provided for alternative electric service to the Residents of the Aspen Franchise Area, then Holy Cross shall not remove its Facilities and shall be obligated to continue electric service to the Residents until alternative electric service is provided. Holy Cross will not withhold any temporary services necessary to protect the public. CITY MANAGER COMMENTS: ATTACHMENTS: 18 MEMORANDUM TO: Mayor and City Council FROM: Pete Strecker, Finance Director THRU: Sara Ott, City Manager MEETING DATE: March 25, 2024 RE: Food Tax Refund – Program History REQUEST OF COUNCIL: Staff is presenting information for Council consideration around the future of the food tax refund program. History of the program and some guiding metrics are presented to help Council further its discussion on where it might like to push the program i n the future. SUMMARY AND BACKGROUND: In 1970, as the City of Aspen first introduced its own sales tax on tangible personal property. At the time of this action, when voters levied their support for the new 1.0% tax, the Community also incorporated language into the Municipal Code to create a refund mechanism for locals, to mirror some taxation relief that was already adopted around the State. This refund, which was originally codified to equal $7.00 per eligible individual, was proposed as a way to address the variance between the new City sales tax (which was to be levied on all tangible personal property) and the taxing policies of other taxing entities like the State of Colorado and other statutory cities, where those entities historically exempted food purchases from their respective taxation. After this initial creation of the food tax refund, the refund amount was quickly tripled in 1972 to $21.00, in conjunction with the City’s doubling of its tax rate to 2.0%. It was further increased another 86% to $39.00 in 1981. And despite the City’s recission of the second 1.0% sales tax hike in 1985, the refund amount was never adjusted downward. Since this time, the refund amount has been increased three more times: 28% in 1998 when it was raised to $50.00, 10% in 2018 when it was increased to $55.00; and most recently 18% when Council supported increasing the 2024 refund to $65.00. In total, the City’s tax rate has increased 240% from 1970 to 2023 (1.00% to 2.40%). Over this same timeframe, the inflationary gauge (consumer price index) has increased 785% (index value of 38.800 to 304.702). If one was to solely overlay the inflationary impact to the original $7.00 refund amount over the duration of the program, today’s refund award ties out to the 2023 amount of $55.00 (actual value would equal $54.97). Further, if accounting for the increased tax rate, the value in 2023 would equate to roughly $132.00 (actual value $131.93). To quantify the “value” of the $132.00 estimate above in terms of taxable food sales, this would equate to $5,500 annually for the individual, or $105.77 per person per week. This per week 19 amount is roughly in line to an informal query done to benchmark the amount (responses were between $100 to $150 per person per week). FINANCIAL IMPACT: The City is currently in the process of accepting 2023 refund applications for award in 2024. The final deadline for this year’s program is April 15th by 5pm. Because applications roll in up to the deadline, we do not have an ability to quantify the current year’s program that will have a base refund award of $65. But last few prior years’ statistics can be shown below for context (for all years, the base award was $55): YEAR PAID TOTAL TOTAL # CHECKS 2020 $226,440 1,681 2021 $185,385 1,316 2022 $150,900 1,030 2023 $201,960 1,370 ALTERNATIVES: Council, through ordinance, can modify the language in the municipal code and update the award for this program. Staff does not have a formal recommendation for the Council, but can see the argument to further increase the $65.00 award that was agreed upon during the 2024 Budget, and to push this up as high as $132.00 given the changes in tax rate and inflation over time. That said, the Council could take a measured approach and gradually increase the award level over time until it reaches this value, a lesser amount, or otherwise. Additionally, while the current program includes three eligibility groups, Council could consider whether it makes sense to maintain these additional awards for those over 65 and for those legally blind. Those programs could be maintained, or they could be eliminated and the dollar value of those programs applied to supplement the higher awards across the standard eligibility award group. Finally, as was remarked in a memo to a previous Council back on January 22, 2018, one consideration for Council members as they look to adjust this program is that with the value of the refund increasing over time, conflicts tend to become more prevalent with applicants that are not deemed eligible for award. Partial residency, residency beyond the City limits, late application submittals and deceased family members are some of the reasons for exclusion to the program and these can create ill will toward staff, despite following the code and protecting the integrity of the program. So, a word of caution may be appropriate for when the Council looks to establish the actual value of the individual refund going forward. CITY MANAGER COMMENTS: ATTACHMENTS: Exhibit A: Actual refund amounts and consumer price index over time Exhibit B: Current municipal code for food tax program 20 EXHIBIT A: ACTUAL REFUND AMOUNTS AND CPI OVER TIME Ord 16 (1970) – created initial refund Ord 15A (1972) – first increase Ord 6 (1981) – second increase Ord 19 (2000) – third increase Ord 4 (2018) – fourth increase 2024 Budget – fifth increase Year Actual Amt CPI Change Calculated Amt 1970 $7.00 38.800 5.7%$7.00 1971 $7.00 40.500 4.4%$7.31 1972 $21.00 41.800 3.2%$7.54 1973 $21.00 44.400 6.2%$8.01 1974 $21.00 49.300 11.0%$8.89 1975 $21.00 53.800 9.1%$9.71 1976 $21.00 56.900 5.8%$10.27 1977 $21.00 60.600 6.5%$10.93 1978 $21.00 65.200 7.6%$11.76 1979 $21.00 72.600 11.3%$13.10 1980 $21.00 82.400 13.5%$14.87 1981 $39.00 90.900 10.3%$16.40 1982 $39.00 96.500 6.2%$17.41 1983 $39.00 99.600 3.2%$17.97 1984 $39.00 103.900 4.3%$18.74 1985 $39.00 107.600 3.6%$19.41 1986 $39.00 109.600 1.9%$19.77 1987 $39.00 113.600 3.6%$20.49 1988 $39.00 118.300 4.1%$21.34 1989 $39.00 124.000 4.8%$22.37 1990 $39.00 130.700 5.4%$23.58 1991 $39.00 136.200 4.2%$24.57 1992 $39.00 140.300 3.0%$25.31 1993 $39.00 144.500 3.0%$26.07 1994 $39.00 148.200 2.6%$26.74 1995 $39.00 152.400 2.8%$27.49 1996 $39.00 156.900 3.0%$28.31 1997 $39.00 160.500 2.3%$28.96 1998 $50.00 163.000 1.6%$29.41 1999 $50.00 166.600 2.2%$30.06 2000 $50.00 172.200 3.4%$31.07 2001 $50.00 177.100 2.8%$31.95 2002 $50.00 179.900 1.6%$32.46 2003 $50.00 184.000 2.3%$33.20 2004 $50.00 188.900 2.7%$34.08 2005 $50.00 195.300 3.4%$35.23 2006 $50.00 201.600 3.2%$36.37 2007 $50.00 207.300 2.8%$37.40 2008 $50.00 215.303 3.9%$38.84 2009 $50.00 214.537 -0.4%$38.71 2010 $50.00 218.056 1.6%$39.34 2011 $50.00 224.939 3.2%$40.58 2012 $50.00 229.594 2.1%$41.42 2013 $50.00 232.957 1.5%$42.03 2014 $50.00 236.736 1.6%$42.71 2015 $50.00 237.017 0.1%$42.76 2016 $50.00 240.007 1.3%$43.30 2017 $50.00 245.120 2.1%$44.22 2018 $55.00 251.107 2.4%$45.30 2019 $55.00 255.657 1.8%$46.12 2020 $55.00 258.811 1.2%$46.69 2021 $55.00 270.970 4.7%$48.89 2022 $55.00 292.655 8.0%$52.80 2023 $55.00 304.702 4.1%$54.97 2024 $65.00 TBD TBD TBD 21 EXHIBIT B: EXISTING MUNICIPAL CODE LANGUAGE Sec. 23.32.150. - Food sales tax returns. (a) For purposes of this Chapter, and the refund of food sales tax collected, the term resident of the City shall mean any person who is over the age of sixteen (16) years and who has resided in the City for the entire calendar year for which a food sales tax refund is sought. (b) Any resident of the City, as herein defined, may, not later than April 15th of every year and so long as this Code shall be in force, apply, on such forms as provided by the Director of Finance, for an annual food sales tax refund from the City in the amount of fifty-five dollars ($55.00) for their self and, in addition, for every person who is a member of their household and for whom he or she is entitled to claim a personal exemption under and pursuant to the federal income tax laws. Any resident who is over the age of sixty-five (65) years shall be entitled to receive an additional food tax refund in the amount of fifty dollars ($50.00), and any resident who is blind shall be entitled to receive an additional food tax refund in the amount of fifty dollars ($55.00). (c) No person who may be claimed as a personal exemption on another resident's application for refund shall be entitled to a food tax refund. If a food tax refund is claimed on more than one (1) application for the same person, the Director of Finance is authorized to determine the person entitled to claim the refund provided for in this Section. (d) The application for refund shall be reviewed or examined by the Director of Finance. All applicants may prove their resident status by evidence that they were registered voters of the City for the full calendar year for which the refund applies. Any resident who is barred from registering to vote due to non-citizenship or due to a felony conviction shall provide alternative proof of residency, as may be required by the Finance Director for the full calendar year. If the Finance Director is satisfied that the information provided on the refund application entitles the applicant to a food tax refund, either in the amount claimed or in any amount determined by the Director of Finance, the refund shall be paid. Otherwise the application for refund shall be denied and a notice of denial sent to the applicant at the address furnished by the applicant. A. Current code denotes old refund amounts and will be updated via Ordinance 3 (2024) – if passed on second reading – to $65 based on Council action in Fall 2023. B. The variance in the senior award amount and other inconsistencies in the narrative vs numeric values for the non-standard amounts can corrected as well, or omitted entirely going forward as well, if desired. 22 MEMORANDUM TO:Aspen City Council FROM:Jenn Ooton, Senior Project Manager Tyler Christoff, Deputy Public Works Director Ben Anderson, Community Development Director Pete Strecker, Finance Director Jen Phelan, Asset Management Department THROUGH:Sara Ott, City Manager MEMO DATE:March 15, 2024 MEETING DATE:March 25, 2024 RE: City Council Goals Work Update REQUEST OF COUNCIL: This is a work session with Council to review updates on the Council Goal list. SUMMARY AND BACKGROUND: City Council adopted its 2023 to 2025 Goals in June 2023, and individual work plans were presented in work sessions over the summer. The attached consolidated work plan details updates to milestones associated with each goal. Much of the effort outlined in the attached consolidated workplan is focused on on-going initiatives that demonstrates action around our organizational values and programs. There is one additional milestone that was added since the summer’s work sessions to develop the overall work plan, which is focused on the Aspen Community Survey. DISCUSSION: The City Council Goals update is presented primarily as a written update that is attached with this memo. During the work session, staff will provide a presentation on three specific projects: Customer Service Framework – Staff will describe what work the multi-disciplinary staff team has undertaken to produce an organizational customer service framework that outlines core standards for the organization. Community Land Trust –Staff will provide an update on an effort to explore how a Community Land Trust could address the Council’s Community Building and Health goal, specifically the subgoal of exploring public-private and non-profit approaches to 23 promote economic vitality. The Community Land Trust (CLT) exploration will assess how a CLT may coexist with existing strategies, strengthen ongoing affordable housing efforts, examine how a CLT may include affordable commercial spaces. Also within the Community Building and Health Goal, staff will provide an update on the Armory Redevelopment project. FINANCIAL IMPACTS: Individual financial impacts are addressed in individual goal and milestone language. For example, within the section addressing the Community Land Trust, staff notes the receipt of a grant from the Department of Local Affairs to fund the work. Similarly, the short-term rental tax revenues section within the prioritize infrastructure and maintenance for aging facilities goal provides updated tax receipt information. With the first fiscal year of the new STR excise tax collected, the Council now has a sense of at least a partial year of collections (May – December). In total, these tax receipts tallied $3,393,571, and at 30% for infrastructure / environmental purposes, the amount equates to $1,018,071. ENVIRONMENTAL IMPACTS: Protection of the environment is a lens to evaluate all the Council Goals, and the Protect the Environment goal and milestones specifically address climate impacts, natural resource stewardship, and the city of Aspen’s work on the Aspen Sustainability Action Plan. ATTACHMENTS: Consolidated Council Goal Work Plan CITY MANAGER COMMENTS: 24 Customer Focused Government March 25, 2024 25 Basis for this Project 4. Customer-focused Government: Maintaining and enhancing relationships with residents, businesses and visitors is critical to provide services essential to our community. The city of Aspen will continuously improve services and process with our customers in mind. This will be accomplished through: a.Assessing customer service standards for the organization; b.Continuing to optimize development review processes; c.Amending the Land Use Code to simplify processes and improve coordination between agencies; and d.Ensuring meaningful access to services and information for all members of the community through a focus on accessible and multi-lingual communications. Resolution #90 (Series 2023) 2023-2025 City Council Goals 26 •City employees want to improve our service delivery to enhance the experience for our constituents •A group of 20 city staff working for more than 8 months developing this framework. •Designed as adaptable based on needs of each department, recognizing different business functions and unique customer groups Represented Departments City Manager Communications Community Development Engineering Finance Golf Human Resources Information Technology Police Recreation Strategy & Innovation Utilities Wheeler Opera House 27 Project Progression Jul 25: Kickoff / Charter / Ground Rules Aug 15: Define our “customers” – internal and external. Sep 12: Are customer service expectations different for certain customers? Where do we have gaps in current service levels? Sep 26: Guest Speaker - SkiCo Learning and Development Manager Oct 11: Guest Speaker - CMC Hospitality & Culinary Management Program Lead End Oct / Early Nov: Small groups collaborate on possible framework concepts Nov 7: Deep dive on core standards and providing context (essential behaviors) Nov 14: Explore how to make framework actionable (establish leading questions) Nov 28: First draft of CSS framework and further refine Jan 16: Second draft and review of CSS framework Feb 6: Solidify framework, address how standards overlap with City values / culture Feb 27: Review final product 28 What This Is: •Standards to reinforce current positive service levels and to set shared expectations going forward. •Create consistent core customer experience across organization. •Built upon an internal sentiment that we are unified organization. •Standards have two parts: •High-level framework •Specific departmental plans Background What’s Coming: •Standards shared out to the organization in March. •Departments in the process of creating individualized plans for the varied roles within their teams. •Department work will be documented and periodically assessed. •High level displayed for customers and opportunities for feedback.29 Customer Service Standards 30 Core Standards Commitment: "We value our customers by preparing for inquiries and requests before they arise.” Anticipation Expected Behaviors: A.Proactively initiate contact with customers. B.Ensure that customer service needs are considered in all roles. C.Act as a representative of the entire organization, not just your department or position. Essential Considerations: 1.How does your team plan for customer service coverage when key support staff are working remotely or out of office? 