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Home My WebLink Aboutagenda.council.worksession.20251006AGENDA CITY COUNCIL WORK SESSION October 6, 2025 4:10 PM, City Council Chambers 427 Rio Grande Place, Aspen I.Work Session I.A City of Aspen Financial Update I.B 2026 Propose Budget Work Session 1 - Economic Overview and Big Picture Considerations I.C Pedestrian Mall Safety Initiative Work Session II.Council discussion of the items published in the most recent information update, as needed Zoom Meeting Instructions Join from PC, Mac, iPad, or Android: https://us06web.zoom.us/j/81319481399? pwd=lCmPdDPSmKaHk2WtRMfQEvFPcBeQWY.1 Passcode:81611 Join via audio: +1 346 248 7799 US Webinar ID: 813 1948 1399 Passcode: 81611 International numbers available: https://us06web.zoom.us/u/kyOA1AqLx October 6, 2025 - Financial Update - Final.pdf 2026 Budget Work Session 1 - Kick Off slides.pdf 251006_Ped_Mall_Safety_Worksession_Accessible_Final.docx Council Presentation_251001.pdf 1 1 October 6, 2025Tyler Sexton – Interim Finance DirectorMatt Grau – Budget ManagerFinancial Update2 2025 Taxable Sales (Thru July)July % vs 20242025 (Thru July)2024Industry7%$248,736,470$231,384,392Accommodations3%$138,565,708$133,906,362Restaurants10%$106,329,948$96,977,781Fashion Clothing23%$93,400,488$76,243,202Miscellaneous125%$92,128,812$40,921,175Construction8%$49,608,667$45,727,305Food & Drug-20%$45,184,615$56,823,628Jewelry/Gallery-3%$43,550,416$44,908,864Sports Equip/Clothing-5%$28,408,598$29,852,201Utilities-1%$10,958,918$11,055,196Liquor/Cannabis-84$3,089,672$19,587,833Automobile9%$858,600,061$787,387,940Taxable SalesBiggest SHIFT Since April:Accommodations: 2% → 7% (+5 pts)Miscellaneous: 16% → 23% (+7 pts)Jewelry/Gallery: -54% → -20% (+34 pts)Biggest SHIFT Since April:Restaurants/Bars: 20% → 3% (-17 pts)Fashion Clothing: 17% → 10% (-7 pts)Automobile: -77% → -84% (-7 pt)Makes up 57% of the local economyReporting under Vehicle Use Tax +17% over 2024.3 2.4% Sales Tax Collections2025 Midyear Update % increaseTax CollectionsBudget Assumptions5%$32,652,20020253%$33,658,70020262026 Projections2025 ProjectionsDedicated Use$21,391,500$20,801,1001.5% Parks and Open Space$2,139,100$2,080,1000.15% Transportation$1,604,400$1,560,100Portion of 0.45% Affordable Housing (25% share)$4,813,000$4,680,200Portion of 0.45% Kids First (75% share)$4,278,300$4,160,2000.30% Public Education (2026 sunset)$34,226,300$33,281,700Annual Tax ProjectionsFiscal Year 2024: $31.1M2025+7%increase over 2024+630K additional collections2026+2.84% increase over 2025+$568k additional collections% IncreaseTax CollectionsUpdated Forecast7%$33,281,70020252.84%$34,226,30020264 Lodging Taxes2025 Midyear Update % increaseTax CollectionsBudget Assumptions1.5%$12,929,30020253%$13,317,00020262026 Projections2025 ProjectionsLodging Type$5,170,000$5,018,000STR - Classic$1,990,000$1,931,000STR – Lodging Exempt$110,000$110,500STR – Owner Occupied$7,270,000$7,059,500STR’s (5% / 10%)$6,150,000$5,973,200Lodging / Hotel (2%)$13,420,000$13,148,100Total Lodging CollectionsFiscal Year 2024: $12.7MUpdated Forecast:2025 & 2026: +3% growthNet Gain: +321k over prior forecast% IncreaseTax CollectionsUpdated Forecast3%$13,148,10020253%$13,420,00020265 Real-estate Transfer Tax Collections2025 Midyear Update (Thru Aug)Fiscal Year 2024: $23.8M• Housing: $15.8M• Arts & Culture: $8M• 2025 Trend:• Transactions 10%• Cash Value up 8%• 2026 outlook: Holding flat at $25.7M due to market volatilityTax CollectionsUpdated Forecast$25,718,0002025$25,700,00020262025 (Thru Aug)418Number of Transactions$1,129,504,423Total Cash Value$2,702,164Average Cash Value$16,716,339Actual Tax ReceiptsAffordable Housing Fund $11,068,594Arts and Culture Fund $5,647,7452025 EstimateAffordable Housing Fund $17,029,000Arts and Culture Fund $8,689,0002026 EstimateAffordable Housing Fund $17,029,000Arts and Culture Fund $8,689,000Tax CollectionsBudget Assumptions$26,751,0002025$26,800,00020266 October 6, 2025 2026 Proposed Budget Work Session # 1 7 New Format for 2025 Budget Work Session Agenda •Focus on Council Priority Projects, Goals, and Guiding Principles o What’s been accomplished? o What is proposed ahead? •2026 Budget & Budget Drivers o Proposed Budget Financials o Major Capital o Supplemental Requests & Proposed Fee Change Highlights •Important Issues o Capital Planning, Putting Fund Reserves to use & Fund health o Economic Outlook o Organizational Resiliency & Customer Service •Wrap Up 8 City Values Service:We serve with a spirit of excellence, humility, integrity, and respect. Partnership:Our impact is greater together. Stewardship:Investing in a thriving future for all by balancing social, environmental, and financial responsibilities. Innovation:Pursuing creative outcomes grounded in Aspen's distinctive challenges and opportunities. 9 Strategic Focus Areas Safe & Lived in Community of Choice •Ensure Aspen is an attractive, diverse, and safe city to live, work, and visit year-round. This includes opportunities to access childcare, healthcare, housing, transit, parks, recreation, and technological connectivity. Community Engagement: •Ensure a trusted dialogue and relationship in the community that encourages participation, consensus building, and meaningful engagement. Protect Our Environment •Ensure that policy decisions, programs, and projects manage impacts to the, climate, public health, and well- being. Smart Customer Focused Government •Provide value to the community by continuously improving services and processes based on feedback, data, best practices, and innovation. Fiscal Health & Economic Vitality •Promote the economic sustainability of the Aspen community by advancing a healthy, diverse local economy while responsibly managing revenue streams, community investments, and financial reserves. 