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HomeMy WebLinkAboutagenda.council.worksession.20161213 CITY COUNCIL WORK SESSION December 13, 2016 4:00 PM, City Council Chambers MEETING AGENDA I. Council Discussion II. Uphill Economy Update III. Castle Creek Bridge and Hallam Street improvements P1 Draft Uphill Economic Development Plan December 13, 2016 Page 1 of 6 MEMORANDUM TO: Mayor Skadron and Aspen City Council FROM: Jessica Garrow, Community Development Director Hillary Seminick, Planner RE: Update: Draft Uphill Economic Development Plan MEETING DATE: December 13, 2016 REQUEST OF COUNCIL: Council is asked to review the Draft Uphill Economic Plan, pursued as part of a Top 10 Goal identified in August 2015 to “Identify and pursue economic opportunities that diversify Aspen’s economy without relying on physical development”; and provide feedback on the questions detailed in this memo. Staff will be at the work session to present initial findings and feedback, and to gain additional policy direction from City Council on the draft Uphill Economic Development Plan. The work session is anticipated to be broken into the following: • Introduction and Discussion of the Draft Uphill Economic Development Plan • Technical Advisory Committee (TAC) Member Introductions & Discussion DISCUSSION: The sections below outline the project background, an overview of the project and deliverables, timeline, and an overview of the Draft Uphill Economic Development Plan. The draft plan is attached as Exhibit A. PROJECT BACKGROUND: The overarching goal of this project is to build on Aspen’s existing skiing and small town character by attracting businesses, events, and visitors that focus on our mountain character and past, rather than on development. This effort supports the AACP goals of reducing the “boom – bust” nature of the development industry as well as focusing on opportunities to implement the Aspen Idea. The City of Aspen began working with RRC Associates and Agnew::Beck in July of 2016 to draft an economic development plan with the goal of: • Making Aspen the epicenter of uphill fitness in North America. • Building on Aspen’s history as a ski industry pioneer • Preserving mountain-town culture locally and regionally. The plan includes a detailed analysis of the existing uphill market, how Aspen is currently positioned relative to the overall industry, key trends in the industry, and how Aspen can improve its market position. The plan outlines a short and long term strategy for building on Aspen’s mountaineering and uphill reputation with an ultimate goal of creating a local economic engine unrelated to real estate and development. The plan was developed in close coordination with a local Technical Advisory Committee (TAC) comprised of local and regional leaders in the Uphill industry, including: P2 II. Draft Uphill Economic Development Plan December 13, 2016 Page 2 of 6 • Bob Wade – Owner, Ute Mountaineer • Dick Jackson – Founder and Director, Aspen Expeditions Worldwide • Doug Stenclik – Owner/Operator of Cripple Creek Backcountry • John Gaston – Co-Founder, Strafe Outerwear • Michael Marolt – Owner/Operator, 8,000 Meter Peak Technologies • Penn Newhard – Founder/Managing Partner, Backbone Media • Rich Burkley – Vice President, Mountain Operations, Aspen Skiing Company • Steve Szoradi – Managing Partner, Aspen Alpine Guides Additionally, the consultant team conducted a series of interviews with industry experts, including: • Brian Mecham – General Manager, Dynafit/Salewa • David Corbin – Aspen Skiing Company • Jamie Starr – Marketing Manager, Salewa North America • Joe Risi – Owner, COSMIC and Events Manager, SCARPA North America • Jonathan Lantz – President, La Sportiva • Julia Theisen – V.P. Sales and Marketing, Aspen Chamber Resort Assoc. • Kevin Luby – Digital Brand Strategist, SCARPA North America • Kevin Warner – Acting District Ranger, Aspen-Sopris Ranger District • Kim Miller – CEO, SCARPA North America • Luis Benitez – Director, Colorado Outdoor Recreation Industry Office • Steve Kropf – Director of Sales, Dynafit/Salewa • Nancy Lesley, Director of Special Events, City of Aspen Workshops with the TAC were facilitated in July and October to discuss market research including industry trends, the overall vision and goals for the plan. These workshops were held concurrently as interviews were conducted with industry experts. A final work session with the TAC was held in November to establish near term goals. A draft plan was provided to the City and the TAC by the consultant team in late November, and an updated draft reflecting TAC input and comments is attached as Exhibit A. UPHILL ECONOMIC DEVELOPMENT PLAN SUMMARY: Economic Analysis The consultant team conducted research of the Uphill market and confirmed this information with interviews with industry leaders and TAC members. This study found that while traditional downhill alpine skiing is either at a plateau or declining, Uphilling, while still a small component of the market, is the only growing segment in the industry. To establish Aspen as the epicenter of Uphill in North America TAC members recommended emulating existing European models. Areas like the Monterosa region of the Italian Alps, home of SCARPA, have off-piste opportunities and both easily accessed and remote full-service huts which are believed to attract and retain research and development. When compared to other snow sports, Uphill participants represent a relatively small sector of the overall market. Opportunities to get more participants involved in Uphill include “building a bigger funnel” to draw participants in related summer endurance sports like hiking, running and cycling to the P3 II. Draft Uphill Economic Development Plan December 13, 2016 Page 3 of 6 sport as well as gaining new entrants into the sport. These strategies are further outlined in the recommendations section of this memo. Recommendations Creating an epicenter of Uphill fitness should build upon Aspen’s current thriving Uphill reputation and community. This will provide the framework and momentum for longer-term goals of attracting more Uphill industry to Aspen. The Uphill industry is clearly growing; however, there are limited opportunities for development within the City. Options to support existing partners and retailers, in addition to providing incentives for Uphill businesses hoping to be located in Aspen, should be considered. Regional partnerships between the City and other municipalities could leverage the resources of each area to create an “Uphill innovation triangle” on the Western Slope. These partnerships could result in support from State offices, which have expressed interest in furthering the economic opportunity within the Western Slope region. A regional Uphill Recreation Plan, similar to infrastructure to the Alps, but unique to Aspen and the Roaring Fork Valley, should be considered to provide a wide variety of Uphill opportunities in all four seasons. The plan should include