2.What does a proactive customer greeting mean for your role? 3.How can staff in all roles be prepared to handle common departmental service requests?31 Core Standards Commitment: “Through sincere and courteous communication, we listen and respond to the unique needs of each customer.” Engagement Expected Behaviors: A.Approach every customer interaction with transparency and empathy. B.Actively listen, then act. C.Offer to help regardless of whether it is your responsibility. D.Act as an advocate for customers and their needs. Essential Considerations: 1.Does your body language convey the same message as your words? 2.Does the customer have your full attention? 3.Are you allowing them the opportunity and space to communicate their concerns? 4.How can you recognize situations where you listen vs. de-escalate? 32 Core Standards Commitment: “We balance the desires of individual customers with the expectations of the entire community.” Consistency Expected Behaviors: A.Provide timely and time-bound responses to every inquiry. B.Confirm that the customer understands the “why” behind decisions you make that affect them. C.Ensure that staff responds similarly to comparable requests. Essential Considerations: 1.How can you ensure you’re not the only person who knows the answer in the organization? 2.Do you and your colleagues respond similarly to comparable requests? 3.When should you pull in a coworker or supervisor to provide a second voice with a consistent response?33 Core Standards Commitment: “We provide accurate information and appropriate resources to help our customers with solutions to their inquiries.” Accountability Expected Behaviors: A.Take responsibility to ensure the customer’s needs are met. B.Act as a team and don’t make excuses or blame others. C.Admit when you don’t know the answer and bring in a colleague who does. D.Know when it is time to ask for help. Essential Considerations: 1.Would you be satisfied with the response you are sending if you were the customer? 2.Have you ensured the information you are providing is accurate and comprehensive? 3.If a request is not feasible, can you provide alternatives that are? 34 What’s Next? •Departments are given a template for guiding them through this exercise Project team members will be there to assist •Output will be reviewed and archived Departments will use this with new and existing staff •Standards consolidated and regularly reviewed Work environment and customer needs evolve •Encourage customer feedback to validate 35 2023-2025 Council Goal - Mobility Mobility:Improve and expand our efficient, multi-modal and integrated transportation system to reduce vehicle miles traveled (VMT) and air pollution. This will be accomplished through: a. Exploring potential traffic congestion improvements from Brush Creek to Aspen with the Elected Officials Transportation Committee and the Colorado Department of Transportation including completing a comprehensive traffic study Milestone: Traffic Study Scoping Project Description: Exploring potential traffic congestion improvements from Brush Creek to Aspen and the including, completing a comprehensive traffic study and origin and destination study. Council opted not to continue the proposed studies indicated in the scope of the New Castle Creek Bridge project. Staff proposed a work session during Q1 of 2024 for Council to provide specifics on scoping needs for the study by Council. Due to timing for work schedules, and the need for information to be presented by Jacobs regarding the Entrance to Aspen, this topic will be taken up later in 2024. Accomplishments/Status –No scope has been identified for the comprehensive traffic study. Next Steps (Q2-Q4 2024) –Options for this study will be presented to Council during the April 15 Work session, including rough cost estimates for those options. Expected Completion Date(s) - Q4 b. Exploring regional zero fare for bus trips that originate or end in Aspen Milestone: Explore No Fare and Ridership Incentive Opportunities Project Description: Staff will engage with RFTA and partner jurisdictions in conversations about the opportunities and challenges associated with free fare service with a focus on the following: Implications of a fare-free system beyond existing fare free zones for staffing, fleet, service quality and equity. Resource needs such as housing, additional staff and fare replacement. Incremental options including off-peak fare reductions, City funded pass discounts and similar. Accomplishments/Status –Transportation Department is reviewing fare strategies as part of the “Aspen Gets us There” project. Staff is also working with RFTA to review large employer pass sales Next Steps (Q2-Q4 2024) –The first look at stakeholder input for this study will be presented to Council in April. Expected Completion Date(s) -Q4 c. Developing community consensus for critical infrastructure improvements for entering and exiting the city including physical modifications. Milestone:Castle Creek Bridge Evaluation Project Description:Based on direction during the May 15, 2023, Work Session, staff will bring back a contract award for consultant services for investigations around replacement of the existing Castle Creek Bridge in place and information about a pre- National Environmental Policy Act process to consider new alternatives for an alignment. The scope will include evaluating the condition of the existing bridge and estimates for process, schedule and cost to replace the existing bridge. Accomplishments/Status –The evaluation is completed. Next Steps (Q2-Q4 2024) –Results from the evaluation will be presented to Council during the April 15th Work session. Topics will include: the evaluation results, and possible construction phasing, estimated schedule, temporary access, and estimated costs to replace a bridge in its current location. Expected Completion Date(s) -Q2 d. Increasing electrification of city and regional transit fleet. Milestone:Advancing Electrification for Transit 36 Project Description: Transportation staff are partnering with RFTA on installing an overhead bus charging facilities at Rubey Park. Secondly, RFTA will conduct a Zero Emission Vehicle Study that will include city staff representation to assess future vehicles and technology in the fleet. For the future, the city will require an assessment for electric utility infrastructure to serve the needs for electrification within the city. Accomplishments/Status –Staff is participating in RFTA’s zero emission vehicle planning effort, led by Stantec. This involves reviewing all city routes, ridership, and fleet configuration. Staff is working with RFTA to plan the procurement of 10 new electric buses. Staff has contributed funding and project management for the electric bus charger at Rubey Park. This charger is installed and awaiting final commissioning before being put into operation. This bus rapid charge marks the first of its kind infrastructure in the upper valley transit system. Next Steps (Q2-Q4 2024) –Please highlight upcoming dates, next steps electric bus purchases will be presented to Council in 2025 budget hearings in Q3. Rubey Park charger will be commissioned in Q1. Expected Completion Date(s) -Q4 e. Researching funding options for affordable housing to support transit expansion and sustainable service delivery. Milestone:Review Housing Needs with RFTA Project Description: City staff will participate in RFTA’s Housing Assessment study, scheduled for 2023-24, with an eye on opportunities for City/RFTA partnerships. Accomplishments/Status –Staff and Council Members are participating in RFTA’s Housing Assessment, led by EPS. RFTA board heard employee feedback in the January meeting. Next Steps (Q2-Q4 2024) –The EPS study will be presented to RFTA board and Council for recommended actions. Expected Completion Date(s) -Q4 f. Completing a Comprehensive Transportation and Parking plan process, including Reviewing the Integrated Mobility System in collaboration with the Aspen Institute which could include ride sharing and congestion toll implementation Exploring expansion of Aspen city bus routes, and Researching possible TDM and first and last mile improvements Reviewing parking programs and technology Milestone:Transportation & Parking Plan Adoption Project Description: An important planning effort will provide actionable master plan for both Transportation and Parking to improve programming and reduce vehicle miles traveled (VMT) over the next 5 to 10 years. Examples of the scope include the following: •Review the Integrated Mobility system in collaboration with the Aspen Institute which could lead to ride sharing and congestion toll implementation. •Explore improvements to Aspen city bus routes. •Researching Transportation Demand Management and first/last mile improvements. •Review all parking programs and services. •Review technology practices for parking to increase compliance. Accomplishments/Status:Walker Consulting has completed the discovery and visioning phase of the study. First draft results and public feedback will be presented to Council on April 1. Expected Completion Date: Q4 37 Affordable Housing: In order to deliver an affordable housing system that is high quality, sustainable, and results in a lived-in community, Council will continue to evaluate, identify opportunities, plan, partner, facilitate, and leverage existing and new resources to invest in the development and maintenance of affordable housing. This will be accomplished through: a. Implementing the Affordable Housing Strategic Plan Milestone:Implementation of 14 Action Items Project Description: The Aspen City Council has made affordable housing a priority for decades and in 2021 established “Increase number of Affordable Housing Units” as one of their three Critical Goals. The 2022-2026 Affordable Housing Strategic Plan was adopted by City Council in April 2022. The fourteen action items are detailed in the Affordable Housing Strategic Plan that can be found here: https://aspen.gov/DocumentCenter/View/8923/COA-Housing- StrategicPlan-May2022-Spread-LowRes Milestone:Work session to consider additional action items, refinement to current action items and possible modifications to the goal. Project Description:As staff has worked through the first year of implementation of the 2022-2026 Affordable Housing Strategic Plan, staff has identified and analyzed additional action items City Council may want to consider. Council may also wish to refine some of the goals, based on what has already been accomplished and/or items that may no longer be relevant. Lastly, staff will ask Council to consider minor modifications to the goal based on decisions Council has made that have impacted action item timelines. Timeline: This work session will by the end of Quarter 2 2024. Accomplishments/Status –Burlingame Phase 3 created 79 new deed restricted units; the Lumberyard entitlements were approved; several deed restricted units were made available through APCHA’s compliance efforts and several expiring deed restrictions were made permanent either through APCHA’s updating of the deed restriction during the normal turnover process or as part of APCHA’s Essential Repairs Grant program which requires an update of the deed restriction. Next Steps (Q2-Q4 2024) –Staff is planning to bring a comprehensive update to the Affordable Housing Strategic Plan to City Council on May 6 th 2024 This update will include proposed new action items. Expected Completion Date(s) - b. Completing Council-directed affordable housing development projects Milestone:Complete Burlingame Phase 3 Project Description: The construction effort created 79 additional affordable condominium units in 8 buildings, along with associated landscape and infrastructure. Accomplishments/Status – Staff was able to overcome very significant unforeseen challenges during construction in 2022 and 2023 and obtained certificates of occupancy by December 2023 The APCHA lottery process included more than 36 lotteries and spanned three months, with over 330 households submitting over 1,750 individual bids, nearly 75% of which satisfied the Urban Growth Boundary priority criteria With working households moving in each week, the Burlingame transit route now circulates along the new Phase 3 roadway and utilizes the new transit stops which were developed as part of both Phases 2 and 3 By end of 2023, 34 units were sold, with another 20+ sales in January 2024. Next Steps (Q2-Q4 2024) – Homeowner board members will be onboarded to the new HOA by March 2024 A process for amicable handover of the common elements to the homeowner's association will be getting underway Expected Completion Date(s) -The balance of sales are anticipated by March 2024 38 Milestone:Complete The Lumberyard Project Project Description: The City of Aspen’s Lumberyard affordable housing project site is south of the Aspen airport business center on the east side of Colorado state highway 82. The City anticipated the development of affordable housing in the area of the current project site and purchased part of the site in 2007. Later in 2020, the City purchased the 3-acre Aspen Mini Storage property, bringing the total project site area to about 10.5 acres. In 2019, Aspen City Council directed the start of a community outreach and conceptual design process which included a process of community engagement and feedback to help inform the design process. Accomplishments/Status –The development application was submitted in late 2022, and entitlements were approved September 2023. City Council approved the budget for Phase 0 construction to begin in 2024. The planned development documentation is approximately 75% complete and should be recorded March 2024 Next Steps (Q2-Q4 2024) –The project team is developing documents for submittal of a Phase 0 building permit application and bidding for Phase 0 construction procurement. Demolition & recycling of existing facilities is anticipated to begin third quarter of 2024, with construction of infrastructure to follow. Staff is developing criteria for a vertical developer RFQ to be released in early 2024, developer selection and agreements are anticipated to occur concurrent with Phase 0 progress Expected Completion Date(s) -Goal of Phase 0 completion by end of 2025. Development of vertical phases is anticipated to begin upon completion of Phase 0 construction. c. Continuing to seek additional affordable housing, development-neutral opportunities, including optimizing existing housing stock Milestone:Identify, analyze and propose to City Council additional development neutral tactics Project Description:In the Affordable Housing Strategic Plan, the City Council set a goal of an incremental 500 affordable housing unit by December 2026. 