10 Reflection of Council Priority Projects & Goals 2026 Proposed Budget 5 11 Council Priority Project – Armory Hall • What have we accomplished? – Design progress to 100% DD (design development) – Construction partner selected – Shaw Construction – Land Use entitlements granted • What is next? – Obtain building permits – Construction start estimated 3 rd quarter 2026 – 2026 proposed capital budget includes $13.0 million for Armory Hall project 6 12 Council Priority Project – Lumberyard • What have we accomplished? – Phase 0 site demolition and site infrastructure preparation – Vertical construction partner selected – Gorman & Company • What is next? – Debt question on Nov 2025 ballot – Site infrastructure – Obtain building permits – Begin vertical construction – 2026 proposed capital budget includes $110.0 million for Lumberyard 7 13 Council Priority Project – Entrance to Aspen • What have we accomplished? – CDOT bridge inspection completed June 2025 – Council provided direction to re-evaluate the 1998 record of decision, preferred alternative, and EIS – Approved a contract with Jacobs Engineering to perform the re-evaluation, projected to take roughly 15 months • What is next? – Future public open house meetings to review results and proposed modifications to the preferred alternative – 2026 proposed capital budget includes no new funding for the Entrance to Aspen. 2025 project budget was sufficient to support the contract with Jacobs Engineering.8 14 Council Goal – Early Childhood Education • What have we accomplished? – Two 2025 work sessions with Kids First to evaluate current support structures and proposed updates to financial aid support and workforce teacher subsidies – Council provided direction on how to proceed with updates to financial aid and support of ongoing teacher subsidies – Financial review confirming the 152 Kids First Fund can support the additional expenses for higher level of support to families and teachers • What is next? – Future 2026 work session to review the initial results of implementation – 2026 proposed operating budget includes an ongoing supplemental request of $600k to increase budget authority supporting program expansion for financial aid and teacher wage subsidies 9 15 Council Goal – Resource & Infrastructure Resilience • What have we accomplished? – 2025 adopted capital budget of $57.1 million – Infrastructure improvements made up $18.7 million or 33% of the 2025 capital budget, including Entrance to Aspen, Electric line and equipment upgrades, Water line upgrades, stormwater stormpipe lining project, and downtown core parking improvements – Building improvements included Lumberyard phase 0 site demo, Armory reuse design, Old Powerhouse renovation, and Police Dept lobby upgrades – Multi-department asphalt replacement project including Parks trails, ARC, Rio Grande Recycling center, Golf course parking lot, Truscott, Marolt, and Aspen Country Inn lots •What is next? – 2026 proposed capital budget of $171.1 million – Includes major capital investment into Lumberyard, Armory, & Water Treatment Plant – Robust capital discussion planned for our 3 rd budget work session on Oct 20th – Supplemental request for City’s share for regional 911 communications center operating expenses 16 Council Goal – Traffic Flow & Congestion Relief • What have we accomplished? – RFTA free fare fall pilot – West End traffic calming; increased police presence and traffic officer pilot position – Hopkins Ave traffic flow and bike prioritization pilot – Rubey Park Transit Center capital improvements – Increased investment in We-Cycle • What is next? – New electric bus and shuttle vehicles expected delivery in 2026 – 2026 proposed capital budget includes funding for replacement of the Power Plant Rd bridge – 2026 proposed supplemental for additional We- Cycle stations and operating support in Aspen – Annual hardscape sidewalk, curb, gutter, ADA improvements, and road paving projects 11 17 2026 Proposed Budget • Overarching Budget Message: – Over the past several years, we have intentionally built up our fund balances across multiple City funds to save for large future capital projects. – In 2026 we are deploying those fund reserves towards generational projects like the Lumberyard and Armory for the City of Aspen. 12 18 2026 Proposed Budget 2025 Orig. Budget 2026 Budget $ Change % Change Revenues $206,698,878 $230,382,150 $23,683,272 11.5% On-Going Ops Budget (Base) $108,430,398 $113,634,096 $5,203,698 4.8% One-Time Supplementals $3,309,402 N/A ($3,309,402) N/A New Supplementals N/A $7,812,599 $7,812,599 N/A Total Operating $111,739,800 $121,446,695 $9,706,895 8.7% Capital Outlay $57,102,210 $171,168,250 $114,066,040 199.8% Debt Service $6,333,405 $3,651,470 ($2,681,935) (42.3%) Net Appropriations $175,175,415 $296,266,415 $121,091,000 69.1% Transfers $35,977,310 $43,428,362 $7,451,052 20.7% Total Appropriations $211,152,725 $339,694,777 $128,542,052 60.9% Ending Fund Balance $293,575,727 $254,353,498 ($39,222,229) (13.4%) 13 19 2026 Proposed Budget Revenues and Inflows: $230.4M Revenue by Category 2024 2025 2026 Taxes $95,705,660 $101,307,200 $114,002,786 Licenses & Permits $6,819,630 $6,852,810 $7,026,213 Intergov't $860,190 $3,208,040 $3,020,055 Services $37,655,042 $39,309,569 $43,572,963 Fines, Fees, & Refunds $18,336,626 $19,819,393 $22,348,445 Grants & Investments $13,931,278 $15,130,653 $13,471,800 Transfers In $17,724,150 $21,131,110 $26,939,888 Total Gross Revenue $191,032,576 $206,758,775 $230,382,150 20 2026 Proposed Budget Operating Exp: $121.4M 15 21 Customer Focused Government $1,423,949 Software $450,000 Affordable Housing $325,000 Arts, Parks, & Recreation $3,146,806 Environmental Initiatives $1,088,413 Community Building & Health $1,378,431 2026 Proposed Budget Supplemental Requests: $7.8M 22 Infrastructure $16,016,000 Buildings $129,275,000 Equip ment $1,98 8,500 Vehicles $3,160,300 Other Improvements $15,510,000 Capital Maintenance $5,180,450 2026 Proposed Budget Capital: $171.2M 23 2026 Proposed Budget Debt: $3.65M 18 24 2026 Proposed Budget Net Appropriations: $296.3M 19 25 2026 Proposed Budget • Economic Watch List / Economic Risks – Inflation, Interest Rates, and US Economy; CPI creeping up again – Impact of Tariffs on materials and capital projects, as well as overall Construction cost escalation – International Travel trends • Looking Ahead to 2027 – 2028 – Tax revenues loss and Airport closure impacts; multiple hotels potentially going offline for remodels built into our LRP’s – Increased competition for local contractor services: City of Aspen competes with Pitkin County, Snowmass Village, ASD, and the private sector like Lift One Lodge projects for limited pool of RFV contractor services 20 26 Pedestrian Mall Upgrades •Multi-Fund / Department Effort Castle Creek Bridge Solution •City Contribution Unknown New Housing Opportunities •Outside of Lumberyard, not included Stormwater Infrastructure •Currently Pacing Projects Based on Available Funds Not Incorporated into Long Range Plans 21 27 Organizational Resiliency & Customer Service 2026 Proposed Budget 22 28 Strategic Direction 2026 HR Department Jessica Roberts, HR Director Margie Boyle Murphy, Senior HR Generalist 29 Agenda HR Department Structure01 HR Strategic Direction for 202602 HR Successes in 202503 HR Structural & Operational Risks03 Building Organizational Resilience04 30 Laying the groundwork to improve efficiency and to enhance customer service, while meeting the current and future needs of the workforce, organization, and community. 