HomeMy WebLinkAboutInformation Only 061124AGENDA
INFORMATION UPDATE
June 11, 2024
5:00 PM,
I.Information Update
I.A Parks Strategic Plan Overview
I.B City Non-Discrimination Ordinance Community Outreach and Engagement
Initiatives
I.C Armory Hall Remodel & Reuse Work Session, May 28, 2024 - Follow-up memo
Council Info Only Memo - Parks Strategic Plan.docx
NDO_Work_Session_Memo_.docx
Armory Hall work sesssion_ May 28, 2024_Follow-Up Memo.pdf
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INFORMATION ONLY MEMORANDUM
TO: Aspen Mayor and City Council
FROM: Michael Tunte, Landscape Architect and Construction Manager
THROUGH:Matt Kuhn, Parks and Open Space Director
MEMO DATE:June 3, 2024
RE:Parks Strategic Plan Overview
PURPOSE:
The purpose of this memo is to provide Council with an overview of the upcoming Parks and Open Space
Strategic Plan. No action is requested of Council.
SUMMARY:
In November of 2022, the city of Aspen passed ballot issue 2B which extended the half cent open space
tax in perpetuity. To utilize funding responsibly and effectively, the Parks and Open Space Department is
initiating a year-long planning process to create the first ever Parks and Open Space Strategic Plan, a
guiding document that will create a shared vision for the next 5-20 years of the City of Aspen's parks,
trails, and open space system. A Strategic Plan is an important goal supporting the following:
Stakeholder Engagement: Developing a strategic plan involves input from community members
and stakeholders, which fosters a sense of ownership and support for parks and their programs.
Resource Alloca?on:A strategic plan helps ensure that resources are allocated efficiently and
effec?vely to meet the department's goals and community needs.
Goal Alignment:It aligns the department’s ac?vi?es and ini?a?ves with broader community
goals, ensuring that the parks contribute to the overall well-being and quality of life for
residents.
Accountability and Transparency:A strategic plan promotes accountability and transparency by
providing a clear roadmap of the department’s objec?ves and the steps needed to achieve
them. This helps stakeholders understand how funds are being used and what outcomes are
expected.
Adaptability and Resilience:A strategic plan prepares the department to adapt to changing
circumstances, such as budget fluctua?ons or emerging community needs, ensuring long-term
sustainability and resilience.
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Strategic Plan Components
The Parks and Open Space Strategic Plan will identify high-level goals and objectives that provide direction
for the future work of the Parks and Open Space Department.
Key components of the Strategic Plan will include:
Development of a plan vision statement and department mission statement,
A comprehensive park, open space and trail system inventory,
Analysis to evaluate park access and distribution, trail connectivity and the provision of park
amenities,
Community outreach and engagement with key partners and stakeholders,
Parks and Open Space Department goals and objectives,
Strategies and actions to achieve plan goals,
And high-level implementation guidelines and metrics to evaluate if plan goals are being met.
The Strategic Plan will be a living document that is implemented over time by integrating plan strategies
and actions into annual Parks and Open Space Department work plans, projects, and budgets. The plan
will be periodically updated to assess if plan goals are still relevant and if any revisions or additions are
needed.
Project Timeline
The year-long planning process began in May of 2024 and will be completed in May of 2025. The process
consists of three phases, which are outlined below. Phase 1 includes analysis to establish the baseline
for the parks system today. Input from City staff and the community will be gathered to understand
values and needs surrounding parks and open space. During Phase 2, staff will utilize this input to form a
plan vision and framework and refine plan goals and actions. Phase 3 will include sharing plan highlights
and goals and will provide opportunities for feedback from the community, the Open Space and Trails
Board, and City Council.
Phase 1 - Learn and Explore, May 2024 - September 2024
Staff visioning workshops.
Parks system inventory and analysis.
Community outreach survey and activities.
Stakeholder focus groups.
Phase 2 - Chart the Course, September 2024 - February 2025
Share outreach findings on community voice.
Staff goals and actions workshop.
Staff cross-departmental workshop.
Open Space and Trails Board (OSTB) workshop.
Plan document creation.
Phase 3 - Share the Vision, February 2025 - May 2025
Share plan summary and goals on community voice.
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Plan summary memo to OSTB and City Council.
Community, OSTB, and City Council feedback opportunities.