57% of those units would be generated from development neutral tactics. With regard to optimization of existing housing stock, two years ago APCHA was able to quantify the number of empty bedrooms using data from the HomeTrek system. In the last year APCHA has undertaken several projects to address housing stock optimization, including launching its first rightsizing program. As part of a Quarter 1 2024 work session on possible additions/modifications to the Affordable Housing Strategic Plan, staff will present additional development neutral programs City Council may want to consider. There is one program City Council could consider in the near term: The West Mountain Regional Housing Coalition is introducing a valley-wide buy down program. City Council could choose to participate in this program and could restrict the use of the use of City of Aspen funding for use by people who currently work in the City of Aspen. Accomplishments/Status –In 2024, APCHA hired a Compliance Officer to ensure that compliance remains a focus of the program. 90% of audits performed by the Compliance Officer have been found in compliance. In Fall 2023, APCHA launched the Essential Repairs Pilot Grant Program to invest in the life and infrastructure of existing deed-restricted units. The City and County both contributed $200,000 to this program. 50% of grant funds have been allocated as of February 2024. Rightsizing: APCHA Staff with Board approval implemented a rightsizing pilot program in Spring of 2023, allowing for five voluntary rightsizing swaps. One successful swap has occurred to date. A change to occupancy requirements of the pilot program was suggested to encourage more successful swaps. A Rightsizing priority was implemented in the Burlingame III Lottery. One individual has taken advantage of this priority. In Fall 2023, staff presented City Council with the opportunity to contribute funds to WMRHC’s regional buy-down program. Next Steps (Q2-Q4 2024) –In May 2024, Staff will update Council on the Affordable Housing Strategic Plan which includes recommendations for additional development neutral programs the City may want to consider. Rightsizing:39 Evaluate the pilot program and continue to make changes to the rules in order to continue to incentivize voluntary rightsizing trades. Investigate and research other possible programs to continue to incentivize voluntary rightsizing. Continue administering the Essential Repair Pilot Grant Program until the depletion of funds. City Council will continue discussing the opportunity of contributing funds to WMRHC’s buy-down program. Expected Completion Date(s) -AHSP Update on May 6th, 2024. The expected end day of repair pilot program is Summer 2024. Then staff will analyze the program impacts and bring recommendations and findings to the APCHA Board. d. Prioritizing and financing continued development and maintenance of affordable housing to better serve the community and the workforce Milestone:Prioritization of financial support for affordable housing development and maintenance Project Description:The current cost to develop an affordable housing unit in Aspen is approximately $1 million per bedroom. Having the right portfolio of funding sources and funding partners is critical to gain affordable housing units through both development neutral means as well as new development. There are three primary sources of tax funding for affordable housing: 1.0% real estate transfer tax (RETT), 25% apportionment of a 0.45% sales tax (remainder is shared with the Kids First Fund) and a 70% apportionment of the newly adopted short-term rental (STR) tax. In line with previous updates, financing for new housing construction is typically contingent on the specifics of the individual projects, and as such, requires that the projects be designed, entitled, and appropriated to show a firm commitment forward. The Lumberyard project is advancing and shaping this landscape to be able to hone in on the possible methods for financing this endeavor but has not been completely finalized at this time. Tied to a possible financing, staff anticipates engaging the Council and the voting public to extend current sunset dates of December 31, 2040, for both the 1.0% real estate transfer tax and the 0.45% sales tax, to provide a more robust revenue stream to support any debt repayment. Without key sources of revenue identified to support a debt issuance repayment, options for borrowing become limited and also more risky (in terms of retaining control of the financed asset). Accomplishments/Status –Commencement of new short-term rental excise tax collections (May 2023) have further added financial resources to the affordable housing fund, with 70% of these proceeds being directed to support current and future affordable housing projects. Next Steps (Q2-Q4 2024) –Staff anticipates a discussion with Council in 2024 to assess support for a ballot question to extend the sunset dates on both the 1.0% real estate transfer tax and the 0.45% sales tax, beyond the current December 31, 2040 date. Extending the duration of these existing tax allowances will put the City in a better position to leverage these sources as the collateral for issuing debt, thereby allowing the City greater flexibility to accelerate the construction of new units. Expected Completion Date(s) -Council direction would be sought mid-year and allow for a ballot question to be placed on the November 2024 ballot, if supported. e. Supporting continuous improvement with the APCHA program, including ensuring adequate resources Milestone:Continuous improvement of the APCHA program. Project Description: APCHA staff are always making improvements to the program; from APCHA Board- approved policy refinements to process and system improvements, such as the 2021 launch of the HomeTrek system. There are two ways the City of Aspen supports continuous improvement of APCHA: •Participation on the APCHA Board: The Intergovernmental Agreement governance document for APCHA specifies that the City of Aspen and Pitkin County each have a primary and an alternate Board Member seat. All policy changes, including updates to the APCHA Regulations, occur with Board approval. Board members have a significant role in improvements to the APCHA program; and •Funding: The City of Aspen provides fifty percent of APCHA’s operating and capital cost. Timeline: There is no specific timeline associated with this item. If the Aspen City Council wishes APCHA to make a specific improvement, it should direct its two APCHA Board Members to discuss that with the other 40 APCHA Board members. Accomplishments/Status – On January 22, 2024, Aspen City Council held its first APCHA work session in which the APCHA Board representatives on the APCHA Board brought several updates and policy questions to the rest of Council. At the February 13th, 2024, Joint Work Session, Council and the BOCC had further discussion on APCHA policy topics. Aspen City Council and the BOCC plan to continue having collaborative APCHA policy discussions together. Compliance is a vital part of the vitality of the APCHA program. In 2024, APCHA hired a Compliance Officer to ensure that compliance remains a focus of the program. 90% of audits performed by the Compliance Officer have been found in compliance. Next Steps (Q2-Q4 2024) – APCHA Policy discussions are scheduled for Council Work sessions quarterly. These discussions will continue to be Council led with staff available to answer questions as needed. Continue to ensure compliance with APCHA requirements through audits and investigations. APCHA continues to leverage HomeTrek data when possible, to make informed decisions. Expected Completion Date(s) -Compliance and improvement efforts to the APCHA program are ongoing. Council members are encouraged to contact their two APCHA Board Members to discuss other ideas for improving the APCHA program. f.Assisting homeowners’ associations evaluation of their capital maintenance planning and capital reserves. Milestone:Implement programs to support HOA capital reserve planning Project Description: Staff is interpreting this objective as specifically related to capital maintenance planning and capital reserves for properties where fifty percent or more of the properties within a development are affordable housing. Many affordable housing HOAs within Aspen City limits have capital reserve shortfalls. This results in unaddressed deterioration of aging housing stock. Supporting Homeowners’ Associations in the evaluation of their capital maintenance planning and assessing their capital reserves benefits the entire community as having well maintained homes helps the property’s residents and reduces the chances of catastrophic damage to the property – which could result in a request for financial support from other taxpayers. Work in this project will include both •City staff identifying opportunities for the City to support HOAs in assessment and planning; and •City staff working with the APCHA Board and staff in their efforts to address this issue. Accomplishments/Status – In Fall 2023, APCHA published an RFP to hire a firm to partner with HOAs under the APCHA regulations and conduct capital reserve studies and create capital reserve maintenance plans. In January 2024, the APCHA Board and Aspen City Council approved a contract with RD3 to conduct capital reserve studies for up to 40 HOAs under the APCHA Regulations. In 2023, APCHA brought in an HOA attorney to lead trainings for HOA board members. The goal of the training was to provide tools and resources to HOAs to help them more successfully govern and manage their HOA. Next Steps (Q2-Q4 2024) – Staff expect the studies to be complete in 2024. Once staff can measure the extent of capital reserve deficits for HOAs, Council, the BOCC, and APCHA Board can review the results and begin discussing next steps for addressing HOA capital reserves. APCHA plans to continue regularly planning trainings and information sessions to support HOA board representatives in their HOA maintenance. Along with this, in 2024, APCHA requested a new Outreach Coordinator position. This position would work directly with HOAs to provide resources and establish more communication between their boards and APCHA. Expected Completion Date(s) - The HOA Capital Reserve Studies Project is expected to be completed in 2025. APCHA aims to hire the HOA Outreach Coordinator by 2025.41 42 Community Building and Health:Strengthen the quality of life and well-being of residents, and promote commercial vitality of locally focused businesses. This will be accomplished through: a.Exploring public-private and non-profit approaches to promote economic vitality 1) Milestone: Project Scoping Work Session for Public Private Partnerships and Non-Profit Organizations 2) Milestone: Public Private Partnerships and Nonprofit Organization Research 3) Milestone: Public Private Partnerships and Nonprofit Organization Policy Development Project Description:In each iteration of the Aspen Area Community Plan since 1993, the community has identified economic vitality (alternatively referred to as economic sustainability in some planning documents) as a policy area of primary concern. Policy concerns related to the availability of basic goods and services, a diverse mix of uses and price points in the retail, service, and food and beverage sectors, and the perceived loss of “locally owned and locally serving business” have been common economic vitality themes in the community narrative. The guiding principle, dating back to the 1993 plan and carried forward in the 2000 and 2012 plans, is that, “The success of Aspen the Resort, depends on the success of Aspen the Community.” In the 2023 goal setting exercise, a majority of Council expressed a desire for policies promoting and expanding economic vitality be a staff focus area. In other communities of all sizes, public-private partnerships (PPP) and non-profit organizations (NPO) often play central roles in the promotion of economic vitality, expanding the capacity of the for-profit and governmental sectors. Staff has conceived of this goal element as a research project, followed by the development of policies and an action plan to support long-term work on economic vitality. As this is work that Aspen has not typically engaged in (direct economic development activity), a significant foundation of work will be necessary to accomplish progress in this area. Milestone 1 will be a scoping exercise or series of scoping exercises with City Council to understand and define Council’s intentions in this area. Milestone 2 would entail a research project derived from Milestone 1 that evaluates Aspen’s potential in this area and best practices and innovative solutions found elsewhere. Milestone 3 would then set out to develop a set of desired policies and the process and resources that will be necessary to carry out these desired policies. Accomplishments/Status –Due to the availability of a DOLA grant, staff has applied for and received a grant ($135,000) to investigate the feasibility of a Community Land Trust (CLT). CLTs are non-profit entities used by communities nationally to provide opportunities for affordable commercial spaces and affordable housing. An RFP is in draft format to be issued in the next few weeks to evaluate the potential for a CLT in Aspen and to establish necessary process and procedures for the establishment of an eventual non-profit CLT. This is the only progress on this topic to date. Next Steps (Q2-Q4 2024) –Staff would encourage a Work Session in Summer of 2024 to begin