various partnering agencies, municipalities and the Aspen Skiing Company. With a shared vision, the plan could provide Uphill opportunities while protecting and enhancing areas that make the Roaring Fork Valley a special place to visit and live. Providing a wide range of Uphill opportunities will attract users of varying ability and experience to the sport. This can be achieved through clinics, demos and facilities with Uphill trails. To convey a consistent message across all channels, a marketing and branding plan is recommended. The plan would be built upon existing successful Uphill events and experiences in addition to the near and mid-term opportunities identified below, creating a visual identity and message branding Aspen as North America’s Uphill Capitol. Establishing a business in Aspen is not without challenges presented by the capacity, relatively isolated location, and financial hurdles. Longer term planning for the built environment should consider Uphill when faced with infrastructure, housing and other land use planning decisions. The report has broken down recommendations into three steps: near-term actions, mid-term actions, and long term recommended actions. These steps are provided in response to interviews with industry Figure A: Strategies to Increase Aspen’s Uphill Participation demonstrates the number of participants in relation to the degree of difficulty of the activity. Incentives, such as food for purchase available during an outing, provide a level of comfort for less experienced Uphill participants; whereas a smaller segment of the population seeks out more extreme and remote options that should also be preserved. P4 II. Draft Uphill Economic Development Plan December 13, 2016 Page 4 of 6 experts, TAC workshops and economic analysis. A comprehensive table of recommended actions is provided in Table A in this section of the memo. Near-term actions These items were identified as the low-hanging fruit. These recommendations are relatively easy to implement in 2017 and create a culture and buzz, which will help to create a foundation for future recommended actions. • Develop an Uphill recreation plan and capital investment plan • Host an Uphill event and/or Community Meetup Series, described following Table A. • Identify key brand elements • Increase equipment and retail exposure • Build on existing Uphill opportunities Mid-term These mid-point goals are suggested to be implemented within one to three years. They will build upon the near-term actions while strengthening Aspen’s Uphill presence in national and international markets. • Build event schedule and Uphill introductory programs • Develop, share and apply branding packages • Increase local sales, jobs, and research and development opportunities Long-term The long term opportunities identified are those to be implemented in three to five years. • Expand Uphill events and promotions to include four-season options • Promote the Aspen Uphill brand, e.g. “Tested in Aspen” • Create and implement an Uphill Recreation Plan P5 II. Draft Uphill Economic Development Plan December 13, 2016 Page 5 of 6 POTENTIAL 2017 IMPLEMENTATION: Lastly, and as noted previously, three near-term recommended actions were identified by the TAC as potential first priorities to help further promote Aspen as North America’s Uphill Capitol. The City has budgeted up to $40,000 between Community Development and Special Events Departments in 2017 to assist in the implementation of the City’s Uphill goals. Council is asked to provide feedback on priorities in order for Staff and the TAC to begin work on implementation. Uphill Extravaganza Modeled upon the established and successful Nordic Extravaganza, held by the Ute Mountaineer at the Aspen Golf Course and Nordic Center, the event will be similar to past Uphill festivals; however, with the help of the TAC, it would be more successful in terms of location and timing. The festival, focusing on attracting locals and visitors of all ages, abilities and experience levels, is suggested to be located at the Aspen Recreation Center. Local retailers, guide services and companies will be invited and asked to provide demo equipment in 2017 because it is likely too late in the season to invite individual Uphill companies to demo their gear. If considered for the 2017/2018 year, the event should be scheduled closer to the beginning of the season to better accommodate event calendars, attract companies outside of the valley, and benefit retailers and outfitters supplying demo equipment. Cost is currently estimated at $10,000, which was the cost of the Uphill Festival in February 2016. P6 II. Draft Uphill Economic Development Plan December 13, 2016 Page 6 of 6 Uphill Community Meetup Series A nod to furthering Aspen’s Uphill culture, the meetups are designed as a gateway to Uphilling. These events would be non-competitive, educational and free. Occurring at a regularly scheduled interval, such as Sundays at 8am, these meetups would be a City-led effort with local guides and retailers providing demo equipment. These events could be linked with an on-mountain restaurant to provide incentive for those new to the sport. Partnerships with local groups interested in outdoor recreation and health, such as health clubs, non-profits, or schools could be explored. Like the Uphill Extravaganza, these meetups could start at the Aspen Recreation Center. Cost is estimated at approximately $5,000. End of Season Uphill Festival This two-day Uphill-only festival would be the first of its kind in the country. Taking place after Buttermilk has closed, the resort would become a 100% Uphill only mountain on April 8th and 9th, 2017. Similar to the Uphill Extravaganza, the festival would also seek to attract locals and visitors of all ages, abilities and experience levels. Equipment demos would be offered in addition to an expanded festival experience including various Uphill trails ranked by difficulty, educational opportunities, technical training opportunities such as glacier travel, and other special events yet to be defined. Cost is estimated at approximately $5,000. QUESTIONS FOR COUNCIL: 1. Of the near-term recommended actions above, the Uphill Community Meetup Series, the End of Season Uphill Festival, and the Uphill Extravaganza, which does Council support for consideration in 2017? 2. Does Council support the general direction of the Uphill Economic Development Plan? NEXT STEPS: Barring any changes to the scope of work or process, staff is on track to complete the plan and begin implementation in early 2017. The consultant team will present the final plan document to City Council in a work session to be scheduled January 2017 and will be available to answer any questions about moving toward implementation. CITY MANAGER COMMENTS: ATTACHMENTS: Exhibit A – Draft City of Aspen Uphill Economic Development Plan Figure B: Uphill Extravaganza Location Map This map demonstrates the relationship of the Aspen Recreation Center to the base of Tiehack. Those new to Uphill can learn proper skinning technique on the gentle hills near the ARC and more experienced participants can cross the Maroon Creek pedestrian bridge to utilize the resort to demo equipment. P7 II. City of Aspen Uphill Economic Development Plan DRAFT | NOVEMBER, 2016 P8 II. Contents Project Overview .......................... 