31 Over 50% of city operating costs are spent on employees Investing in staff supports council goals, benefiting the community Wages & Benefits 32 Current Human Resources Organizational Structure HR Director Sr. HR Generalist (Operations) Human Resources Human Resources Business Partner– Recruitment Human Resources Human Resources Business Partner - Risk Benefits Analyst HR Management Analyst II 33 Exceptional Employees Deliver Exceptional Services Council goals & priority projects Staff support & retention Aligned efforts drive success 34 HR Alignment with Council Guiding Principles: Strategic Direction for 2026 HR technology update Efficient core HR services Competitive total compensation program Support staff retention HR department update Operational efficiency and delivery of services Personnel polices Compliance and innovation 35 Ongoing work and projects HR Successes in 2025 NEW: Employee Medical Plan – Enhanced Medical Tier Design for 2026 CIRSA: Risk Control Standard Score 100% Facilitated Employee Appreciation Bonus Reduced vacancy rate for full time positions from 8.5% to 5.4% (approx.) Successfully hired 133 part time and full time employees (YTD) 36 Eye on future challenges Structural and Operational Risks Antiquated HR systems Increased organizational and workforce demands Legislative updates and workforce trends Capacity of HR team to deliver transformational change 37 Building Organizational Resilience Organizational agility and adaptability & a thriving workforce Professional development initiatives that include essential technical skills and soft skills Enhanced focus on employee engagement and flexibility for work and wellbeing Retention and attraction of staff to deliver organizational goals and projects Implement and foster adaptable and connection- focused culture A resilient workforce is more prepared to meet and overcome challenges Workforce Skill Development Prioritization Workforce Satisfaction = Improved Outcomes Talent Management Culture of Inclusion & Belonging Strengthening Resiliency 38 Thank you! Questions? 39 40 WorkWays Outcomes Exemplary Service Widen our pool of potential job applicants Increase retention 41 Keep teams connected regardless of location More flexible & supportive work environment Improve processes Performance Metrics How we get there 42 43 The WorkWays Parts Organization- Wide Training Create/Update Policies & Procedures Update meeting room technology Space & Storage Needs Definitions of Success / Performance Metrics Organization Change Management ID of roles that can be more hybrid or “mostly remote” in future Process Improvement 44 New Improve Existing Department Only Organization Change Management Culture Initiatives Update Meeting Room Technology Organization Wide Training Process Improvement Compass Performance Metrics Customer Service 45 This is a long climb & a heavy lift. And we’re already on our way. 46 47 Fund Reserves and Fund Health 2026 Proposed Budget 42 48 Fund Reserves: Projected Change in Fund Balance AMP & General Fund: Using cash reserves for Armory project in 2026 Arts & Culture Fund: Increased presented events schedule & associated operating expenses REMP Fund: Supplemental for Grants & Building IQ Housing Development Fund: Vertical development for Lumberyard in 2026 is funded by reserves, $110M Stormwater Fund: Capital Projects Water & Electric Utility Funds: Capital Projects Golf Course Fund: Capital Project-Golf Cart Fleet Replacement IT Fund: Capital Projects and IT Roadmap Supplemental Fund Name $ Change in Fund Balance % Change in Fund Balance 001-General Fund ($12,107,409) (23.8%) 100-Parks and Open Space Fund $1,168,832 23.0% 120-Arts & Culture Fund ($1,093,305) (2.0%) 130-Tourism Promotion Fund $200,000 0.0% 131-Public Education Fund $0 0.0% 132-REMP Fund ($1,821,365) (49.5%) 141-Transportation Fund $972,097 4.0% 150-Housing Development Fund ($81,956,429) (61.9%) 152-Kids First Fund $723,809 6.1% 160-Stormwater Fund ($593,460) (14.9%) 250-Debt Service Fund ($510) (0.2%) 000-Asset Management Plan Fund ($1,821,570) (8.4%) 421-Water Utility Fund ($12,963,813) (56.5%) 431-Electric Utility Fund ($1,223,892) (17.2%) 451-Parking Fund ($453,540) (5.0%) 471-Golf Course Fund ($563,307) (17.9%) 491-Truscott I Housing Fund $187,708 13.7% 492-Marolt Housing Fund ($10,542) (0.5%) 501-Employee Benefits Fund ($94,717) (5.6%) 505-Employee Housing Fund $2,306,008 31.2% 510-Information Technology Fund ($167,225) (22.8%) 43 49 Projected Ending Fund Balance FY26: $254.4M Arts & Culture Fund: for public art, Wheeler, and Red Brick. Potential loan for Armory in 2027 would reduce fund balance General Fund: Sending cash to AMP for Armory project in 2026 and in 2027 Housing Development Fund: Vertical development for Lumberyard in 2026 is funded by reserves 44 50 Fund Watch List Fund Watch List But there are funds to monitor in 2026 & Beyond… Employee Benefits o Claims & reinsurance cost escalation AMP & General Fund o Increasing capital needs o Cash reserve funding for Armory limits flexibility in AMP and GF Arts & Culture Fund o Potential internal loan for Armory will reduce fund balance o Would be repaid with interest Transportation o Transit costs averaging double digit increases, while sales & lodging tax revenue low single digits Tax Credit Housing Funds - T2 and ACI o Capital needs and capped rents could necessitate transfer from Housing Development Fund Overall, City enjoys healthy reserves: General Fund $39M o 2026 - $11M transfer to AMP o 2027 - $8M transfer to AMP o Debt service and Loan Repayments on future debt for GF & AMP Arts & Culture $52M Housing Development $50M o 2026 - Lumberyard reserve funded in year 1 of vertical construction o Debt service repayments Transportation $26M o Transit cost escalation and capital needs Kids First $13M o Future new facility planning o Expanding Financial Aid & Subsidies 45 51 Food Tax Refund 2025 Food Tax Refund o Council approved an increase to $132 per person 2026 Food Tax Refund o Budgeted increase to $136 per person