work on Milestone 1.CLT consultant contract will be issued by Summer of 2024 and work towards a CLT will commence. Expected Completion Date(s) -With Direction from Council on desired scope. Milestones 1 and 2 could be completed by the end of 2024/early 2025. b.Developing policies and regulations to ensure the timely completion of development projects and limit the impact of commercial vacancies on vitality, character, and revenue. Milestone: Project Incentives Policy Research and Development Project Description:In previous work sessions and the goal setting meeting, Council expressed a desire to create incentives and disincentives to ensure the timely completion of construction projects. Several delayed and mothballed commercial construction projects in recent years have impacted the economic, aesthetic, and social vibrancy of Aspen’s commercial zones. It is possible that such policies and regulations may be included in several sections of the Municipal Code, including Titles 8, 21, 26, and 29. Staff and Council have identified several possible policies and regulatory responses to address this dynamic 43 in the commercial construction industry. Council expressed a desire to have those ideas presented for consideration in work session. Staff from the ComDev, Engineering, Utilities, and Attorney’s Office will need to coordinate to support that discussion. Accomplishments/Status –Due to staffing turnover within ComDev leadership, progress has not been made on this topic. It is a challenging topic that exposes several unique qualities within Aspen’s development context. It also intersects with basic tenets of private property rights and statutory and common law vested rights. Next Steps (Q2-Q4 2024) –Staff recommends a Work Session in Summer or Fall of 2024 Expected Completion Date(s) -TBD, based on further Council direction c.Designing and promoting opportunities for creating human connections among locals including the Armory renovation Milestone:Armory redevelopment Project Description:Since February 2022 city staff and City Council have discussed options for the Armory space . Staff has discussed the remodel and reuse of the Armory in light of the community engagement undertaken and several high-level remodel options that looked at maintaining or changing the existing square footage of the building (currently +/- 19,000 sq. ft. on four levels) and the footprint/levels of the building. This fall a market analysis, programmatic evaluation of the building, Armory Hall open house, and work session with City Council were undertaken to confirm scope in anticipation of contracting for design services. City Council directed staff through adoption of Resolution No. 180 (Series of 2023) that 1) The present second story should be removed, bringing the building back to its original two stories above grade; 2) The basis of design should proceed with the existing footprint with no alley addition; however, an addition may be reconsidered in the future as programmatic needs are further developed; 3) The prioritized programming, in order, includes food/food hall, followed by community lunge, with support for affordable retail, flex space, and a visitor center. Office space is not prioritized; and 4) direction to staff to conduct and RFQ/RFP process to attempt to identify an operator. Staff has since initiated an RFP process for both design and operator services. An architectural team, CCY Architects, with associated sub-consultants has been hired to move the project forward. No proposals were submitted for the operator services. Resource Needs: Through the contract with CCY Architects, staff will engage various design professionals to assess building space constraints, historic features, structural integrity, constructability, and operational feasibility issues. Planning assistance for additional public engagement and to assist through the entitlement process is also included in the contract. Funding for this project is still undetermined. As use and design decisions are finalized staff will return to council to determine funding strategies. Debt issuance may be required to meet Council/community goals on delivery of this project. Accomplishments/Status -After receiving sixteen proposals, an architectural services contract was approved on March 12, 2024, allowing for Phase 1 of the contract to begin. . The contract includes design services from schematic design through construction documents and includes an operations study component. As the RFP for an Operator of Armory Hall received no proposals, staff will be working with the operations consultant to provide professional guidance on how and when to get an operator on board. Next Steps (Q2-Q4 2024) –The design team has developed a high-level schedule to complete the schematic design and operations study in Q3 2024, which will be followed in the same quarter by a land use application to entitle the remodel and reuse of the building. Design Development will be developed concurrently with submission of the land use application, while the development construction documents should start in Q4 2024. With the conclusion of a successful operator RFP process, an operator should be on board in Q2 2024. Services for a construction manager/general contractor are anticipated to be brought on towards the end of schematic design. Expected Completion Date(s) –Once the project is underway, staff will develop a better timeline for completion of milestones and the overall project. If construction begins in January 2026, a 18-24- month construction timeline is anticipated. Milestone:Creating human connections among locals through strategic partnerships Project Description:The City of Aspen's Communications Department is spearheading an initiative to form strategic partnerships with entities across public, non-profit, and private sectors. This project is built on the recognition that collaborating with external organizations can amplify our impact, enhance service delivery, and result in more effective utilization of resources.44 Moving forward, the Communications Department will take the lead in shaping a new strategy for strategic partnerships, guiding the city's approach and helping to identify synergies. Here is how we plan to undertake this task: -Conducting a Thorough Assessment: To identify potential partners in the public, non-profit, and private sectors, a comprehensive and methodical assessment will be carried out. This evaluation will be designed to identify those entities whose values, mission, and areas of expertise align with our own. This alignment is critical, as it ensures that the partnerships, we forge are both beneficial and effective, enhancing our capacity to serve the community. -Establishing a City-Wide Partnership Model: Following the assessment, a clear and comprehensive city-wide partnership model will be established. This framework will serve as the blueprint for future collaborations, ensuring that they are integrated smoothly and effectively. The model will be designed to streamline the processes of identifying, assessing, and collaborating with potential partners. -Fostering Synergies: As we identify potential partners and build our partnership model, a critical part of our role will be to actively search for synergies. These may exist in shared goals, overlapping areas of expertise, or joint projects that could be mutually beneficial. The Communications Department will work to facilitate these synergies, bringing different entities together in a cohesive and productive manner. Accomplishments/Status –Due to changes in staffing, this project is currently on hold. Milestone:Providing opportunities for human connection through community-focused events Project Description: The Events Department is continuing its new focus on community events. Historically, the department focused on “participant” based events, or those where the participant signs up, pays to participate and results in an increase in visitor lodging. Community events are generally free and open to the public. This year, Events is adding the following community-focused events to the lineup to reach community members: Chill Out Wednesdays (free ice cream and campfire sing along songs on Sister Cities every Wednesday in July) Mac & Cheese. On September 9, the ever-popular Mac & Cheese Fest will return. It is free and open to the public and city staff is working to add other elements to the event, which will be held on Hopkins between Mill and Monarch The largest community-based event is July 4th. The department also produces the City Council-hosted Community Picnic and the free hot chocolate and s’mores on New Year’s Eve with kids' activities and entertainment. Part of the Owl Creek Chase Nordic event is a non-competitive, non-timed, free component of the event. Last year, the Events Department started the “Kick off to Winter” - hosted at the Wheeler - with Pete McBride as the featured speaker. Accomplishments/Status –The Special Events Department held the inaugural ArtCart Rally February 10 th at the Whoa Nelly Sledding Hill behind the Aspen Recreation Center. Under the night lights, there was excellent racing and wonderful displays of our community creativity with the crafts. Both the kids and adults brackets filled to the cutoff number. Many also participated in the art mapping project and the food was a huge hit. The Special Events team looks forward to building on the success of this year’s event. Next Steps (Q2-Q4 2024) –July 4th will be the next community event and planning is well underway. Staff is working diligently on the evening activation and will have further updates soon. The Summer Stage is also well into the planning process and will happen August 16 – 18 at Wagner Park. The Community Picnic will be held on Sunday the 18th with the stage activation. Milestone:Providing opportunities for human connection through the arts. Project Description: Red Brick Center for the Arts believes the arts are a powerful tool as they not only provide opportunity for human expression, creativity, and learning, they also create avenues to connect with others and have meaningful experiences. And as the department’s mission states that through the exchange of ideas and shared experiences a community can thrive, Red Brick Arts serves this work through a range of programming and offerings including: Centralized nonprofit office spaces and artist’s studios in a supportive and collaborative environment Youth art classes and camps at an affordable rate in a safe and welcoming environment Scholarship program to assure cost is not a barrier for participation Adult art classes for beginners to experts at various price points Gallery exhibitions and programming for local and regional artists that encourage professional growth and facilitate relationship building between artists Community events promoting the arts and inviting all in a welcoming and inclusive environment 45 Dance studio and conference room for rent at an affordable rate Spotlight on youth and family programming happening this year: Responsive to the needs of local families, Red Brick Arts will host after school youth art classes on early release Wednesdays. Building on the success of a new initiative, Red Brick Arts will continue to host family art nights. Red Brick Arts will continue to work with partners such as the Buddy Program, Aspen Center for Environmental Studies, and Aspen Family Connection to collaborate on efforts that support each other’s mission through program development. As the Red Brick is an active hub with many diverse uses and programming, messy vitality and collaboration is at its core. The Red Brick will continue in its work to develop arts programming and events that are responsive to the community and serve the need for human connection. Accomplishments/Status –Red Brick Center for the Arts is underway with a renovation project that is scheduled to be complete by early June. The renovation includes improvements to the gallery, art classroom, and public spaces. Despite not having a classroom or gallery for typical programming, staff utilized other areas as an ad-hoc classroom to continue to offer free PreK art classes and adult programming including the low-cost Creative Happy Hour, a new sewing class, figure drawing, and evening watercolor classes. Additionally, staff hosted a low-production exhibition of cartoons by a local artist that features stories about life in Aspen. Next Steps (Q2-Q4 2024) –Staff is currently planning a variety of engaging programs for this summer. These programs will include youth summer camps, gallery exhibitions, community events, and partnership programming. Some of the highlights include: Eight weeks of youth summer camps for children aged 5-10. Scholarship funding available for all camps to assure cost is not a barrier for participation. A new Teen Mural Art Camp, which will teach students aged 11-14 how to design and paint a mural in a bike underpass. Partnership summer camps with Aspen Center for Environmental Studies and Teen Film Camp with Aspen Film. Several community events throughout the summer. Public Art pilot project. Milestone:Creating community connections for locals at the Wheeler Opera House Project Description:Our work is grounded in our vision: “At the Wheeler Opera House, we set the stage for connections that create memories for our audiences, artists, and greater Aspen community.” As the only City-owned facility which can accommodate large convenings of residents, the Wheeler’s historic 500-seat theatre is used to gather our community in an astonishing variety of ways: Affordable and dynamic performances by artists and comedians from across the globe Through affordable Wheeler rental rates, performances by beloved local arts organizations including Aspen Music Festival and School, Aspen Film, Jazz Aspen Snowmass, Aspen Community Theatre, Aspen Chorale Society, Aspen Fringe Festival, Shining Mountains Film Festival, Colorado Mountain College, Aspen Historical Society Artistic incubator for local artists, including DanceAspen, Inspire Aspen’s Aspen Rocks!, local skiing and boarding filmmakers “Town hall” for residents to meet and discuss important local issues with partner organizations such as Aspen Public Radio and the Aspen Institute on a myriad of topics including the Entrance to Aspen, Aspen Psychedelics Symposium, Women in Media, and many others Mountain Culture celebrations – Warren Miller, Teton Gravity, Fly Fishing Tour films, Ski Co meetings and award ceremonies Traditional annual student performances by local schools Community event partnerships including ACRA and the Food & Wine Classic, the City’s Special Events Department’s new “Welcome to Winter!” event Volunteer usher program utilizing over 125 volunteers throughout the year New focus in the upcoming year will be given to family programming and inclusion efforts, including: Student matinees for local elementary and middle schools Mainstage family programs introducing families