1 Economic Analysis ........................ 3 Recommendations...................... 10 Near Term Actions ...................... 14 Appendices A. Themes from Interviews and TAC Discussions B. TAC Survey and Summarized Responses C. Stakeholder Interview Overview Notes D. TAC Work Session #2 Slides E. TAC Work Sessions Meeting Notes The City of Aspen would like to say… Thank You This effort to understand and take action to further develop Aspen’s Uphill economy and that of the larger Roaring Fork Valley would not have been possible without the contributions and efforts of a significant number of people, including: City of Aspen Mayor Steve Skadron Aspen City Council – Adam Frisch, Ann Mullins, Art Daily, Bert Myrin Barry Crook – Assistant City Manager Pete Strecker – Assistant Finance Director Nancy Lesley – Director of Special Events Jessica Garrow – Director, Community Development Department Hillary Seminick – Planner, Community Development Department Phillip Supino – Principal Long Range Planner, Community Development Department Industry Experts Brian Mecham – General Manager, Dynafit/Salewa David Corbin – Aspen Skiing Company Jamie Starr – Marketing Manager, Salewa North America Joe Risi – Owner, COSMIC and Events Manager, SCARPA North America Jonathan Lantz – President, La Sportiva Julia Theisen – V.P. Sales and Marketing, Aspen Chamber Resort Assoc. Kevin Luby – Digital Brand Strategist, SCARPA North America Kevin Warner – Acting District Ranger, Aspen-Sopris Ranger District Kim Miller – CEO, SCARPA North America Luis Benitez – Director, Colorado Outdoor Recreation Industry Office Steve Kropf – Director of Sales, Dynafit/Salewa Consulting Team Chris Cares, RRC – Principal and Project Manager Paula Ninger, RRC – Lead Researcher Chris Beck, Agnew::Beck – Principal Ellen Campfield Nelson, Agnew::Beck – Principal Inger Deede and Lisa Fousek, Agnew::Beck – Visual Communications Left cover photo courtesy of Dick Jackson P9 II. City of Aspen Uphill Economic Development Plan 1 The City of Aspen would like to extend a special acknowledgment to the members of the Technical Advisory Committee, without the insight of these local industry experts, this report would not have been possible. Bob Wade Bob started the Ute Mountaineer in April of 1977. His first trip uphill on Aspen Mountain was that year. He enjoys all the forms of skiing that Aspen offers- alpine, tele, rando and nordic. Bob likes to share his love of the mountains with friends and family. He is most proud of association with the Aspen School District’s Outdoor Ed program. Dick Jackson Professional mountain guide Dick Jackson has owned and operated Aspen Expeditions Worldwide since 1976. Dick is certified by the IFMGA/AMGA in rock and ice climbing, ski mountaineering and alpine mountaineering, Dick guides climbs and ski trips in Colorado and around the world, including the Himalaya, Alaska, the Alps and Africa. Doug Stenclick Doug is an avid uphiller in the Roaring Fork Valley, where he has lived for the past 10 years. He co-founded the first ski touring shop in the country, Cripple Creek Backcountry, in Carbondale Colorado. He has served as marketing director for the COSMIC series (the Colorado Ski Mountaineering Cup) since 2013. John Gaston John is a six-time ski mountaineering National Champion and five-time Power of Four winner, living with his wife Katherine in Aspen. He and his twin brother Pete founded Strafe in 2009 to meet the increasing demands that athletes were placing on their apparel and as an excuse to "product test" every day in Highland Bowl." Mike Marolt Mike is a CPA and owner/operator of 8,000 Meter Peak Technologies, a ski mountaineering online retailer. Aspen is his training basecamp for expeditions to some 50 of the world's highest and most remote peaks. He is married and raising two daughters, part of the 5th generation of the Marolt family in Aspen. Penn Newhard A graduate of Brown University, Penn left his job as a Wall Street municipal bond trader in 1989 to relocate to Aspen. He was named advertising director at Climbing Magazine in 1992. Penn founded Backbone in 1997 with two employees and one phone. His enthusiasm and unbridled energy have helped Backbone grow to over 45 employees and 50+ brands. Stephen Szoradi Stephen is the managing partner of Aspen Alpine Guides. In the summer, he guides 14,000 ft peaks, rock climbs and altitude training. In the winter, he is a backcountry ski guide and ski instructor for the Aspen Skiing Company. A member of Mountain Rescue Aspen, he also serves on the boards of WeCycle and The Colorado Mountain Club. Rich Burkley Rich is the Vice President of Mountain Operations for Aspen Skiing Company and has served in several positions over the past couple of decades. Rich is an avid alpine, backcountry, and uphill skier, snowboarder, bike racer and white water kayaker. He lives in Aspen with his wife and two children. P10 II. City of Aspen Uphill Economic Development Plan 2 Why “Uphill?” Project Overview The Aspen Uphill Economic Development process started with a vision expressed by the City of Aspen to pursue the growing Uphill industry as an economic development objective. This vision and associated goals are consistent with one of the Aspen City Council Top 10 Goals and the Aspen Area Community Plan which identified the desire to “Identify opportunities to reduce the ‘boom-bust’ nature of the economy.” Aspen currently has a thriving Uphill culture and the City seeks to establish Aspen as the epicenter of Uphill fitness in North America. This will attract Uphill-oriented businesses, building upon the existing businesses that provide year-round career opportunities, further supporting the kind of community Aspen wants to be. Additionally, the initiative is intended to reinforce Aspen’s mountain-town culture, and to strengthen the region as a magnet for people passionate about mountain living and a unique quality of life. Those goals were expressed:  Making Aspen the epicenter of Uphill fitness in North America,  Building on Aspen’s history as a ski industry pioneer, and  Preserving mountain-town culture locally and regionally. This plan summarizes the Uphill analysis outlining the process, an analysis of Uphill industry economic trends, and with consultation of industry experts and a Technical Advisory Committee (TAC), the plan provides a range of immediate to long-range recommended actions, intended to support the community vision and to realize identified opportunities. “Identify and pursue economic opportunities that diversify Aspen’s economy without relying on physical development” – City Council Top Ten Goal Uphill skiing