OSTB motion of support.
City Council resolution on Parks Strategic Plan.
Community Outreach
The Strategic Plan presents an opportunity to understand community values surrounding Aspen's parks
and open space system. There will be multiple touchpoints with City Council, the Open Space and Trails
Board, City staff, key stakeholders, and the community. Community outreach activities will include an
online community survey, activity booths at the Aspen Farmer's Market and Aspen Community Picnic,
and survey outreach at parks throughout the summer. Updates on the planning process, key outreach
findings, and Strategic Plan highlights will be posted to Aspen Community Voice along with opportunities
for community feedback.
Focus group workshops will be held to engage with key stakeholders and partners. These workshops will
center on topics such as the trailssystem, Nordic skiing, sustainability, the environment, open space,
arts and culture, and athletics.
City Council Roles and Involvement
The Parks and Open Space Department invites City Council members to share their input by par?cipa?ng
in the various community outreach opportuni?es that will be offered throughout the summer. Parks and
Open Space would greatly appreciate Council's support in helping to spread awareness of these
outreach ac?vi?es, which will be widely adver?sed beginning in July.
Key touchpoints with City Council willshare project updates, outreach findings, and highlights of the
Strategic Plan. At the conclusion of the planning process, the Parks and Open Space Department will ask
that upon a mo?on of support from the Open Space and Trails Board, City Council formally supports a
resolu?on to adopt the Parks and Open Space Strategic Plan.
Key touchpoints during the planning process will include:
Council Touchpoint #1, June 2024: Introduce Strategic Planning Process.
Council Touchpoint #2, October 2024: Share outreach findings and dra? plan framework.
Council Touchpoint #3, April 2025: Dra? plan summary memo, OSTB presents mo?ons of
support.
Council Touchpoint #4, May 2025: Council resolu?on on Parks Strategic Plan.
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NEXT STEPS:
No action is requested of Council.
ATTACHMENTS:
CITY MANAGER NOTES:
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INFORMATIONAL ONLY MEMORANDUM
TO: Aspen City Council
FROM:Alissa Farrell, Administrative Services Director
CC:James R. True, City Attorney
Sara Ott, City Manager
Carolyn Sackariason, Communications Co-manager
MEMO DATE:June 10, 2024
RE: Community Outreach for Updating City Non-Discrimination
Ordinance (NDO)
PURPOSE: This memorandum is for informational purposes only. No action is
required. This memo updates City Council on community outreach and engagement
initiatives scheduled to launch the week of June 17 for the city’s updated non-
discrimination ordinance.
The community outreach and engagement initiatives are in preparation for the August
12th work session, during which the updated non-discrimination ordinance will be
discussed.
SUMMARY AND BACKGROUND:The city is working towards modernizing the
groundbreaking non-discrimination ordinance from 1977. The current ordinance, which
prohibits discriminatory practices related to employment, housing, and public services
and accommodations, can be found here: Ordinance No. 60 (Series of 1977).
A few general themes related to the updates made to the draft ordinance include, but
are not limited to, the expansion of protected classes, refreshing language to be more
inclusive, and expanding what is needed for proof of discrimination based on updated
legislation.
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As internal stakeholders, Aspen Police Department and Aspen Pitkin Housing Authority
(APCHA) staff were involved in gathering feedback on the draft ordinance. Additionally,
two diversity, equity, and inclusion consultants reviewed the draft ordinance.
NEXT STEPS:The city is scheduled to launch a community outreach and engagement
plan from June 17 through August 9, 2024. As part of the plan, staff will highlight the
changes to the ordinance, provide a narrative of its instrumental history, and gather
feedback from the Aspen community on the draft ordinance.
Specific outreach to businesses will take place in conjunction with community-wide
initiatives. Because the revised draft non-discrimination ordinance focuses on
prohibiting discriminatory employment practices, housing practices, and public services
and accommodations, targeting businesses, property owners, property managers, and
landlords through virtual meetings and specific outreach initiatives will help inform and
directly gather feedback from relevant stakeholders.
Virtual meetings and direct outreach will take place over the course of the next couple of
months. As meetings and outreach initiatives are scheduled, community members and
City Council will be included and may wish to participate in learning the background and
in providing feedback on the proposed revised ordinance. All feedback is welcomed.