to international artists Programming designed to welcome our Spanish-speaking community to the Wheeler Programming designed to welcome those with developmental disabilities to the Wheeler 46 Accomplishments/Status:The Wheeler’s 2023-24 season has been marked by notable achievements in areas mentioned above. From a kick-off concert by a Selena tribute band that was co-promoted with support from valley partners including Radio Tri-Color and Spanish-speaking influencers, to a jam-packed holiday week featuring Big Head Todd and the Monsters, Ozomatli, and the second annual family New Year’s Eve magic show, to the Wheeler’s first student matinee performance welcoming 350 students from five valley schools, to the family show SNAP! featuring award-winning Korean illusionists, to a busy Laugh Festival lineup, the presented season has been artistically outstanding so far. Community partnerships with dozens of local groups continue, with March seeing eight presentations alone, including ACES, Aspen Historical Society, Aspen Music Festival and School, SkiCo’s NEPSA awards, and Wheeler Associates presenting Elephant Revival over two nights. Next Steps (Q2-Q4 2024) –The Wheeler is preparing to celebrate the 40 th anniversary of the grand reopening of the theater over Memorial Day weekend. The celebration will feature both a “local’s night” performance as well as the return of a beloved music legend who has graced the Wheeler stage multiple times. Aspen Public Radio in association with the Wheeler will present the second Aspen Psychedelic Symposium, followed by the Aspen Fringe Festival, Food and Wine Pass Distribution, a headliner concert in partnership with Wheeler Associates, and a weekend of June Jazz courtesy of Jazz Aspen. The summer will see the return of the Aspen Music Festival and School’s Opera and Vocal Arts Program from the end of June through late August. Including the return of a fully-staged opera on the Wheeler stage (The Marriage of Figaro).The theatrical rigging replacement project will begin immediately upon move-out of the Music Festival and will continue through the end of 2024. Current anticipated reopening date for mainstage performances is approximately January 13, 2025. During the mainstage closure, the Wheeler will present shows in the Vault Bar Lobby space, which can accommodate approximately 100 audience members. Expected Completion Date(s) -2024/25 season. Milestone:Creation of community connections for locals through Recreation Project Description: At Aspen Recreation, our mission is to foster vibrant and inclusive community engagement through innovative programs, events and our multiple facilities. We are dedicated to empowering individuals of all ages and backgrounds to lead active, healthy, and fulfilling lives, while nurturing a strong sense of belonging and connection among our residents. Our Commitment: Community-Centric Approach: We strive to build strong connections with the Aspen community by actively seeking their input, understanding their diverse needs, and co-creating programs and facilities that cater to their interests and aspirations. Our ongoing programming caters to residents from birth through our aging adults. Throughout the year we also host many free community events such as: o Back to School 3 on 3 Basketball Tournament in partnership with the Aspen Elks Lodge. This event is to promote a healthy, active kick start to the school season. Youth that participate will receive a backpack and school supplies. o Truck or Treat: Is a Halloween event held at the Aspen Recreation Center for families to take their children trick or treating in a safe and fun environment. o Community Health Day is a partnership with local nonprofits within the valley to promote the importance of mental, physical and nutritional health. We open up the Aspen Recreation Center from 9am-2pm for workshops, classes, vendors and open play. Accessibility and Affordability: We are committed to ensuring that all members of our community have equal access to our programs and facilities, regardless of age, ability, or socioeconomic background. We have a scholarship program in place to help with the cost of programs or memberships. We also strive to create an affordable, secure and enjoyable setting in our after-school programs and day camps for local working families. Through these principles, Aspen Recreation aspires to be a leading force in creating a connected and thriving community that cherishes health, wellness, and the joy of shared experiences. Accomplishments/Status –Recreation offered 7 free community events in 2023. We also were able to increase our scholarship fund allocation from $9,000 to $19,000 by adding funding into our 2023 operational budget. Next Steps (Q2-Q4 2024) –Recreation is putting together a calendar of current events and will be trying to add a couple more community centric programs to the list. Expected Completion Date(s) -This will be an ongoing process for the Recreation Department to evaluate what we are offering and balancing it with the community's need.47 d.Partnering with local health and human service nonprofit organizations through the city grants program Milestone:Health and Human Services grants program Project Description: The City of Aspen currently maintains a grant program benefiting non-profit organizations providing health and human services (HHS) to the Aspen community. Additionally, the city is piloting a capacity building program for HHS organizations designed to provide new and effective methods of support to organizations providing critical community services. In this pilot program, capacity building consulting services are provided directly to HHS non-profit organizations through a competitive application process in a partnership between the city and Human Service Innovations, LLC. The pilot program allows for a cohort of up to four organizations, represented by their Executive Director and Board Chair, to go through coaching sessions, workshops, and peer learning groups resulting in robust, strategic and operational action plans, process improvements, and potential structural changes, with a focus on long-term sustainability and impact in the community. Accomplishments/Status –The City non-profit grant recommendations are set to be presented to Council for consideration in April of 2024. The program leverages the commitment and expertise of local volunteers to assess grant applications and help ensure that funds are allocated to the most deserving organizations, in alignment with Council goals. Additionally, the pilot capacity building program was completed in December of 2023 with three organizations participating and all three reporting the program improved organizational function, and subsequently, community impact. Next Steps (Q2-Q4 2024) –A contract with a third-party expert to lead the second year of the capacity building program is expected to be finalized in March of 2024, with applications set to open soon after. The program has been tweaked for 2024 to focus on ways to help participating organizations achieve even greater positive community impact. This program is set to be completed in December of 2024. In terms of the discretionary Health & Human Services grants, work is underway with the grants steering committee to establish program policies to ensure a sustainable and impactful program is able to continue to be responsive to the increasing and changing needs of local non- profits. Expected Completion Date(s) -The grants steering committee, with support from staff, expects to return to council with revised policy recommendations in the late summer of 2024. An update on the capacity building program can be expected once the program gets underway with similar timing. Milestone:Continuous improvement of the HSO and PACT program. Project Description: The Aspen Police Department Human Service Officer (HSO) and Pitkin Area Co- Responder Teams (PACT) jointly respond to calls where people may be experiencing mental health challenges and/or substance abuse problems. Staff are reviewing previous year’s outcomes, nationally recognized best practices, and setting up a steering committee to develop key recommendations about future enhancements to the co-responder program. Continual alignment with organizational values is critical. Accomplishments/Status –The HSO Program Steering Committee has met on seven occasions. The team is comprised of law enforcement staff from a variety of units within the organization and key stakeholders. There is a powerful desire to work towards a common goal and there is progress in identifying efficiencies and improvements in the program. Final recommendations are being drafted. Next Steps (Q2-Q4 2024) –Review drafted recommendations to identify next steps by the end of Q1. Expected Completion Date(s) -Q3 - Q4 e.Adding physical capacity to increase available childcare spaces through projects such as the Burlingame Child Center Milestone:Undertake and complete the land use review process to gain entitlements for the Burlingame Early Childhood Education (ECE) center. Project Description: Based on Council direction received at the December 5, 2022 work session, a change order was approved by City Council on April 11th allowing for a modification of the design services scope for this project to solely gain land use entitlements for the early childhood education center. The scope of services has been modified to include only those items necessary for the land use review process and receive entitlements for the project. Timeline:A land use application was submitted to the Community Development Department September of Q3 and will be before the Planning and Zoning in April. It is anticipated that a land use application will be reviewed by City Council by the end of Q2. Final entitlements are anticipated in Q3 of 2024. 48 Resource Needs:No changes necessary as the scope and budget was amended to gain the land use entitlements portion of this project. Council Engagement:Council will be reviewing the land use application as part of the review process after the application is reviewed by the Planning and Zoning Commission. The City Council is the final decision maker on the land use review. Accomplishments/Status - The application is entering the public hearing phase of the review process and is moving closer to gaining final entitlements from City Council. Next Steps (Q2-Q4 2024) –Assuming the project gains land use entitlements in Q3, a land use application for Approval Documents will be submitted to ensure documents to be recorded meet city standards. Once approved, the documents will be recorded, perfecting the entitlements. Expected Completion Date(s) – Staff assumes recordation should be able to be completed by the end of Q4 2024. f.Developing policies and/or regulations that incentivize and promote desirable uses in our community’s commercial spaces. 1) Milestone: Define issues and desired outcomes in commercial sector and commercial zone districts. 2) Milestone: Support Council in policy making and regulatory amendments. Project Description: This is a broad issue, encompassing several overlapping topics. In staff’s view, there are several unifying themes related to this subgoal. They include commercial core businesses and use mix in downtown buildings, temporary uses and structures to facilitate business activities on public and private property, related zoning and energy code regulations, e.g. lighting, signage, amplified sound, outdoor heaters and commercial design, and the relationship between the development review process and use mix. These topics have been central to the community dialogue about business and the commercial core for decades. As far back as the 1983 Plan, the Aspen Area Community Plan references “locally owned and locally serving businesses” and “economic sustainability and vitality” and “downtown character” as topics of community concern. As a result, there is an extensive body of work supporting this community dialogue upon which staff and the community can draw to inform work on this Council goal. Staff plans to bring the latest iteration of this community dialogue with a Council conversation to identify current issues, define issue statements, and describe desired outcomes. This will include assessment of the current commercial environment, identification of trends contributing to that environment, discussion of relationships to other Council goals and AACO policies, and examples from other communities about potential responses. Whether in the milestone to understand this topic or in the carrying out of code changes in support, ComDev staff time may be significantly constrained by work on other Council goals, internal initiatives, and the delivery of core services. Should Council desire a broad scope on this particular goal while ComDev staff is engaged in work on the Customer Service, Affordable Housing, Environmental, and Community Health goal elements also desired by Council, additional staff and/or consultant resources may be necessary. These are complex topics touching several areas of the Municipal Code and City services. They are also potentially economically and socially consequential. As such, technical expertise and staff attention are essential to success. Accomplishments/Status –Staff continue to be reactive and responsive to changing community dynamics related to this topic. Real and lasting solutions to this topic will require code changes in support of new ideas in supporting and encouraging a diverse and flourishing commercial sector. It should be noted that long-standing regulations will need to be evaluated and amended to implement new community ideas in this area. Next Steps (Q2-Q4 2024) –Staff requests a Work Session with Council to evaluate the desire to make significant and varied changes to the Land Use Code and other aspects of the Municipal Code in support of these outcomes. Expected Completion Date(s) -TBD, dependent on Council direction and prioritization.49 Customer-focused Government:Maintaining and enhancing relationships with residents, businesses and visitors is critical to provide services essential to our community. The city of Aspen will continuously improve customer service, services and processes with our customers in mind. This will be accomplished through: a.Assessing customer service standards for the organization Milestone:Customer Service Standards Assessment Project Description: Setting recorded service standards is a common approach to establish, teach, and reinforce consistent levels of service performance and enhance the customer experience across our organization. Customer service standards apply to the interactions between an organization and its customer and the resulting customer expectations. Maintaining and enhancing such relationships is critical in the local government space as many services we provide are essential to our community and alternative services are often not available. Equally important are our