is when skis are used to go both uphill and downhill, forgoing lifts. Sometimes termed ski or alpine touring, backcountry skiing, ski mountaineering (skimo) or skinning; Uphillers can be found recreating within resort boundaries or touring in the backcountry. P11 II. City of Aspen Uphill Economic Development Plan 3 Project Process Ascertaining the prospects for Aspen’s Uphill economic potential entailed three main activities: 1. Market research on Uphill skiing 2. Interviews with Uphill industry experts 3. Work sessions with local Technical Advisory Committee (TAC) Information from these three sources informed the findings and recommendations throughout this report. Individuals engaged through interviews and work sessions are identified in the Acknowledgements portion of this report. The project timeline is detailed below. Project Timeline P12 II. City of Aspen Uphill Economic Development Plan 4 Trends and Prospects for Uphill Economic Analysis As a foundation to the plan and discussions concerning Uphill opportunities, the consultant team gathered and analyzed available information. Data is relatively thin concerning Uphill metrics but efforts were made to gather information from a variety of sources including Snowsports Industries America (SIA) and the National Ski Areas Association (NSAA) and the Outdoor Industry Association (OIA). Additionally, the team drew on information from various surveys and data searches to develop a data-based foundation for discussions. Interviews with a wide variety of industry representatives were also conducted. The Technical Advisory Committee reviewed that information and provided suggestions concerning interpretation. Input from TAC members on their experiences and local business perspectives were factored into the analysis. A summary of some of the key trends on participation, equipment and other retail trends in the space is presented below, with additional data provided in Appendix D. Equipment Sales Bindings were the most commonly purchased piece of alpine touring equipment from August 2015 through March 2016, with over 25,000 units sold. Alpine touring boots followed at roughly 8,000, and alpine touring skis were last with approximately 4,500 purchases. Touring boots and bindings are a better metric of measuring Uphill participants because any ski can be mounted with a touring binding, while touring boots and bindings are essential equipment. Online and In-Store Sales Roughly half of alpine touring binding purchases were made online (49 percent), while the other 51 percent were made in store. The growth in online purchases has been a significant trend in the industry and has influenced retailing in a variety of ways. This trend is expected to continue. Alpine touring boots and skis sales also had a relatively large share of online purchases (34 percent and 32 percent respectively), though to a lesser degree than bindings. However, these numbers overall indicate robust sales for alpine touring equipment through both channels. Alpine Touring Equipment Purchases: Unit Sales August 2015 – March 2016 P13 II. City of Aspen Uphill Economic Development Plan 5 Total Snowsports Sales The graph on the following page summarizes equipment and apparel sales for all forms of snowsports, including alpine touring equipment and apparel. While outerwear sales have grown, equipment sales are flat to down overall. Total dollar sales of alpine touring equipment have been growing rapidly, up from 14 million in the 2011/12 season to 17 million in the 2013/14 season (growth of approximately 21 percent). Data for 2014 to 2016 are not available from SIA but anecdotal input from a variety of sources suggests that the Uphill segment has continued to grow rapidly. Total Amount Spent Outerwear accounts for the largest share of snowsports product purchases, totaling approximately 1.8 billion dollars in sales in 2014/15. Equipment is also a relatively large market, accounting for close to one billion. Alpine touring equipment is a small share of snowsports purchases in comparison, accounting for 0.5 percent and roughly 20 million dollars of total snowsports product purchases in 2013/14. Alpine Touring Equipment Purchases: Location of Equipment Purchase, August 2015 – March 2016 Photo courtesy of Dick Jackson P14 II. City of Aspen Uphill Economic Development Plan 6 Equipment Sales by Equipment Type The graph to the right measures the share of only snowsports equipment sales and does not include apparel and outerwear purchases as the prior graph does. When outerwear and apparel sales are excluded, a breakdown of equipment sales by equipment type reveals that alpine touring equipment accounts for a larger segment of the snowsports equipment market (2 percent) than the total snowsports product market (0.5 percent) as noted above. Equipment sales are dominated by alpine skiing products (64 percent) and snowboarding products (31 percent), with telemark and Nordic skiing making up a small portion (3 percent). Snowsports Products Purchased Through All Channels: Total Dollar Amount of Purchases 2014/15 Snowsports Equipment Sales by Equipment Type P15 II. City of Aspen Uphill Economic Development Plan 7 Number of Participants The Outdoor Industry Association does not track Uphill skiing specifically; however, the periodic surveys conducted by the organization do monitor participation in telemark skiing. The OIA aggregates both telemark and alpine touring users in the same category, which accounts for approximately two and a half million participants in 2015. Alpine skiing was the most popular snowsport, with 9.4 million participants, followed by snowboarding (7.7 million), freestyle skiing (4.5 million), cross- country skiing (4.1 million), and snowshoeing (3.9 million). Other endurance sports had considerably higher numbers of participants than snowsports, led by running/jogging (48.5 million), road biking (38.3million), and hiking (37.2 million). These findings support the economic opportunities identified in the plan – Uphill skiing is a focus but there are other allied recreational activities (for example, trail running, mountain biking, hiking and climbing) that are of interest to manufacturers and retailers, as indicated by stakeholders and TAC members. Number of American Participants in Outdoor Activities, 2015 Photo courtesy of Dick Jackson P16 II. City of Aspen Uphill Economic Development Plan 8 Seasonal Revenue Split The opportunities for Uphill extend beyond winter when the definition is broadened to include other forms of human-powered fitness activities such as trail running or mountain biking. Efforts to improve trail systems on- mountain for summer use, and to open restaurants for summer dining are being made locally and at other resorts. The economic potential of summer and shoulder seasons align with initiatives of the Aspen Skiing Company to expand summer on-mountain activities, and those of many other Colorado mountain towns to find more balance between summer and winter