Listening, understanding, and gathering feedback are important goals as part of the
communications and outreach effort as staff work towards finalizing the non-
discrimination ordinance for the Aspen community.
CITY MANAGER NOTES:
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FOLLOW-UP MEMORANDUM
CITY COUNCIL WORK SESSION
WORK SESSION MEETING DATE: May 28, 2024
FOLLOW-UP MEMO DATE: June 4, 2024
AGENDA TOPIC: Armory Hall Remodel & Reuse: Project Update
PRESENTED BY: Jennifer Phelan
COUNCIL MEMBERS PRESENT: Torre, Bill Guth, John Doyle, Sam Rose, and
Ward Hauenstein (virtual)
______________________________________________________________________
WORK SESSION DISCUSSION SUMMARY:
Staff and the consultant team provided a summary of the work undertaken by the team since
contract execution, inclusive of an initial operating budget for the building based on its use
primarily as a food hall (programmed with 5 food vendors and 2 bars) using an operator
model of management. The central intent was to inform Council of the results of a
preliminary operating budget so that it can consider the financial implications of an initial
program, provide feedback and inform the direction on next steps for the project. After the
presentation and discussion, Council provided the following direction:
Topic: Financial Parameters
1.Confirm level of building investment as a budget of $18-23 million has been
discussed previously.
Council majority consensus: Some Councilors felt it was a bit premature to be
discussing a budget at this stage of the project; however, it was noted a
commonsense approach and being mindful of budget is important. A couple
Councilors targeted the $18 - $23 million range.
2.Confirm Council’s goal on return of investment. The initial budget shows a
modest return of approximately $500,000.00
Council majority consensus: In general terms, Council consensus landed on the
idea that program should not be dictated by generating the greatest return
possible. Additional sentiment was that being able to maintain the building over
time with a modest return is acceptable.
3.Confirm investment for a turn-key building or Tenant Improvement
allowance.
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Council majority consensus: Three Council members noted there should be
some financial contribution or skin in the game for an operator. Concern was raised
at the cost differential between white box and turn-key by one Council member. All
seemed open to moving forward with the idea of needing to get to a turn-key/tenant
improvement allowance but more work and consideration is needed.
4. Should affordability be defined, to provide clear expectations to any
operator.
Council majority consensus: Several Council members noted affordability is
important but that defining affordability is difficult and better defining of
programming and concept can assist in driving an affordable product versus
defining pricing.
Topic: Design/Program Parameters
1. Confirm the design should provide flexibility to accommodate operators
over time and not be pigeonholed.
Council majority consensus: Council consensus is that the design should
provide flexibility over time to change operators as needed.
2. Should the building operate primarily as a food hall, as other uses may not
be accommodated
Council majority consensus: All Council appear to want to see a food hall/food
component in the building. A food hall being the primary/sole use is debatable.
NEXT STEPS:
The consultant team intends to progress a concept to 100% enhanced schematic design.
To meet that goal, the following actions will need to occur:
1. Development of two design concepts. The design team will develop two
concepts with an emphasis on programming identified by community outreach and
Council direction, as well as consideration of complimentary uses (and sizing) that
will provide the best chance of creating a vibrant community hub.
2. Public engagement. Public engagement to inform the community of design
progress and forecasted financials will be undertaken.
3. Council check-in. After public engagement, a follow-up work session providing
outreach results and the design concepts will be undertaken. The intent is to arrive
at a consensus for final programming and broad design parameters.
4. 100% enhanced schematic design. A final work session will be undertaken with
Council at completion of 100% enhanced schematic design. This will allow Council
to review the schematic and provide any direction need for issuance of an RFP for
an operator of the building.
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CITY MANAGER COMMENTS: The City Council will need to consider debt financing or
certificates of participation to accomplish the Amory renovation and preservation work.
The Asset Management Plan Fund (AMP) does not have a sufficient fund balance to
deliver this project on a cash basis in the next few years. Using a debt instrument is a
widespread practice for local governments, including Aspen, for high-cost capital
projects. The net revenue generated by the project will be a factor in the City’s
financing evaluation. The Council is encouraged to take a long-term view of the
building's financial needs while balancing the increasing costs of providing core
infrastructure services. The finalization of the space use will enable staff to complete
thorough debt financing modeling.
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