o Based on trailing year CPI +3% 52 2026 Proposed Budget Questions? • Work Session # 2 – Capital Review • Work Session # 3 – Supplemental Requests – Highlighted Fee Changes • Work Session # 4 – ACRA and CORE to present 2026 Business Plans – APCHA & Managed Properties Budgets – Council Interest Areas, Follow-up, and Conclusions 47 53 MEMORANDUM TO: Mayor and Council FROM: Mike Tunte, Landscape Architect and Construction Manager Hailey Roedel, Deputy City Engineer THROUGH: Matt Kuhn, Parks and Open Space Director Tricia Aragon, City Engineer MEMO DATE: October 2, 2025 MEETING DATE: October 6, 2025 RE: Pedestrian Mall Safety Initiative Work Session _____________________________________________________________________ REQUEST OF COUNCIL: A multi-departmental working group led by the Parks and Open Space Department have developed three alternative strategies to improve safety within the pedestrian mall. We respectfully request guidance from City Council on which approach staff should prioritize moving forward. SUMMARY AND BACKGROUND: Originally built in the 1970s, Aspen’s Pedestrian Mall is a valued part of the Commercial Core Historic District. In 2017, the Aspen Police Department identified a need for comprehensive security improvement in the pedestrian mall. Since 2016, the City of Aspen has made progress on the Pedestrian Mall redesign project, with goals to address aging infrastructure, improve accessibility, and maintain the mall’s historical character. The redesign project concluded in 2022 with a comprehensive schematic design that identified key focus areas, including: 1. Infrastructure Improvements  Aging utilities, including water, gas, telephone, electric, and stormwater systems, were identified as requiring replacement to meet the community’s needs for the next 50 years.  Enhancements were recommended to improve the stormwater infrastructure and protect the Roaring Fork watershed. 2. Accessibility Enhancements 54  Recommendations were provided to ensure the mall's brick surfaces comply with the Americans with Disabilities Act (ADA) standards, increasing accessibility for all users. 3. Public Engagement  Extensive community engagement was a priority throughout the design process. Input was gathered from residents, business owners, the Historic Preservation Commission (HPC), the Planning and Zoning Commission (P&Z), and City Council, ensuring broad consensus on the project’s goals and design. 4. Safety and Aesthetic Improvements  Various security design alternatives were evaluated to balance historic preservation, maintenance, emergency access, and public safety.  Enhancements were designed to preserve the mall's identity as an urban park, improving its layout and functionality. Aspen Pedestrian Mall Schematic Design 55 Following the completion of the Pedestrian Mall schematic design, the City has implemented several key safety and accessibility upgrades. Notably, Wagner Park Alley was reconstructed, in a collaboration between the Utilities and Parks department in 2024, as a test site for new materials and technologies. An updated brick surface improves pedestrian access, while two retractable bollards were installed to vet winter functionality, and have proven effective in managing vehicle access. Over the last 8 years, the Aspen Police Department and Special Events team deployed temporary Meridian barriers to address pedestrian safety in the core during Food and Wine and the 4th of July. Though visually intrusive, these barriers provide essential protection during peak times. Covered versions were used during the 2025 summer season to reduce visual impact. DISCUSSION: On April 22, 2025, Council approved a contract with Design Workshop to evaluate safety alternatives for the Pedestrian Mall at the Wheeler intersection. A Project Advisory Team was formed to coordinate across City departments. Following two initial meetings, three security design options have been developed.  Option 1 – Stay the course  Option 2 – Secure the perimeter  Option 3 – Implement the vision During the work session, the project team will review in detail the three options. The presentation is also included in the packet and includes full details of the following options. Stay the Course Continue with the current seasonal use of Meridian barriers, offering flexible placement and deployment options. This approach involves ongoing rental costs, provides protection which is limited to seasonal deployment, and presents significant aesthetic and functional conflicts. Secure the Perimeter This option minimizes impact on the historic plaza while establishing a consistent and visible pedestrian safety boundary using traffic rated K4 rated bollards. While effective, the deep foundations required may interfere with existing utilities, necessitating custom solutions and coordination. Installation will cause temporary disruption, and if utility upgrades are not addressed concurrently, future rework is likely. Implement the Vision The most comprehensive solution, this approach integrates intersection enhancements, utility upgrades, and security improvements. It anticipates future needs and serves as a foundational step toward realizing the long-term goals outlined in the schematic design plan. The Aspen pedestrian malls are a designated historic resource. Staff and the consultant team presented conceptual pedestrian safety approaches to HPC on July 23. While the initial feedback provided indicated 56 a preference for safety bollards as a solution, any design and engineering direction provided by Council will go through the City’s land use application process and be developed in conjunction with HPC. FINANCIAL IMPACTS: We are seeking Council direction on which approach to pursue at the Wheeler node. The three alternatives provided vary greatly in terms of cost and implementation. The below figures illustrate estimated costs for the options at the Wheeler node only, and if successful, other nodes such as the Cooper/Galena corner (Paradise corner) are anticipated as likely next steps but are not included in these figures. Stay the course – On going rental costs of $77,000 annually Secure the perimeter – $920,000, plus a 30% contingency Implement the vision - $10 - $14 million, plus a 30% contingency Additional expenses will include soft costs related to planning for a land use application, design and engineering, HPC approvals, permit drawings and construction documentation. This