revenues. As illustrated, Aspen shows more balance between summer and winter than some mountain towns, while Snowmass is markedly less balanced and opportunities exist to further develop Uphill activities throughout the year, providing economic activity during times of relatively lower visitation. In the long term, these efforts will support broader objectives of seeking improved revenues through pursuing strategies that take advantage of times when relative capacity exists. Summer 2014 & Winter 2014/15 Revenue Split in Colorado Mountain Communities: Taxable Retail Sales Photo courtesy of Stephen Szoradi P17 II. City of Aspen Uphill Economic Development Plan 9 Uphill Access at Ski Resorts Thanks to the support of Aspen Skiing Company, the Roaring Fork Valley has excellent free access to in-resort Uphill opportunities, especially when compared to other resorts within the United States. National surveys conducted by the NSAA show that in winter 2015/16, 49 percent of resorts allow Uphill access: 6 percent on an unlimited basis, and 43 percent on a limited basis. Forty- five percent of resorts prohibit Uphill access, and the remaining 7 percent do not have a formal policy addressing Uphill access. In other words, the relatively open access at Buttermilk and Tiehack, and the more limited access at Aspen Mountain and Aspen Highlands is unusual when United States resorts are considered in total. Once again, in support for accommodation to Uphill, the Aspen areas are accommodating by offering free access. Just under half of resorts (47 percent) require a paid ticket or pass (while 53 percent do not). Ski areas are more likely to accept or require a regular season pass or a regular lift ticket (25 percent and 22 percent respectively) for Uphill access than an Uphill- only season pass (14 percent) or an Uphill-only ticket (12 percent). European Uphill opportunities are far greater than in the United States. Off piste routes, full- service huts and overall participation levels create social opportunities that exceed those available in the United States. Elements of the European experience provide a model to guide some of Aspen’s efforts going forward. U.S. Resort Uphill Access Policies, 2016 P18 II. City of Aspen Uphill Economic Development Plan 10 Conclusions from the Economic Analysis • Key findings from the Economic Analysis are summarized below. They were used by TAC and consultants to evaluate and prioritize opportunities and develop recommendations as presented in the Plan. The Alpine/downhill equipment market is currently flat. • The Uphill market is small, but growing. • Support for Uphill by Aspen Skiing Company stands out in a marketplace where other resorts are slow to welcome this promising sector. The outstanding access to Uphill on multiple mountains in Aspen provides competitive advantage and bolsters economic opportunity. • Winter Uphill facilities and programs (huts, trails, etc.) lend themselves to four seasons and a focus on fitness. These are growing market sectors and year-round use is of strategic value to the resort company and the Aspen community. • There exists strong enthusiasm among retailers and manufacturers for Aspen’s continuing commitment to Uphill. • Uphill is associated with a variety of other recreational activities that are of interest to the sports equipment industry. For example, footwear, outerwear and various types of equipment were identified as opportunities of interest to industry representatives. • There is limited near-term interest in manufacturing from companies contacted, but potential for other related corporate activities in Aspen and the region exist, and these opportunities will likely expand as the market for Uphill grows and Aspen’s preeminent positioning is more fully realized. • The bottom-line conclusion: Get started with what’s possible now and build for the future. The following Recommendations reflect this approach. U.S. Uphill Pass and Ticket Requirements, 2016 P19 II. City of Aspen Uphill Economic Development Plan 11 Uphill Economic Development in the Roaring Fork Valley – Long-Term Strategies, Near-Term Actions Recommendations Establishing Aspen as the epicenter of Uphill fitness will require reinforcing the existing Uphill culture which will create a foundation for long-term goals. These near-term recommendations provide the initial framework for an overall plan. Building a stronger Uphill economy will also require longer term planning, and a holistic look at the systems that support and also constrain opportunities for development. The ultimate challenge will be balancing two realities: the continuing pressures and opportunities for growth, and carrying capacity limitations of the Roaring Fork Valley. This section of the report presents near and longer term recommendations for action to support Uphill in Aspen and the Roaring Fork Valley. These recommendations are based on findings from the economic analysis, and input from the Technical Advisory Committee, the City of Aspen and interviews with industry leaders. This process produced an initial set of possible actions, which were then filtered through a set of criteria (see “Implementation Criteria,” following page), to develop a more refined set of priorities, and a proposed implementation schedule. A summary of proposed implementation steps is shown in the table below; details about these recommendations are provided in the following pages and the “Recommendations for Uphill Development: Now and Later” table at the end of this section. Achieve sustainable growth practices to ensure the long-term viability of our community and our diverse visitor-based economy. – Aspen Area Community Plan Uphill Economic Development Implementation Steps P20 II. City of Aspen Uphill Economic Development Plan 12 Starting Point: A Commitment to Support the Uphill Industry A variety of economic opportunities have been identified through the Uphill economic investigation process. While still small as an economic component of the overall sports industry, and when compared to other winter sports, the Uphill sector has shown rapid growth in equipment sales and participation levels. There is strong optimism about future of Uphill from Aspen area businesses, and by manufacturers and the ski industry at large. Before presenting recommendations for near term actions, the following two pages outline longer term, broader strategies needed to build Uphill as a viable economic contributor to the area economy, and to solidify and develop Aspen as the North American leader for Uphill. These include working at different scales, improving physical infrastructure, outreach to industry, branding, support for events, and general commitment to continued planning. Implementation Criteria: Aim for Actions that will… Sustain, reinforce and enhance mountain culture, and the Aspen Brand Contribute to development of sustainable, decent, year-round jobs and new business opportunities, and do so without notable disruption of local life and