internal services and the norms associated with serving and interacting with our peers. The combination and intersection of these concepts is central to our organizational culture. City staff intend to show leadership in this space and to demonstrate to the City Manager and City Council tangible development in identifying: 1) who our customers are, 2) what our customer service practices are across functions, and 3) a common set of customer service standards proposed by the Matrix Team. Standards are intended to promote consistency, unity, identity, pride, clarity, and accountability. Individual departments are encouraged to exercise creativity in aligning their practices with the city-wide standards. Departments will be encouraged to interpret and apply the standards based on their own expert knowledge of their customers. Accomplishments/Status –The multi-disciplinary staff team has met monthly to produce an organizational customer service framework that outlines core standards for the organization. These core standards include anticipation, engagement, consistency, authenticity, accountability. These standards provide specific organizational guidance on expected behaviors and essential considerations. Additionally, City staff held three focus groups with community members on the topic of customer- focused government. Community members that indicated in the 2022 Aspen Community Survey an interest in follow-up conversations were invited to participate. Ultimately 16 people participated. Discussion themes included concern for the balance of tourist and local resident needs; affordable housing; the desire for more communication, trust, and transparency; issues around a changing community character and culture; the pace of development; concerns about the building code and use of regulations; the city’s ability to maximize the use of community spaces, and the disconnect between community priorities and council’s focus. Focus group participants also provided feedback on a handful of customer-focused government council goal-related projects, such as Customer Service Standards, the Permit Advisory Group, the Accessibility and Equity Roadmap, and Aspen 311 Connect. Participant feedback on the projects was largely positive. Next Steps (Q2-Q4 2024) –Staff intends to present this framework to department heads in March. Department heads will begin work on individual customer service strategy plans within each department/work group. The core customer service standards team has produced a "workbook" of prompts to help align customer service tactics across the organization to create consistency. Please highlight upcoming dates, next steps Expected Completion Date(s) -Customer Service is a process of continual improvement. These core standards will be incorporated into orientation, training, performance evaluations, etc. Staff intends for this effort to become a foundational aspect of our organization. Milestone: 2024 Aspen Community Survey Project Description: Every other year, the City undertakes a resident satisfaction survey managed by the Strategy & Innovation Office in partnership with an independent third-party consultant, which conducts an unbiased, comprehensive, statistical analysis.50 Accomplishments/Status –The process of gathering proposals from vendors is underway with a core team of staff. Vendors are being evaluated based on their experience, pricing, and product offerings. Finalists have been selected. Next Steps (Q2-Q3 2024) –A vendor consultant will be selected, and contract signatures will be collected in Q2 with work starting shortly thereafter. Then the survey will be designed between staff and the consultants and will adhere to best practices and industry standards in order to benchmark against other communities across the nation. An Info Memo will be sent to City Council sometime after contract signature. It is estimated that the survey will deploy into the community in the second quarter of 2024 and then a report will be presented to City Council; however, the project timeline is subject to change. More timeline specifics will be available once the consultant is selected and a contract is in place. Expected Completion Date(s) -Q3 Milestone: Gap analysis of customer services provided by the Police Department Project Description: The members of the Police Department are committed to providing the highest quality of services to victims and alarm customers. Staff are reviewing legislative requirements, researching law enforcement best practices, reviewing city ordinances, and surveying customers to determine if the most efficient and effective strategies are being utilized. Accomplishments/Status –The Alarm Process Steering Committee has met on three occasions, surveys have been sent to all alarm customers, and research has been completed to learn more about law enforcement best practices and approaches to business and residential alarm responses. Additionally, several team members are reviewing crime reports, collaborating with the District Attorney’s Office, and looking at internal processes to innovate and enhance services being provided to crime victims. Next Steps (Q2-Q4 2024) –Both project teams will continue to meet during the Q1 – Q2 and key recommendations will be developed. Expected Completion Date(s) -Q3 – Q4 b.Continuing to optimize development review processes. Milestone:Permit Advisory Group Project Description: In March, 2023, members of the Agency Directors team created an inter-departmental task force, the Permit Advisory Group, to drive innovation and optimize the development review process. The task force includes staff members from the four development review agencies: Engineering, Utilities, Community Development, and Parks. In the intervening months, the group has initiated several process changes and driven a push to reduce the volume of permits awaiting review by their respective departments. The group has been chartered and empowered to continue this work indefinitely. Their objectives are to optimize the development review process by – assessing current practices, finding efficiencies, analyzing best practices from comparable communities, recommending structural and resource changes to Agency Directors and the City Manager, and taking responsibility for ensuring ongoing improvement and alignment with organizational standards. The task force reports to the Agency Directors and City Manager. Accomplishments/Status –An Information Only Memo was delivered to Council in a February 27 th packet. The memo describes efforts to date and provides current data on permit volumes and review timelines. Staff will continue to implement process and staffing changes in support of these outcomes. Next Steps (Q2-Q4 2024) –Staff welcomes continuing dialogue with Council on this topic and will continue to seek out and implement further ideas for process improvement and customer experience enhancements. Expected Completion Date(s) -On-going, continuous. c.Amending the Land Use Code to simplify processes and improve coordination between agencies. Milestone:Code Amendments Project Description: Community Development staff maintains a running list of code sections that require 51 amendment. Historically, these code sections are presented to Council triennially for amendment. Council’s desire to find efficiency in the development review process creates an opportunity to bring these ideas to Council for consideration and code amendment. Additionally, past Councils have identified Board and Commission jurisdictions, authorities, and review processes as areas of misalignment between policies, regulations, and development outcomes. Board and Commission reviews are a significant step in the land use process. Assessing the role and authority of Boards and Commissions in the Land Use process and the alignment between those boards’ standards, processes, and development outcomes presents an opportunity to support Council’s desire to both simplify process and improve coordination. Finally, staff from Planning, Building, Climate Action, Utilities, and Engineering have been coordinating since 2022 on identifying regulations is different Municipal Code Titles which are contradictory or are counter to adopted policy and development outcomes. Council's desire to ensure improved coordination between departments creates opportunity for that coordination work to continue apace and result in code amendments in support of this goal. Accomplishments/Status –A cross-agency group to improve in this area was established in Q3 of 2023. The group meets every two months and has established new lines of communication and collaboration. Next Steps (Q2-Q4 2024) –Most immediately, this group is working to coordinate City code provisions related to trash/recycling/compost facilities to encourage the protection of bears and improved functionality and aesthetics. Other near-term topics are a better coordination of thresholds for existing development in coming to compliance with city codes in redevelopment or renovation scenarios. Expected Completion Date(s) -On-going, continuous d. Ensuring meaningful access to services and information for all members of the community through a focus on accessible and multi-lingual communications. Milestone:Advance accessibility and multi-lingual efforts for the city Project Description: Staff is working on a myriad of projects that are underway for immediate and ongoing progress related to this goal. These projects provide a comprehensive and embedded educational foundation related to diversity, equity, inclusivity, and accessibility to coincide with the specific action plan items around accessibility and multi-lingual expansion. Specifically, the projects include city-wide DEIA assessment and implementation plan (gap analysis), City-wide DEIA Training, along with an accessibility consultant to ensure compliance of the new State Accessibility Law. Accomplishments/Status – Project Plan for Compliance with Colorado State Accessibility Law: Over the past year, staff have been working to comply with the State Accessibility Law which goes into effect in July 2024. The work plan includes an accessibility review, audit, document remediation, and updating materials related to any online content including but not limited to the city’s website, intranet, text, images, forms, PDFs, documents and third-party applications. Staff will be holding trainings in April to ensure compliance in the creation and publishing of any online content and materials in the future. Bi-lingual Bonus Administrative Directive The Bilingual Bonus Program encourages and recognizes full and part-time employees of the City of Aspen who use a second language during city business to enhance service to Aspen's customers, residents, and visitors. Participants in the bonus program must meet certain criteria in order to qualify. The use of Spanish is currently the approved language for the program based on Aspen’s demographics and customer service needs. The city will continue to evaluate the possibility of expanding languages eligible for the bilingual bonus program. All full and part time employees working in a position where the Department Head determines that Spanish will substantially assist the department’s day to day operations will be eligible for the program. This program will support accessibility needs across the organization for internal employees and the public. Next Steps (Q2-Q4 2024) –52 Final feedback has been routed through Human Resources and the bilingual bonus directive is being finalized. Implementation and a communication plan are underway. Staff members are currently reviewing the final rules on technology accessibility published by the Governor’s Office of Information Technology at the end of February to ensure Aspen complies. Expected Completion Date(s) -Implementation April 2024,Ongoing e.Developing policies and/or regulations to ensure the review of Land Use and Permitting applications is administered in reasonable, fair and appropriate periods of time. Milestone:Policy development Project Description: Periodically the development review process (including engineering, building, utilities, and parks permitting) is assessed for efficiency, quality of service, and responsiveness of community sentiment around development. In 2001, the “Community Development Re-Engineering Report provided a host of recommendations to improve the development review process. In 2012, the “Bott Report” assessed structural obstacles to further optimization. As the community and development industry evolve, so to must the processes that govern it. To support Council thinking about the current process relative to desired outcomes, staff will provide Council with: understanding of the current process, data about the Aspen development economy and context, and background on adopted City policy related to economic sustainability, development and growth management, planning regulations, and community character. Additionally, comparative data about how similar communities manage the development review process will assist in staff and Council understanding and discussion. A work session will be needed to reach shared understanding of the goal language and desired outcomes. This discussion would include defining “reasonable”, “fair”, and “appropriate” within Aspen’s community and development context. Council may also provide staff with ideas for the desired outcomes from this process related to resident and customer service and experience, the pace and scale of development, and alignment between existing city policies related to development, growth, infrastructure and capacity, environmental health, and climate action. Following the work session, staff will work with the City Manager to develop responses to Council direction. Much of the staff-directed work will focus on departmental procedures and internal policies. Resolutions or ordinances codifying specific policy or regulatory changes will be developed with Council direction and provided to Council for adoption as needed. Data will be provided to Council as needed to demonstrate responsiveness to Council policy directives. Accomplishments/Status –A Information Only Memo was included in the February 27th packet. This memo identifies several intentional improvements within ComDev and across permitting and referral agencies. Next Steps (Q2-Q4 2024) –Staff welcomes further conversation with Council on this topic. Improvements to process and customer experience are on-going Expected Completion Date(s) -Ongoing, continuous. 