decision may affect multiple departments and funds and require coordination across the 100 Fund, AMP, the General Fund, and possibly both utilities. A key objective of this effort is to inform and align all these departments in advance of the 2027 capital budgets, which will be developed in Q1 2026. ENVIRONMENTAL IMPACTS: The Pedestrian Mall Safety Initiative considers alternative approaches to public safety. Temporary installations, such as Meridian barriers, typically have minimal environmental impacts but require ongoing efforts to install, remove, and transport them, contributing to operational inefficiencies. Permanent improvements, while initially involving more significant construction impacts, offer substantial operational benefits by eliminating the need for frequent barrier removal and reinstallation. This reduces long-term environmental impacts and operational costs. ALTERNATIVES: A framework has been developed outlining three distinct approaches to enhance safety at the Wheeler node of the Pedestrian Mall. Each option has been evaluated through a matrix that highlights its respective advantages and trade-offs. Council may direct staff to advance one of these approaches or may elect to blend key elements of the ‘Implement the vision’ option with ‘Secure the perimeter’. Both ‘Secure’ and ‘Implement’ options would include navigating the land use application process, refining the design, and preparing construction documentation in collaboration with the Historic Preservation Commission (HPC). Alternatively, Council may choose to continue the current strategy of deploying temporary Meridian barriers during high-use dates. 57 RECOMMENDATIONS: The three options that staff have presented all meet the objective of providing pedestrian safety on the mall. Rather than making a recommendation, staff defer to Council’s direction, recognizing that this will be a long-term community decision that will have cross-departmental effort and budgetary impacts. CITY MANAGER COMMENTS: Opting for ‘Implement the Vision’ would require further analysis of forecasted costs across the impacted funds and may require a possible debt question. To this point, the Asset Management Plan Fund will have little excess funding in the near term given the prioritization of the Armory renovation. When considering the ‘Implement the Vision’ option, Council may also consider how this project impacts the community and local businesses with construction likely occurring concurrently with the Armory, Airport, Lift One and other major private development in and around town. 58 ASPEN PEDESTRIAN MALL SAFETY INITIATIVE October 6th, 2025 FALL 2025 59 2 | 2 | TEAM LANDSCAPE ARCHITECT CIVIL ENGINEER GENERAL CONTRACTOR MARGARET PLUMB PROJECT MANAGER JASON LOISELLE PRINCIPAL MATT HARDER PROJECT MANAGER MIKE ALBERT PRINCIPAL 60 3 | 3 | AGENDA FOR THIS WORK SESSION REVIEW PEDESTRIAN MALL SCHEMATIC DESIGN SECURITY DESIGN CRITERIA SECURITY DESIGN ALTERNATIVES REVIEW STAKEHOLDER ENGAGEMENT DISCUSSION 61 4 | 4 | 2016 COUNCIL TOP 10 The Aspen City Council identified the Pedestrian Mall as a priority project in 2016 due to deteriorating utilities, with additional concerns for ADA compliance issues, historic integrity, and urban forest impacts. Develop a master plan that guides redevelopment and the use of the pedestrian malls with the goal of maintaining and improving the pedestrian experience. ! ! ! ! ! !! Outdated water use40-year-old technology threatens historic water patterns Untreated runoffSediment travels directly into the roaring fork river Uneven surfacesDislodged bricks create barriers to accessibility Deteriorating utilitiesAging infrastructure disrupts utility service Urban forest impactsModifications of the mall would disturb the mature urban forest Light pollutionHistoric acorn light fixtures cause light pollution and are not dark sky compliant Inaccessible slopesCross slopes exceed 2% ASPEN PEDESTRIAN MALL: HISTORIC RESOURCE THREATENED BY FAILING INFRASTRUCTURE 62 5 | 5 | 2 COUNCIL PRESENTATIONS SCHEMATIC DESIGN TIMELINE The Schematic Design phase completed in fall of 2021, focused on essential infrastructure and engineering details, incorporating input from business owners and stakeholders. PHASE II:PREFERRED CONCEPTUAL DESIGN 2018 MALL DESIGN, CONSTRUCTION AND INSTALLATION 1976 2019 20202017 PHASE I: INVENTORY AND ANALYSIS 2016 MALL IMPROVEMENT PROJECT LAUNCHED 3 HPC PRESENTATIONS PUBLIC OUTREACH AND ENGAGEMENT WHEELER NODE SECURITY SOLUTIONS PEDESTRIAN MALL IMPROVEMENT TIMELINE ASPEN PEDESTRIAN MALL IS DESIGNATED AS A HISTORIC RESOURCE BY CITY OF ASPEN ASPEN PEDESTRIAN MALL IS DESIGNATED AS A GREAT PLACE IN AMERICA BY APA COUNCIL APPROVAL PHASE III: SCHEMATIC DESIGN (ESSENTIAL WORK /ENGINEERING DETAILS) SECURITY ANALYSIS 2023 2025 COUNCIL PRESENTATION Council presentation HPC presentation 63 6 | 6 | PROJECT PHASE TIMELINE WHEELER NODE SECURITY SOLUTIONS ON SITE DEVELOPMENT OF SECURITY ALTERNATIVESMEETING 1: STEERING COMMITTEE MEETING 2: STEERING COMMITTEE COUNCIL PRESENTATION SECURITY ALTERNATIVES FOR WHEELER NODE FUTURE IMPLEMENTATIONOCT.2025SEPT.2025AUG.2025JUL.2025JUN.2025 MEETING 1: HPC 64 7 | 7 | ASPEN PEDESTRIAN MALL SCHEMATIC DESIGN 0 40 80 120 160 FEET E DURANT AVENUE ALLEY WAGNER PARK HYMAN AVENUE ALLEY COOPER AVENUES GALENA STREETPEDESTRIAN ALLEY MILL STREETOVERALL SITE PLAN 65 8 | 8 | ASPEN PEDESTRIAN MALL SCHEMATIC DESIGN 0 40 80 120 160 FEET E DURANT AVENUE ALLEY WAGNER PARK HYMAN AVENUE ALLEY COOPER AVENUES GALENA STREETPEDESTRIAN ALLEY MILL STREETOVERALL SITE PLAN 66 9 | WHY SECURITY ? PROMENADE DES ANGLAIS, NICE JUL. 2016 CHARLOTTESVILLE PED MALL, VA AUG. 2017 HUDSON RIVER PARK, NY OCT. 2017 BOURBON STREET, NEW ORLEANS JAN. 2025 67 10 | 10 | ASPEN PEDESTRIAN MALL INITIATIVE ASPEN PED MALL SUMMER 2025 68 11 | 11 | CURRENT CONDITIONS B B A A C S MILL STREETE HYMAN AVENUE E HYMAN PEDESTRIAN MALL DANCING FOUNTAIN C C C D E A B C D E F EXISTING SITE FEATURES Private property + sidewalk Sidewalk Existing trees Planters Information Kiosk At grade curb SEASONAL SITE FEATURES 6 Meridian barriers placed at 6’+ interval CONCERNS Current deployment does not meet expected security level Projected costs will rise as APD anticipates higher quantities and longer deployment in future seasons Minimal impact on historic resource, but overall aesthetic value and context fit are low Public complaints anticipated due to poor alignment with urban and historic character 1 1 WHEELER NODE PLAN