mountain culture Take advantage of underutilized recreation capacity: in infrastructure, in seasons, in locations, where practical create new capacity Provide improvements – facilities, programs, activities, and experiences – that directly benefit residents, as well as appeal to visitors Offer programs, education that can help create new Uphill users (which in turn increases demands for locally sold gear/services) Offer new trails, new infrastructure that invites in new users; focus on the entry level and “missing middle” on the recreation spectrum Respond to growing demand for recreational activities, but direct growth to the right times and places; aim to leave open a spectrum of quality recreational experiences, from busy locations to locations with little use P21 II. City of Aspen Uphill Economic Development Plan 13 Strategies: Entry Level & Advanced; Local & Regional; Creating new “gateways” and a “funnel approach” to encouraging participation from the middle/entry level markets is a proposed strategy. The funnel approach to marketing is based on the idea of exposing large numbers of potential participants, with a lesser number actually adopting the activity. The middle is where potential for growth in Uphill will be fully realized and the largest numbers can be encouraged to participate. Further, exposing the Aspen destination visitor to Uphill will help to expand the market and will grow the “buzz” by growing the aspirational audience along with active participants. The Economic Analysis and discussions with a wide variety of stakeholders suggest that while manufacturing in Aspen will not be viable, such activities may grow in the region. Costs of doing business and the competitive advantages of well-established business operations in Europe pose challenges. However, there may be emerging business opportunities for Aspen and the Roaring Fork Valley in areas such as research and development, product testing, marketing, and communications that develop over time. There are limitations to physical development within the City; however, it is important to consider offering support for partners hoping to locate or expand existing activities and operations, both winter and year-round. Source: Agnew::Beck Strategy 1: Add near-town, inviting entry level recreation options to expand participation Strategy 2: Maintain and enhance reputation and opportunities for more advanced adventure Strategies to Increase Aspen’s Uphill Participation We should be working to attract new users – “build a bigger funnel” — Technical Advisory Committee member P22 II. City of Aspen Uphill Economic Development Plan 14 Options for City support include preserving lands designated as industrial/business, potentially including lands owned by the City for future economic opportunities not fully evident at present, but that may exist as the Uphill segment grows. Further, Aspen will actively partner with regional entities and communities that can provide complimentary economic opportunities that will benefit from Aspen’s premier recreation resources and brand. These relationships would extend along the I-70 corridor from Eagle to Grand Junction. Aspen and other area entities also anticipate working with the State of Colorado on regional economic development opportunities. The State has expressed interest in furthering the regional economy; outdoor recreation businesses, including Uphill, represent a viable and significant source of long-term economic diversity and health for Colorado. Uphill Recreation Plan Providing the physical improvements that supports a diverse array of Uphill opportunities – from terrain and trails for beginners and experts, to backcountry inns and huts, event venues and training programs – requires the coordinated contributions of multiple partners. This list of partners starts with the USFS, and includes Aspen and other cities, the County, the Skiing Company and a wide range of user groups. As a result, a critical next step in supporting long-term Uphill development is a multi-partner “Uphill recreation plan.” This plan should inventory current infrastructure and user trends, then define shared goals and actions that can simultaneously satisfy residents and visitors, work within finite budgets and protect special places. The suggested recreation plan will help to expand upon Aspen’s current advantages for Uphill and will draw upon examples of success from Europe and elsewhere. The plan is anticipated to provide added Uphill opportunities, as well as enhancing long-term quality of life in the Valley. Branding and Marketing “Brand” is part experience, part image. Critical to building Aspen’s Uphill brand is delivering an authentic experience of unparalleled Uphill activities, amidst a vibrant community in a breathtaking mountain setting. Aspen’s Uphill brand development in large part depends on the success of Uphill events, the quality of the Uphill recreation options and the overall customer experience while engaging in Uphill activities. The most genuine and successful brand experience is built from community and industry values about the brand –identifying a common meaning behind Uphill and what it stands for in Aspen is a critical early step in building the Uphill brand. Coupled with this experience, Aspen Uphill should reinforce the brand experience with a consistent visual identity and message (images and words). Creating a branding package allows all Uphill partners – business, government, programs and events – to broadly share the brand image and perpetuate the idea of Uphill across media and venues. This brand package could initially include:  unique brand mark  style standards  message and talking points  captivating art and imagery P23 II. City of Aspen Uphill Economic Development Plan 15 Once this package is developed, its application is virtually limitless. The visual identity and message can be picked up and applied on everything from websites to newsletters to t- shirts to trail signage. It can also eventually build to encompass additional activities and seasons. The image below provides one example of how 4-season, multiple-activity brand icons can be developed and perpetuated, and support an overall Uphill brand. Uphill Support Systems: Access and Housing Many of the pathways towards a stronger Uphill economy run into challenges related to the capacity, costs, locations and character of the built environment – roads and transit, housing, accommodations and utilities like water and sewer. Planning for Uphill development needs to be synchronized with ongoing planning on those larger topics. Source: Agnew::Beck and Flaticon P24 II. Recommendations for Uphill Development: Now and Later City of Aspen Uphill Economic Development Plan 16 NOW MID-TERM LATER Immediate Actions: Winter 2017 Uphill Development: 1-3 Years Long-term outcomes: 3-5+ Years Events and programs HOST 2 EVENTS and INCREASE EXPOSURE to UPHILL  Promote and host Uphill Event Series  Promote and host Spring Uphill festival (April)  Identify possible all-levels/all-ages Uphill educational programing  Initiate meeting with other resorts about future events and coordinated event series BUILD EVENT SCHEDULE and UPHILL INTRODUCTORY PROGRAMS  Continue to host annual events and add new events  Coordinate with other partners, operators, to promote 4-season Uphill events schedule  Develop “feeder” programming for new Uphillers  Gear testing and experimentation days EXPAND UPHILL EVENTS and PROMOTIONS into 4-SEASONS  Robust 4-season, all-levels, all-ages Uphill event schedule  Established intro-to-expert programming continuum across multiple partners and recreational activities Branding and messaging IDENTIFY KEY BRAND ELEMENTS  Identify common meaning of and message about Uphill to be used in branding  Identify specific message and marketing strategies to place Aspen at the “Uphill epicenter”  Host a facilitated Uphill branding focus group DEVELOP, SHARE and APPLY BRANDING PACKAGE  Develop a consistent Uphill visual identity and brand package  Begin to integrate branding into existing and new promotions and programming  Develop Uphill recreation guides and collateral promotional materials  Publicly share brand art to encourage “guerilla” marketing and adoption by multiple partners across marketing platforms  Meet with business and visitor organizations to discuss brand support for larger regional and/or statewide efforts PROMOTE WIDELY-RECOGNIZED UPHILL BRAND for ASPEN (and the REGION/STATE)  Continue to build and promote “Aspen-as-Uphill- epicenter” brand  Support larger regional/statewide brand Equipment and retail development INCREASE EQUIPMENT and RETAIL EXPOSURE  Organize and promote gear testing and “Intro to Uphill” days, concurrent with events  Provide food and beverage promotions concurrent with gear testing and events  Initiate meeting with other Roaring Fork communities to discuss retail and manufacturing job potential related to Uphill INCREASE LOCAL RETAIL SALES, JOBS and GEAR DEVELOPMENT OPPORTUNITIES  Host “Uphill innovation forum” to bring together Uphill industry leaders and innovators  Discuss feasibility of establishing Uphill innovation hub experience/experiment center in Aspen to design and test gear and new sports, terrain and Uphill techniques  Further evaluate potential for new manufacturing in the Roaring Fork region  Continue to promote on-mountain and events-related gear testing and promotion ESTABLISH ASPEN as “UPHILL EXPERIENCE” INNOVATION HUB/EXPERIMENTAL CENTER  Industry leaders have a physical retail and testing presence in Aspen  Develop Uphill innovation hub/experience center in Aspen  New manufacturing and retail jobs created throughout Roaring Fork Valley Recreation planning and infrastructure development BUILD ON EXISTING UPHILL OPPORTUNITIES  Improve trail links from town to base Skimo/winter Uphill areas  Further market and flag Uphill routes within boundaries of four ski mountains  Provide Uphill destinations that offer food and drink, views – start with existing on-mountain cabins/lodges and explore options for future 4- season “bistro huts”  Discuss ways to increase on-mountain/resort promotion of winter Uphill recreation  Initiate baseline Uphilling data collection locally DEVELOP UPHILL RECREATION PLAN and CAPITAL INVESTMENT PLAN  Inventory current Uphill facilities and areas  Continue to collect data on user trends  Develop coordinated, 4-season recreation infrastructure and access plan and expand to include entire Roaring Fork Valley  Identify “special places” to preserve unique Uphill experience  Identify City-owned lands that could be utilized for economic development opportunities  Begin to implement capital projects such as bistro huts and Uphill terrain park BUILD RENOWNED UPHILL RECREATION SYSTEM  Continue outdoor recreation planning efforts, incorporating updated information on use trends and field conditions  Continue to improve the integrated 4 season recreation system – backcountry huts, mountain bistros, marked and mapped Uphill routes and trails for a range of abilities, and improved access to range of terrain  Actively partner with a range of entities, including the State of Colorado and the USFS, to support regional economic development opportunities P 2 5 I I . City of Aspen Uphill Economic Development Plan 17 Near Term Actions The Uphill Technical Advisory Committee, working with staff and the RRC/Agnew::Beck consulting team, identified three attainable, low cost, near-term target projects, that would:  Promote Uphill as a fun, accessible, healthy activity  Invite a wide range of new and current users to get more involved in Uphill, including diverse audiences who may lack necessary gear and experience with winter outdoor recreation  Provide teaching to help people at all skill levels have more fun, as well as be safe in the mountains  Promote sales of goods and services of vendors, locally and beyond  Take advantage of established downhill ski terrain, and associated, existing, at times underutilized, facilities  Expand the image and reality of Aspen as the premier US location for the fun and fitness benefits of Uphill  Build examples of collaboration between the business community, residents, the City, the USFS and other partners to set the stage for more ambitious future actions All three of the following projects are designed to help expand the Uphill market, in particular to bring in new users who might be interested, but are sitting on the sidelines for lack of knowledge, gear, or simply an easy/obvious way to find out more why this activity is growing in mountain towns around the world. Each of these proposed actions have successful precedents, but at the same time, the exact structure and scale of these proposals is somewhat experimental. The intent is to get started, try different approaches, refine the efforts based on public interest and lessons in the field, and be open to expanding or revising the programs. Uphill Extravaganza This event, modeled on the well-established Nordic Extravaganza, is designed to provide an easy, enjoyable way for people with an interest in Uphill but little experience, to learn more about what they need to get into this activity. The event is designed to live up to the “extravaganza” label – with access to gear, teaching and the chance to practice techniques on low angle terrain and the adjoining ski area, plus food, vendors, and a general fun and festive atmosphere. Key Recommendations:  Partner with existing local retailers located on City property, such as the Aspen Recreation Center, to take advantage of meeting spaces and easier terrain at Tiehack/Buttermilk.  Focus on broad full-spectrum participation: all ages, with a focus on people with little to no experience.  Aim to draw residents, second homeowners, and destination visitors.  