53 Protect our Environment:Take meaningful action and provide leadership in protecting the natural environment, reducing Aspen’s greenhouse gas emissions by the amount that is scientifically proven to limit global temperature change, and supporting community resilience to climate change and natural disasters. This will be accomplished through: a. Maximizing efficiency and minimizing carbon emissions in all of Aspen’s emissions inventory sectors: Energy Supply, Buildings, Vehicles and Transportation, and Waste Milestone:Align city operations with the Aspen Sustainability Action Plan (ASAP). Project Description: Staff from the Climate Action team will work with each city department to educate departmental staff and leadership, align department goals, projects, and programs (where applicable and appropriate) with the Aspen Sustainability Action Plan (ASAP) to ensure the city works collaboratively towards climate goals. Timeline: Q3 2023-Q3 2024 – Staff from the Climate Action team will begin meeting with individual departments in Q3 2023 and work over the following year to work with departments in developing a list of department-specific objectives and action items. Resource Needs: Staff time with each department director and relevant staff to meet with the Climate Action team to create a plan; potential financial resources will be project-specific and brought to Council as needed. Council Engagement: Departments will present any relevant updates or applicable budget requests to Council as needed. Accomplishments/Status –Staff from the Climate Action team has met with nearly all individual departments as of the end of February 2024, with the remaining meetings scheduled for March. The meetings focused on where the Climate Team can enhance or continue support to departments in ensuring alignment with the ASAP. In each meeting, staff identified the department’s top 3-5 priorities for 2024 and began creating an action plan to accomplish these. Next Steps (Q2-Q4 2024) –Staff will finalize the meetings with departments by the end of Q1 and will continue working through the list of priorities with departments. Climate staff will compile all departments’ priorities and document progress on this work in 2024. Expected Completion Date(s) -Q3 2024 Milestone:Implement Council-supported “Options to Accelerate the Aspen Sustainability Action Plan” as presented at the May 8, 2023 work session. Project Description: As supported by Council at the May 8, 2023 work session, implement the five “options to accelerate the Aspen Sustainability Action Plan (ASAP):” 1.Building performance standards technical assistance 2.Energy audit of all city-owned buildings 3.Fleet and facilities analysis 4.Plastic / construction and demolition waste diversion program development 5.Strategic financial plan for the ASAP Accomplishments/Status –Significant progress has been made on several components of these “accelerated options:” 1. Building performance standards technical assistance: The Climate team has used technical assistance to model building performance standards (BPS) options which will be shared with the BPS stakeholder committee and will be brought to Council in a work session in the fall. Staff will continue to utilize technical assistance in the BPS development process through 2024. 2. Energy audit of all city-owned buildings: Staff has developed a scope of work, entitled the “Municipal Facilities Decarbonization Roadmap,” which takes a phased approach to conducting level 2 ASHRAE audits, electrification analysis, and a decarbonization roadmap. Staff plans to conduct the first phase of this project in 2024 with STR funds; phase 1 will include analysis on approximately 8-10 City of Aspen facilities. Further phases beginning in 2025 will include more City facilities. 3. Fleet and facilities analysis: In an effort to increase efficiency and collaboration, staff combined this fleet and facilities analysis with the project scope above. 4. Plastic / construction and demolition waste diversion program development: Regarding plastic diversion, staff provided an information only memo to Council on January 9, 2024, that shared an analysis of various program and policy direction options and their anticipated impact on overall waste diversion. Regarding construction and demolition waste diversion program development, staff is conducting research and stakeholder engagement to inform the development of a construction and demolition diversion ordinance. In a work session in Q2 2024, staff will bring policy options to Council to inform next steps.54 5. Strategic financial plan for the ASAP: Staff has released an RFP for consulting services to develop this strategic financial plan for the ASAP and anticipates bringing a contract to Council in early Q2 2024. This project plans to use STR funds that are designated for environmental projects. Next Steps (Q2-Q4 2024) –Next steps include selecting vendors for the strategic financial plan and the Municipal Facilities Decarbonization Roadmap, and then beginning the work with the consultants. In addition, staff will come to Council in a work session in Q2 2024 to ask for policy direction on a construction and demolition ordinance development. Expected Completion Date(s) -The anticipated completion date for all items is Q2 2025. b. Finalizing Building Performance Standards and adopting a funding plan to support continued implementation of the Building IQ program Milestone:Finalize Building Performance Standard stakeholder process and summarize stakeholder group recommendations. Project Description: Work with the Building Performance Standards (BPS) stakeholder group, comprised of public and private representatives, to finalize the BPS guidelines and group recommendations. These guidelines and recommendations will include which buildings should be covered, the standard’s framework and metrics, compliance pathways, recommended timeline for compliance, and recommended/needed financial support from the stakeholder group to make the program successful and sustainable. Accomplishments/Status –Staff has continued to meet with the BPS stakeholder group and is developing policy options for the group’s review in Q2 2024. Staff will use the financial strategic plan discussed above to support the development of a BPS financial plan. Next Steps (Q2-Q4 2024) –The BPS stakeholder group is anticipated to meet multiple times before Q2 2024, and staff will create a summary of stakeholder feedback and input for Council to review at a work session in Q4 2024. Expected Completion Date(s) -Q4 2024 Milestone:Bring Building Performance Standards (BPS) Guidelines to Council for adoption. Project Description: Bring the BPS Guidelines and stakeholder group recommendations to Council for consideration and adoption. These guidelines and recommendations will include which buildings should be covered, the standard’s framework and metrics, compliance pathways, recommended timeline for compliance, and recommended/needed financial support from the stakeholder group to make the program successful and sustainable. Accomplishments/Status –Staff continues to meet with the BPS stakeholder committee to finalize policy options that will be brought before Council in Q4 2024. Next Steps (Q2-Q4 2024) –Staff will continue to convene the BPS stakeholder group until Q4 2024. Q4 2024 Expected Completion Date(s) -Q4 2024 Milestone:Develop Building IQ implementation funding plan and bring to Council for approval. Project Description: Working from the BPS Guidelines and BPS stakeholder group recommendations, staff will work with consultants and stakeholders to develop a Building IQ implementation funding plan to use as a financial roadmap for reaching the building performance standard. This funding plan will include cost estimates to achieve the building performance standards, analysis of state and federal (and other) funds available for qualifying energy efficiency work, and potential options for where and how the City could financially support properties and buildings in energy efficiency and electrification upgrades to meet the building performance standard. Once developed, staff will bring the funding plan to Council for direction and approval. Accomplishments/Status –In an effort to combine similar projects into a more efficient strategic plan, staff has combined the ASAP financial plan scope of work with the Building IQ implementation funding plan. Staff has released an RFP for these consulting services and will bring a contract to Council for approval by early Q2 2024. The scope of work in this RFP includes creating a cost analysis and identifying innovative funding mechanisms for various climate policies and action items in the ASAP, including the BPS policy. Next Steps (Q2-Q4 2024) –Staff will bring a contract to council for approval in early Q2 2024. Expected Completion Date(s) -Q4 2024 55 c. Developing a financial plan to quantify and anticipate future costs of adopted climate action policies Milestone:Research best practices and identify resources to inform project scope. Project Description: Work with consultants, peer communities, and stakeholders to gather data and information on best practices, existing and potential resources, and community input to understand scope and needs of the financial plan. Staff anticipates the scope will include a combination of financial impact projections of achieving the City’s adopted climate goals and a matrix of potential funding options for the City to consider. Accomplishments/Status –Staff has released an RFP for consulting services to develop this strategic financial plan for the ASAP and anticipates bringing a contract to Council in early Q2 2024. This project plans to use STR funds that are designated for environmental projects. Next Steps (Q2-Q4 2024) –Staff will bring a contract to council for approval in early Q2 2024. Expected Completion Date(s) -Staff anticipates this contracted work to be completed in Q4 2024- Q1 2025. d. Investing in redundancy and climate change resilience for utility systems to ensure dependable and reliable service delivery. Milestone:Conduct an inventory and gap analysis of internal and relevant regional resilience plans. Project Description: Conduct an inventory of and compile existing City of Aspen and any relevant regional plans (including existing/adopted plans and future capital plans) and studies that address the topics of climate change resilience, electrification, and redundancy. Identify any gap areas in data, information, or plans that are needed to assess the vulnerability and resilience of utility systems, including potential pilot projects and case studies. This could include, but is not limited to, studies or research on the impact of community-wide electrification (building and vehicle electrification), system vulnerabilities to climate change, exploration of utility scale renewables and/or battery storage, and potential regional collaboration opportunities. Request Council budget approval to perform the needed studies and/or to conduct pilot projects that promote resilience and innovation. Accomplishments/Status –Staff has begun to inventory and compile relevant regional plans. Additionally, staff has begun researching and applying resiliency-related projects, such as updating the water efficient landscape standards and begin developing a model to predict impacts to electrical infrastructure based on existing and potential future electric loads to ensure reliable delivery. In addition, staff has made progress on choosing a vendor to conduct a climate policy analysis, which includes consideration of grid resilience and electrification. Finally, the water department has scheduled table-top exercises in coordination with the Colorado Department of Public Health and Environment (CDPHE) regarding emergency preparedness and resiliency. Next Steps (Q2-Q4 2024) –Staff will finish the inventory of relevant regional plans in Q2/Q3 and will meet interdepartmentally to discuss any gaps or missing information. In addition, staff will begin attending regional resilience meetings for the Eagle-Pitkin County Net-Zero Energy Code Roadmap, which focuses on aligning regional energy code to achieve net-zero codes by 2030. Finally, staff will kick off the Electrification Task Force process in Q2 2024; the group’s primary focus is on the impacts and opportunities for electrification, including community and grid resilience. Expected Completion Date(s) -Staff expects most of this work and initial studies to be completed by Q4 2024. Milestone:Identify and conduct key projects within the Integrated Water Resource Plan (IWRP) and Water Efficiency Plan that support resilience of the water utility. Project Description: The Integrated Water Resource Plan (IRP) and Water Efficiency Plan’s contain the City’s long-term water supply goals, reviews the City’s water supply portfolio, and determines the best management techniques for long-range planning. Multiple management techniques have been identified by staff as key projects that could move the needle on water conservation and stewardship in Aspen. Timeline:Q1 2024-Q2 2025 – Staff would begin planning and prioritizing management techniques and identify resource needs in Q1 2024, and identified projects would be executed through Q4 2025. Resource Needs: The cost of these projects is unknown and would be brought to Council for budget consideration and approval in Q2/Q3 2024. Additional staffing resources may be needed depending on the project. Accomplishments/Status –Staff has identified key projects within the Integrated Water Resource Plan (IWRP) to begin developing in 2024: staff is nearing completion of a 30% design of the water treatment plant improvements project; capacity and process improvements are taking into 56 consideration current and future projected water use demands. Additionally, staff is looking into delivery of a water reuse system, which would allow the City to use its source water supplies more efficiently and effectively. Key items in the Water Efficiency Plan (WEP) that will begin in 2024 include: staff has begun planning for water efficiency programming in 2024 and anticipates developing programs such as “Garden in a Box” and expanded irrigation audits. In addition, staff from Climate and Utilities have begun the initial research and development for what a water-focused building performance standard could look like. Finally, staff continues to identify areas for expansion and implementation from the WEP. Next Steps (Q2-Q4 2024) –Continue developing the projects and programs above in Q2-Q4 2024. Expected Completion Date(s) -Staff anticipates planning efforts and program implementation to be completed by Q4 2024; anything regarding larger construction or capital projects will be brought to Council for formal approval. e. Expanding our commitment to wildlife conservation, wildfire mitigation, open space stewardship, river health, and preservation of the urban forest. Milestone:Wildlife: Leverage the proposed Wildlife Coordinator position to lead Aspen area coordination with stakeholders, businesses, and community members, to minimize negative wildlife interactions and provide a safe environment for wildlife in our community. Project Description: The management of the City’s wildlife program has evolved over the years, and is increasing in complexity with the additions new composting ordinances, the growth of moose