MERIDIAN BARRIERS ON SITE CONCERNS 0 5 10 20 FEET 40 FEET+F 69 12 | 12 | EVOLUTION OF THE MALL Wheeler Node Present-Day - Extant Features, Mundus Bishop, 2017. Wheeler Node Original Construction - Built Features, Mundus Bishop, 2017. Fountain, 1980 Mundus Bishop, 2016 Nick DeWolf Foundation, 1977Main Mall entry point accentuated by Dancing Fountain Visual link extending Mill Street through Hyman Avenue Fountain repurposed storm water inlet from 1976, iconic feature since 1979 Fountain inaugurated in 1980 Planters Brick Paving Set MILL STREETMILL STREETHYMAN AVENUE HYMAN AVENUE 0 15 30 60 FEET + ++ ++ + ++ + WHEELER NODE PLAN Continuous diagonal brick paving with grey- black bands framing red bricks Site Furnishings Kiosk 70 13 | 13 | ASPEN PEDESTRIAN MALL SECURITY MINIMIZING ACCIDENT RISKS MINIMIZING VULNERABILITY TO TARGETED ATTACK -Intersections are the highest-risk for conflicts. -Good design reduces accidents and improves safety. -Key principles: visibility, predictability, and compact layouts. -Short crossings and slower traffic improve safety. -Curb extensions emphasize pedestrians prioritize and reduce crashes. -Large gatherings (festivals, markets, concerts) are potential attack targets. -Upstream traffic control keeps vehicles out of high-pedestrian areas. PEDESTRIAN SECURITY (MINIMIZING VULNERABILITY TO TARGETED ATTACK) PEDESTRIAN SAFETY (MINIMIZING ACCIDENT RISKS) 71 14 | 14 | SECURITY ANALYSIS Vehicle vs Pedestrian Vehicle Accidents(Intersections) Vehicle Accidents(Inside the mall) 6 ACCIDENTS IN THE WHEELER INTERSECTIONS BETWEEN FROM 2015 TO MARCH 2023 1 INCIDENT OF VEHICLE ON THE PED MALL PLAZA Source: City of Aspen GIS, April 20, 2023 updated 0 40 80 120 160 FEET FIRE AND EMERGENCY ACCESS POINT REQUIRES 20’ WIDTH OPENING STRENGTHS • Emergency access • Some protective features • Limited plaza traffic OPPORTUNITIES • Emergency zones • Pedestrian priority • Entry barriers WEAKNESSES • Conflict intersections • Kids near traffic • Service vehicle conflicts • No stop signs THREATS • Uncontrolled entry • Irregular build-to lines • Event crowd risks • ADA parking conflicts ALLEY MILL STREETSECURITY VULNERABILITIES HYMAN AVENUE HYMAN AVENUE center is undesirable for fire access fire hose can reach 2-story structures from south side AFD erects manual ladders HYMAN AVENUEMILL STREETALLEY EMERGENCY ANALYSIS HYMAN AVENUE HYMAN AVENUE ALLEY MILL STREETintersections = potential conflict zones between vehicles and pedestrians direction of traffic flow could result in higher speed conflict one-way traffic flow one-way traffic flowone-way traffic flowSWOT ANALYSIS one-way traffic flowHYMAN AVENUE 72 15 | 15 | SECURITY DESIGN CRITERIA Features attribute CUSTOM LEVEL OF SECURITY Adherence to security rating PEDESTRIAN POROSITY COST UTILITY IMPLICATIONS CONSTRUCTABILITY HISTORIC RESOURCE SENSITIVITY Range of protected area Permeability score Complexity score Infrastructure Impact Calendar time Level of Integrity ZONE OF PROTECTION IMPLEMENTATION TIMELINE IMPACTS TO BUSINESS Potential site closure Accommodate change Inclusive by Design/Access for all Relative cost FLEXIBILITY ADA ACCESSIBILITY Temporary Medium Limited Plaza Low Low Medium Basic Low Short Term Low Full Plaza High High Complex High Long Term High Extended $ Seasonal Catalogue Least $$ Limited $$$ Permanent Custom Most 73 16 | 16 | Place security feature on existing historic resource SECURITY DESIGN ALTERNATIVES MERIDIAN BARRIERS ALONG PLAZA EDGE K4 BOLLARDS IN EXISTING PLAZA K4 BOLLARDS AND INTERSECTION IMPROVEMENTS Robust vehicle securityRobust vehicle security Historic context sensitivityApply security feature with limited impact on historic resource Positioning barrier to meet security standards Layered security features Comprehensive, long-term solution High investment Site closures for construction implementation Moveable for event-specific needs Holistic utility improvements Introduces ADA compliance2027-2028 construction timelineQuick to implement 2028-2030 construction timeline +++ STAY THE COURSE SECURE THE PERIMETER IMPLEMENT THE VISION 74 17 | 17 | 20 ft wide Fire laneB B A A C C C C A B C D E 1 F 2S MILL STREETE HYMAN AVENUE E HYMAN PEDESTRIAN MALL DANCING FOUNTAIN 1 2 STAY THE COURSE EXISTING SITE FEATURES Private property + sidewalk Sidewalk Existing trees Planters Information Kiosk At grade curb PROPOSED SITE FEATURES 14 Meridian barriers placed at 4’ interval 20’ Emergency Access D E20 ft wide Fire lane0 5 10 20 FEET 40 FEET WHEELER NODE PLAN F 75 18 | STAY THE COURSE MERIDIAN BARRIER ELEVATION SECURITY FEATURE CRITERIA INSPIRATION IMAGERY Features attribute CUSTOM LEVEL OF SECURITY Adherence to security rating PEDESTRIAN POROSITY COST UTILITY IMPLICATIONS CONSTRUCTABILITY HISTORIC RESOURCE SENSITIVITY Range of protected area Permeability score Complexity score Infrastructure Impact Calendar time Level of Integrity ZONE OF PROTECTION IMPLEMENTATION TIMELINE IMPACTS TO BUSINESS Potential site closure Accommodate change Inclusive by Design/Access for all Relative cost FLEXIBILITY ADA ACCESSIBILITY Temporary Medium Limited Plaza Low Low Medium Basic Low Short Term Low Full Plaza High High Complex High Long Term High Extended $ Seasonal Catalogue Least $$ Limited $$$ Permanent Custom Most OPPORTUNITIES: Maintains current seasonal maintenance with flexible placement and deployment options. THREATS: High rental cost, limited seasonal protection, aesthetic and utility conflicts, and no clear emergency access path. SPECIFICATIONS: Stops 2,430 lb vehicle at 30 mph with no anchoring; follow manufacturer spacing, configuration, and angle guidelines. SAFETY Act certified, MASH TL-3 rated; pedestrian safety depends on barrier configuration and spacing. Height 3ft Base Length 4ft 76 19 | STAY THE COURSE Meridian Barrier at 4’ interval 4ft 77 20 | 20 | 20 ft wide Fire laneB B A A C S MILL STREETE HYMAN PEDESTRIAN MALL DANCING FOUNTAIN 1 SECURE THE PERIMETER C C C E HYMAN AVENUE 3 ft from curb to bollards A B C D E F EXISTING SITE FEATURES Private property + sidewalk Sidewalk Existing trees Planters Information Kiosk At grade curb PROPOSED SITE FEATURES 11 K4 bollards placed at 5’ interval 4 Retractable bollards placed at 5’ interval Retractable bollards allow for 20’ fire lane1 D E F WHEELER NODE PLAN 0 5 10 20 FEET 40 FEET 78 21 | IMPLEMENT THE VISION K4 BOLLARD SECTION SECURITY FEATURE CRITERIA INSPIRATION IMAGERY SPECIFICATIONS: Impact protection: Stops vehicles up to 16,500 lbs (7.5 metric tons) at 30 mph (K4 rating) depending on foundation detail; compliant with PA 68:2013 and IWA 14-1:2013 standards. Construction & finish: Marine-grade aluminum alloy with stainless steel hardware, galvanized anchorage, IP65 wet-location rating; available in BEGA Unidure® Black, Bronze, Silver, White, Natural Bronze, and custom RAL finishes. 