populations, and the potential arrival of wolves in the region. This project aims to focus more time and resources on engaging with the community, stakeholders, and the businesses in the downtown core through education campaigns, management strategies, and enforcement. The City has been actively participating in the management of wildlife issues, originally focused on bears, in the City for many years. Historically, Aspen Police Department has led the coordination and management of the program and the response to wildlife calls. Over the last few years, the Parks and Open Space Ranger staff increasingly participated in trash compliance patrols in the core. In the 2024 budget proposal, a new position is requested to move the oversight and management of the bear program, from the Police Department to the Parks and Open Space department. This effort will provide resources that allow the city to better focus on preventative management actions and ensure proper enforcement. The Police Department will continue to be the primary responders for public safety calls, but this position will lead inter-departmental strategy, code-revisions, and community engagement. Accomplishments/Status –The position description for the Wildlife Coordinator role has been finalized and posted, and this position will transition officially from the Aspen Police Department to the Parks Department as of March 11, 2024. Next Steps (Q2-Q4 2024) –Establishing the new program, building and strengthening relationships with partners, and beginning the work of monitoring trash container compliance in the downtown core as the snow melts. Expected Completion Date(s) -The program should be well established by the end of 2024. Milestone: Urban Forest: Initiate annual inventory of certain zones in the community forest that guide management actions annually, with the goal of preserving and growing the benefits of the urban forest for climate resilience. Project Description: This project will initiate an annual inventory of certain zones in the community forest that guide management actions on an annual basis. The goal of this project is to preserve, and grow, the benefits of the urban forest for climate resilience by utilizing more current data in preparing for annual maintenance tasks, as well as identifying areas for increases in planting, or replacement planting of trees. Staff have divided the City’s urban forest into six management units (zones), and typically focus on one zone annually for preventative maintenance pruning, tree health assessment, tree removal, and replanting of vacant planting spaces. Accomplishments/Status –The inventory work has been contracted and staff anticipates work will begin in early summer 2024.57 Next Steps (Q2-Q4 2024) –Staff are also looking at Emerald Ash Borer as an emerging threat to approximately 450 city owned ash trees. Staff will likely evaluate these trees in addition to the scheduled inventory work for 2024. Expected Completion Date(s) -Late Q3 2024. Milestone:Open Space Stewardship: Prioritize the completion of management plans for each City of Aspen owned Open Spaces over the next five years, so that our stewardship and management actions recognize the community benefits of these spaces. Project Description: Prioritize the completion of management plans for the most significant Opens Spaces over the next five years so that our stewardship and management actions recognize the community benefits of these spaces. Accomplishments/Status –Staff have completed a number of components for the Ute Cemetery Management Plan, including a historic resource assessment and a comprehensive survey of the parcels. Next Steps (Q2-Q4 2024) –Continuation of management plan writing throughout 2024. Expected Completion Date(s) -This is a multi-year goal – staff will continue to work on the Ute Cemetery Management Plan as well as others over the next several years. Milestone:Wildfire: Expand participation and supplemental funding to the Roaring Fork Wildfire Collaborative through the addition of the Natural Resource manager position and implement mitigation projects on City owned open space or land. Project Description: Over the last five years, Parks and Open Space staff have completed several mitigation projects. Due to complexity and staff resource availability, these happen infrequently. With additional resources, this project will bolster the planning and efforts to execute fuel mitigation projects on City open space and participate more actively in regional planning efforts of the Roaring Fork Wildfire Collaborative. Accomplishments/Status –The Natural Resource Manager position is open and staff anticipates it will be filled in April 2024. Staff have been working with several local agencies on an intergovernmental agreement for the funding of wildfire cameras. Several City of Aspen departments are collaborating on an ignition resistant design guide as well as planning for municipal code changes related to wildfire resilience. Next Steps (Q2-Q4 2024) –Parks and Open Space Department will be presenting draft municipal code changes in Q2 2024 and the inter-departmental guide will be published in the next several months. Expected Completion Date(s) -Several components of this goal will be completed by the end of 2024, but this is a multi-year project. Milestone:Inventory and compile existing City plans, efforts, and studies that address resource and land stewardship, conservation, and wildfire mitigation. Project Description: Conduct an inter-departmental inventory of and compile existing City of Aspen plans, efforts, and studies (including existing/adopted plans and future capital plans) that address resource and land stewardship, conservation, and wildfire mitigation. The purpose of this inventory is to see what exists in City plans, where and how the City is currently working with outside agencies and local non-profits, and where the gaps in action or collaboration may be. Staff will identify opportunities for the City to expand current efforts to integrate planning and resources and coordinate future actions internally and with outside organizations to ensure ecological vitality and wildfire resilience. This will include where the City’s leverage and action would be impactful and where supporting and empowering other organizations or groups would be impactful. If identified, staff will compile and present recommendations and opportunities to Council to support the work of non-governmental organizations that are working on ecological vitality and climate resilience. Accomplishments/Status –Staff have begun conducting the inventory of existing City plans that cover the topics of stewardship, conservation, and wildfire mitigation, and are fully engaged in work with the Roaring Fork Wildfire Collaborative and the Roaring Fork Outdoor Coalition, two regional, multi-organizational groups. 58 Next Steps (Q2-Q4 2024) –Finalizing the inventory of existing City plans, continuing work with Roaring Fork Wildfire Collaborative on regional wildfire collaboration, and continuing to work on conservation and stewardship, continuing work with Roaring Fork Outdoor Coalition. Expected Completion Date(s) -Inventory of plans will be completed by Q3 2024, and work with the regional groups will continue indefinitely. Staff will bring any relevant updates or proposed action items to Council as needed. 59 Prioritize infrastructure and maintenance for aging facilities: To continue to provide efficient and reliable water, stormwater and electrical services; safe roads and bridges; and ADA accessible pedestrian improvements for the community, the city commits to prioritizing and advancing infrastructure projects. This will be accomplished through: a.Prioritizing funding for projects in the 5-year capital improvement plan; Milestone:Capital Improvement Plan Prioritization Project Description: On an annual basis Finance and the City manager’s office provides each department/fund specific guidance, templates, and review process to develop and present a 5 year+ capital plan. Previous planning efforts serve as a foundation for the development of the subsequent year’s long range capital plan. As community needs change, plans are updated to reflect the new paradigm. These plans are developed, reviewed, and assessed against budgetary limitations, capital needs, and organizational values. Final recommendations are compiled and presented to City Council in a work session setting. Accomplishments/Status –Council adopted the 2024 Budget that incorporated $43 million for capital this year. This one-year appropriation was accompanied by forecasted capital programs for the four years thereafter. Annual financial needs during this 5-year term penciled in as high as $152 million in 2026 (includes Lumberyard phase 1) to just $15 million in 2028. Leading into the planning process for next year’s capital plan, staff has already held an all-City project manager meeting to share proposed projects, by type and location, with hopes for added efficiencies such as economies of scale pricing, attractiveness for contractor bidding interest, and reduced Community disruptions. Next Steps (Q2-Q4 2024) –The 2024 Spring Supplemental packet will include a substantial request for capital carryforward from 2023 and will add to the $43 million appropriated already this year. Given the significant dollar value and volume of projects that is reflected in the combined 2023/24 capital program, staff is anticipating a lighter capital plan proposed for 2025, to further prioritize projects for the Community and in recognition of staffing and contractor resources. Expected Completion Date(s) -Staff continues to work through the prioritization of projects annually and will check in with Council through routine budget meetings to ensure the appropriate project prioritization is reflected. b.Exploring any necessary debt issuance for goal completion Milestone:Exploration of debt issuance Project Description: Competing community priorities and aging infrastructure have the potential to overwhelm existing revenue streams either on an annual basis or for a finite period. The City of Aspen currently carries an excellent bond rating and has the capacity to contemplate debt as a tool to address these short-term needs. Staff will review the aggregated and fund level capital requests and weigh these against current revenues and funding mechanisms. Accomplishments/Status –Staff has scheduled a work session with Council on March 25 to inquire as to whether certain taxation should be extended beyond their current sunset dates – these include the affordable housing RETT and the dedicated sales tax for childcare and housing. If supported, staff would pursue ballot language to ask for voter approval of these extensions, thereby allowing these revenue sources to be pledged as support for any future debt issuance. Next Steps (Q2-Q4 2024) –Next steps will depend on Council sentiment around the extension of the existing taxes. If these sources are not recommended to be extended at this time, there still are opportunities for lesser debt issuances with shorter repayment terms, if desired. Expected Completion Date(s) -There is not a firm completion date as the projects needing debt support are not yet clearly established. c.Implementing recommendations from rate studies Milestone:Rate Studies Implementation Project Description: Periodically, staff review market data, revenue needs, infrastructure condition and other factors to ensure alignment between revenues and expenditures for specific funds. Utilizing outside experts ensures an un-bias, defensible, rate structure that maintains the health of specific funds while providing pricing sensitivity for rate payers. Staff believe this frequent, professional, and comprehensive review provides community value while avoiding extreme rate changes that can be impactful to customers. Accomplishments/Status –Staff performed an in-depth review of the development review fees for Engineering and the ancillary review departments of Utilities and Parks and Open Space as part of the 60 2024 budget process. Provided during the October work sessions, recommendations were presented to Council and were supported via the adoption of Ordinance #22 (Series 2023). Next Steps (Q2-Q4 2024) –With these departments’ review fees established, staff is now focusing on the two remaining departments (Planning and Building) that generate the most amount of development review revenue. Staff has been working through metrics around various services being provided and anticipates having a work session with Council in April to solicit responses to some framing questions before pushing into a new cost recovery model process. Expected Completion Date(s) -Staff anticipates having an informational memo to Council by the end of August, and action item on the agenda for Council in mid-September, to establish new development review fees for ComDev beginning January 2025. d.Establishing the allocation for the short-term rental tax revenues. Milestone:Allocation for short-term rental tax revenues Project Description: Following the successful ballot question approval of a new STR tax in November 2022, voters gave Council oversight authority around the allocation of up to 30% of all collections to be applied to either infrastructure maintenance and repair items or new environmental initiatives. Staff therefore required direction from Council on the priority projects within these two buckets, to determine how to receipt tax revenue into the City budget. Accomplishments/Status –With the first fiscal year of the new STR excise tax collected, the Council now has a sense of at least a partial year of collections (May – December). In total, these tax receipts tallied $3,393,571, and at 30% for infrastructure / environmental purposes, the amount equates to $1,018,071. Next Steps (Q2-Q4 2024) –There are a range of potential uses for these funds, including the high dollar Armory remodel project and the advancement of the Aspen Sustainability Action Plan (ASAP). As supported by Council at the May 8, 2023 work session and approved through the Protect Our Environment Council goal work plan, staff plans to use STR dollars for two priority projects in 2024: a climate policy financial analysis and a City buildings analysis and decarbonization roadmap. Staff is currently engaged in a Request for Proposals (RFP) process to identify possible vendors to assist with the financial analysis, looking at aspects of various prioritized climate policies. Staff is also preparing to advance the decarbonization roadmap for City-owned buildings, and will work in Q2 to move a RFP process forward for this work. These two projects are key priority areas for moving forward the goals and action items in the Aspen Sustainability Action Plan. Expected Completion Date(s) -This is an on-going effort and staff anticipates engaging Council periodically throughout the financial planning process to put these funds to use. 61