10’’ diameter Retractable bollard Features attribute CUSTOM LEVEL OF SECURITY Adherence to security rating PEDESTRIAN POROSITY COST UTILITY IMPLICATIONS CONSTRUCTABILITY HISTORIC RESOURCE SENSITIVITY Range of protected area Permeability score Complexity score Infrastructure Impact Calendar time Level of Integrity ZONE OF PROTECTION IMPLEMENTATION TIMELINE IMPACTS TO BUSINESS Potential site closure Accommodate change Inclusive by Design/Access for all Relative cost FLEXIBILITY ADA ACCESSIBILITY Temporary Medium Limited Plaza Low Low Medium Basic Low Short Term Low Full Plaza High High Complex High Long Term High Extended $ Seasonal Catalogue Least $$ Limited $$$ Permanent Custom Most OPPORTUNITIES: Preserves historic plaza integrity; K4 bollards provide a consistent, clear perimeter for pedestrian protection. THREATS: Deep foundation may conflict with utilities, requiring custom solutions and coordination. Installation needs construction/closure, modified maintenance, and may cause double work if utility upgrades aren’t aligned. 79 22 | 22 | SECURE THE PERIMETER SECURITY FEATURE: Install rated bollards with appropriate footing and retractable mechanism. Replace surrounding brick in kind. Provide power only for retractable bollards. BOLLARD FOOTING OPTIONS SPREAD FOOTING (MONOLITHIC CONCRETE STRUCTURE): Shallow, smaller excavation. More utility conflicts/coordination. Harder to replace damaged bollards. INDIVIDUAL FOOTINGS (CONCRETE CASINGS): 4’ min. depth, small surface impact. Fewer utility conflicts but precise data required. Easier single-bollard replacement. RISKS Utility conflicts may require minor relocations and expand work limits. Future intersection/mall improvements could require rework. OPPORTUNITIES Work limited to bollard installation reduces utility impacts and construction time. 0 5 10 20 FEET 40 FEET WHEELER NODE PLAN + Approx. limit of work Pavers, curbs and pavement to be removed and replaced in kind New electrical connection to be provided to bollards + + + Approx. limit of footing 80 23 | SECURE THE PERIMETER k4 Bollards at 5’ interval Retractable Bollards 5ft 81 24 | 24 | ASPEN PEDESTRIAN MALL SCHEMATIC DESIGN IMPROVEMENTS Pedestrian and vehicular overlap zone demarcated by paving change. Narrow intersection (increases pedestrian zone). From 33.5’ to 19.6’. 1 2 3 4 5 6 1 5 2 3 3 3 3 4 Retain contra-flow bike lane on north side of road. Extends curbs to shelter pedestrians from direct vehicular traffic that also contain added bike racks on south side Snowmelted ADA crossing. 6” grade separated roadway clearly delineates pedestrian and vehicular zones. 6 PROPOSED SAFETY STRATEGIES TO MINIMIZE PEDESTRIAN RISKS MODIFICATION TO CURB LINESWHEELER NODE PLAN S MILL STREETE HYMAN AVENUE E HYMAN PEDESTRIAN MALL DANCING FOUNTAIN 0 5 10 20 FEET 40 FEET 82 25 | 25 | S MILL STREETE HYMAN AVENUE E HYMAN PEDESTRIAN MALL DANCING FOUNTAIN PROPOSED SAFETY FEATURES Narrow Intersection (Increases pedestrian zone). From 33.5’ to 19.6’ Retain contra-flow bike lane on north side of road. Extends curbs to shelter pedestrians from direct vehicular traffic that also contain added bike racks on south side. Pedestrian and vehicular overlap zone demarcated by paving change. Snow melted ADA crossing. 6’’ grade separated roadway clearly delineates pedestrian and vehicular zones. 11 K4 Bollards. 3 Retractable Bollards. Retractable bollards allow for 20’ fire lane 1 2 3 5 6 A 4 3 3 2 3 4 1 6 A 3 IMPLEMENT THE VISION 5 5 ft from curb to bollards WHEELER NODE PLAN 0 5 10 20 FEET 40 FEET20 ft wide Fire lane83 26 | IMPLEMENT THE VISION K4 BOLLARD SECTION SECURITY FEATURE CRITERIA INSPIRATION IMAGERY Features attribute CUSTOM LEVEL OF SECURITY Adherence to security rating PEDESTRIAN POROSITY COST UTILITY IMPLICATIONS CONSTRUCTABILITY HISTORIC RESOURCE SENSITIVITY Range of protected area Permeability score Complexity score Infrastructure Impact Calendar time Level of Integrity ZONE OF PROTECTION IMPLEMENTATION TIMELINE IMPACTS TO BUSINESS Potential site closure Accommodate change Inclusive by Design/Access for all Relative cost FLEXIBILITY ADA ACCESSIBILITY Temporary Medium Limited Plaza Low Low Medium Basic Low Short Term Low Full Plaza High High Complex High Long Term High Extended $ Seasonal Catalogue Least $$ Limited $$$ Permanent Custom Most 10’’ diameter Retractable bollard OPPORTUNITIES: Preserves historic plaza integrity; K4 bollards provide a consistent, clear perimeter for pedestrian protection. THREATS: Deep foundation may conflict with utilities, requiring custom solutions and coordination. Installation needs construction/closure, modified maintenance, and may cause double work if utility upgrades aren’t aligned. SPECIFICATIONS: Impact protection: Stops vehicles up to 16,500 lbs (7.5 metric tons) at 30 mph (K4 rating) depending on foundation detail; compliant with PA 68:2013 and IWA 14-1:2013 standards. Construction & finish: Marine-grade aluminum alloy with stainless steel hardware, galvanized anchorage, IP65 wet-location rating; available in BEGA Unidure® Black, Bronze, Silver, White, Natural Bronze, and custom RAL finishes. 84 27 | 27 | IMPLEMENT THE VISION SURFACE MATERIALS: Replace pavement, pavers, and curbs Regrade for ADA compliance. SECURITY: Install retractable bollards with rated footings. Provide adequate power supply. DRAINAGE: Coordinate with Aspen Engineering to confirm need for additional catch basins/structures. UTILITIES: Install water, telecom, electrical, irrigation. Utilities cap 5’ beyond permanenet limit of work limits. Reset castings to finished grade. RISKS Maximum cost Longest construction duration. OPPORTUNITIES Long-term investment Maximum benefits toward future completion of the mall. 0 5 10 20 FEET 40 FEET Approx. limit of work+ + + + + WHEELER NODE PLAN Proposed irrigation line+ +Proposed water line (12’’dia) connect to ex.12’’’ Proposed telecom. conduit Temporary transition zone to match existing grading (typ.) remove and replace pavers Temporary transition zone to match existing grading (typ.) remove and replace pavers + ++ Proposed elec. conduit extend trench from Wagner Park+ Approx. limit of bollards and footings Regrade area to match ADA design Approx. limit of work (electrical trench from Wagner Park required to provide service) Existing Storm drain to remain Existing Raw water to remain Existing Gas to remain + + 85 28 | IMPLEMENT THE VISION k4 Bollards Retractable Bollards 6’’ grade separated curb clearly delineates pedestrian and vehicular zones. 86 29 | 29 | S MILL STREETE HYMAN AVENUE E HYMAN PEDESTRIAN MALL DANCING FOUNTAIN 3 3 2 3 4 1 6 7 3 IMPLEMENT THE VISION 20 ft20 ft20 ft20 ft5 ft5 ft5 ft5 ft6 ft6 ft6 ft6 ftWHEELER NODE PLAN 20 ft wide Fire lane5 0 5 10 20 FEET 40 FEET PROPOSED SAFETY FEATURES Narrow Intersection (Increases pedestrian zone). From 33.5’ to 19.6’ Retain contra-flow bike lane on north side of road. Extends curbs to shelter pedestrians from direct vehicular traffic that also contain added bike racks on south side. Pedestrian and vehicular overlap zone demarcated by paving change. Snow melted ADA crossing. 6’’ grade separated roadway clearly delineates pedestrian and vehicular zones. Site furniture feature creating a space for people to sit and interact. 3 Retractable Bollards. Retractable bollards allow for 20’ fire lane 1 2 3 5 6 7 A 4 A 87 30 | IMPLEMENT THE VISION SPECIFICATIONS: Designed for long-lasting pedestrian seating in demanding environments; pedestrian safety depends on appropriate spacing and installation according to manufacturer guidelines. BENCH SECTION SECURITY FEATURE CRITERIA INSPIRATION IMAGERY Features attribute CUSTOM LEVEL OF SECURITY Adherence to security rating PEDESTRIAN POROSITY COST UTILITY IMPLICATIONS CONSTRUCTABILITY HISTORIC RESOURCE SENSITIVITY Range of protected area Permeability score Complexity score Infrastructure Impact Calendar time Level of Integrity ZONE OF PROTECTION IMPLEMENTATION TIMELINE IMPACTS TO BUSINESS Potential site closure Accommodate change Inclusive by Design/Access for all Relative cost FLEXIBILITY ADA ACCESSIBILITY Temporary Medium Limited Plaza Low Low Medium Basic Low Short Term Low Full Plaza High High Complex High Long Term High Extended $ Seasonal Catalogue Least $$ Limited $$$ Permanent Custom Most OPPORTUNITIES: Bike amenities and narrowed, grade-separated intersections improve safety and pedestrian access. Long-term solution upgrades utilities, adds historic context features, and creates a vibrant plaza. THREATS: Major disturbance with closure and complex phasing. Utility conflicts and revised snow/seasonal maintenance needs. Overall Height 17.5’’ Customized Bench Brick Paving Concrete Footing Sub-structure with reinforcement Compacted crushed aggregate base 88 31 | 31 | IMPLEMENT THE VISION SURFACE MATERIALS: Remove and replace pavement, pavers, and curbs Regrade for ADA compliance. SECURITY: Install retractable bollards with rated footings. Replace surrounding brick in kind. Provide adequate power supply. DRAINAGE: Coordinate with Aspen Engineering to confirm need for additional catch basins/structures. UTILITIES: Install water, telecom, electrical, irrigation; Utilities cap 5’ beyond permanenet limit of work limits; Reset castings to finished grade. RISKS Maximum cost Construction duration. OPPORTUNITIES Long-term investment Maximum benefits toward future completion of the mall. 0 5 10 20 FEET 40 FEET Approx. limit of work Approx. limit of furniture and footings Proposed irrigation line Regrade area to match ADA design + + + + Proposed water line (12’’dia) Proposed elec. conduit Proposed telecom. conduit Temporary transition zone to match existing grading (typ.) remove and replace pavers Temporary transition zone to match existing grading (typ.) remove and replace pavers + + + ++ WHEELER NODE PLAN + + + + Approx. limit of work (electrical trench from Wagner Park required to provide service Ex. Storm drain to remain Ex. Raw water to remain Ex. Gas to Remain + 89 32 | 32 | IMPLEMENTATION TIMELINE IMPLEMENTATION TIMELINE IMPLEMENTATION TIMELINE COST ESTIMATE COST ESTIMATE (2027 COST)COST ESTIMATE (2030 COST) SECURITY DESIGN ALTERNATIVES: OVERALL PRICING Rental: $76,230 per year Purchase: $151,000 per year + 10% contingency Entire scope: $10 - $14 million + 30% contingency includes plaza improvements: utility replacement, regrading, fountain repairs, intersection material changes, and bollard installation 6 months timeline 18-24 months timeline Design services: 2026 Permiting + HPC approvals: 2026 - 2027 Construction: 2027 - 2028 3 - 5 years timeline Design services: 2026 -2027 Permiting + HPC approvals: 2027 - 2028 Construction: 2028 - 2030 2026 2027 2028 2028 2030 $$$$$$$$$$$$$$$$$$ MERIDIAN BARRIERS ALONG PLAZA EDGE K4 BOLLARDS IN EXISTING PLAZA K4 BOLLARDS AND INTERSECTION IMPROVEMENTS STAY THE COURSE SECURE THE PERIMETER IMPLEMENT THE VISION Purchase + Installation: $920,000 + 30% contingency Replacement: $20,000 fixed bollard $100,000 retractable bollard +++ 90 33 | 33 | CONS SECURITY DESIGN ALTERNATIVES: PROS AND CONS MERIDIAN BARRIERS ALONG PLAZA EDGE K4 BOLLARDS IN EXISTING PLAZA K4 BOLLARDS AND INTERSECTION IMPROVEMENTS STAY THE COURSE SECURE THE PERIMETER IMPLEMENT THE VISION PROS PROS PROS CONS CONS »Quick to implement »Risk to pedestrians if not spaced as recommended or only seasonally »More time to move for emergency access than bollards »Does not align with historic Pedestrian Mall aesthetic »Prioritizes permanent industry standard security feature »Bollards are preferred security feature by HPC »Does not address aging utilities »Does not address ADA accessibility »Installation of bollard footings may conflict with existing utility lines »Addresses security goals AND aging utilities and ADA accessibility »Bollards are preferred security feature by HPC »Highest cost »Longest timeframe to implement +++ 91 34 | 34 | FEEDBACK FROM STEERING COMMITTEE CITY OF ASPEN STEERING COMMITTEE DEPARTMENTS Parks & Open Space Historic Preservation Engineering Police Department Utilities Lodging & Commercial Core Deputy City Clerk Capital Asset PEDESTRIAN SECURITY ASPEN SOLUTION DURABILITY AND TIMELESSNESS OPERATIONAL NEEDS BUSINESS AND INFRASTRUCTURE IMPACTS IMPLEMENTATION COMPLEXITY 92 35 | 35 | LEAST VISUALLY INVASIVE SOLUTION BOLLARD APPROACH PREFERRED TRAFFIC AND PEDESTRIAN MOVEMENT FEEDBACK FROM HPC INFRASTRUCTURE INVESTMENT 93 36 | 36 | DISCUSSION What questions do you have about the security alternatives? Which alternative is most replicable for other Pedestrian Mall intersections? Which security alternative is most suitable for Aspen? 94