Partner with local institutions with an interest in healthy outdoor activities, such as health clubs, Aspen Mountain Rescue, Colorado Avalanche Information Center; in order to provide an educational component. P26 II. City of Aspen Uphill Economic Development Plan 18 Uphill Community Meetup Series This initiative would offer a regularly scheduled, approximately weekly, “Uphill meet-up” sessions. The objective is to provide an easy gateway into Uphill activities, using a reliable, inviting option to meet with other people interested in gaining Uphill skills. The events would be non-competitive, educational, free, social, and offered on a clear, consistent schedule. Key Recommendations:  City-led coordination with local guides and retailers “sponsoring” a week.  Focus on broad participation, full spectrum: all ages, with a focus on people with little to no experience.  Aim to draw residents, second home owners and destination visitors.  Coordinate with a monthly speaker or educational opportunity.  Link Uphill events with an on-mountain restaurant, cabin, or lodge. Options include Gwyn’s, Cliffhouse, Bonnie’s, or No Problem Cabin.  Support partnerships with local institutions with an interest in healthy outdoor activities, e.g., schools, health clubs, hospital, non-profits, Visit Aspen. End of Season Uphill Festival This two-day festival would turn Buttermilk into a 100% Uphill only mountain. This unprecedented event would occur after the regular downhill season is over, in early April. The objective is to open up groomed, in-bounds skiing and signed Uphill routes and aim to attract a mix of novice and more experienced Uphill fans. The daytime skinning and skiing could be linked to a range of special festivities, including demos and more technical training opportunities, attracting a wide variety of Uphill abilities. We need to look for underutilized capacity – “pockets of calendar, pockets of place.” — Advisory Committee member Photo courtesy of Dick Jackson P27 II. CONTACT: City of Aspen | 130 S Galena St |Aspen, CO 81611 970.429.2741 | www.aspenpitkin.com P28 II. 1 MEMORANDUM TO: Mayor and City Council FROM : Justin Forman, P.E., Senior Project Manager, City of Aspen Matt Kuhn, Park Operations Manager, City of Aspen Peter Rice, P.E., Engineer II. City of Aspen THRU: Trish Aragon, P.E., City Engineer , City of Aspen Austin Weiss, Open Space Manager, City Parks DATE OF MEMO: December 9th, 2016 MEETING DATE: December 13th, 2016 RE: Castle Creek/Hallam Street Connectivity Study: 60% Hallam Street Design, Castle Creek Bridge Railing Design, Snow Lab Experiment Update SUMMARY: City staff seeks input and to provide an update to Council regarding the proposed pedestrian and bicyc le improvements for the Castle Creek/Hallam Street Connectivity project. The goals for the work session include the following: • Review the Hallam Street Improvements 60% Submittal • Decision Point #1: Bus Shelter Design • Snow Lab Experiment • Decision Point #2: COBRA railing BACKGROUND HISTORY: As early as 2013, Open Space and Trails Board members along with Engineering, Parks, and Transportation staff identified the Castle Creek Bridge and Hallam Street corridor as a deficient link in Aspen’s bicycle and pedestrian network. Due to topographic, property, and geometric constraints safe travel options for cyclists and pedestrians are limited through this area. The Castle Creek/Hallam Street Connectivity Study follows the ideals of The AACP . The Plan states “Aspen’s future should be one in which the automobile plays a smaller role in people’s everyday lives… (We) should increase the percentage of trips made via alternative modes of transportation. This can be accomplished by continuing to make….. the pedestrian/bike trail system more convenient, efficient, accessible, affordable and enjoyable. ….. Our commitment to alternative modes of transportation helps reduce traffic congestion, improves air quality, reduces greenhouse gas emissions, promotes public health and reduces our dependence on non – renewable resources.” In the spring of 2014, the City contracted with Loris and Associates in order to develop a conceptual plan that would improve the corridor. The concept design process included multiple public meetings to discuss the design and to solicit input on alternative designs between 7th Street and the west end of Castle Creek Bridge. P29 III. 2 In the July 28 , 2015 work session Council recommended separating the bridge railing and bridge improvement aspects of the project from the remaining Hallam Street corridor improvements . In the October 27th, 2015 work session, Council further directed staff to continue planning for the Living Lab Experiment for the bridge section only and obtain a special use permit from CDOT . Final implementation and construction of the Living Lab Exper iment was approved by Council at the January 26, 2016 work session. During this work session, Council also approved a contract with Loris & Associates to begin the final design on the Hallam Street Improvements portion of the project. A Council Work Session took place on September 6th, 2016. Council approved the additional services for a construction phasing expert. Council also directed Staff to proceed on the design for the Castle Creek Bridge Improvements as well as continue into the 60% Design Drawings for Hallam Street Improvements. Provided in Attachment A is a timeline of the project and major tasks to date. DISCUSSION: 60% Hallam Street Improvements Construction Drawings : During the September 6th Work Session, Council directed staff to progress to the 60% Design phase. Staff is currently finishing the review of the 60% comments. Staff is scheduled to discuss the current design with representatives from the Colorado Department of Transportation (CDOT) Region 3 in mid - December. Provided is Attachment B is the overall layout of the project at this time. Between the 30% to the 60% design drawing submittals, the following is a list of key items that have been modified or improved: • The proposed trail will be 8 feet wide. The original trail width design was 10 feet and has been modified 2 feet to accommodate additional width for vehicle travel, bus pad, and snow storage room. • Proposed roadway width is equivalent to the existing roadway (approximately 50.5 feet feet). • The 7th Street Island has been reduced in size and modified to accommodate the inbound and outbound turning movements for commercial vehicles more efficiently than the existing island . • Interaction between people waiting for the bus and the trail users is minimized. P30 III. 3 Upgraded Bus Shelter: After a meeting with the Open Space and Trails Board members on October 27th, 2016, interest had been expressed in providing upgraded bus shelters than the City standard. Provided in Attachment C is a conceptual picture of the upgraded bus shelters. The concept will be similar to a scaled down version of the BRT stops throughout the valley. The new design of the shelters would be smaller in stature than traditional BRT stations but will include: • Stone material for siding • Glass • Real-time bus arrival signage Please review the financial sections below on funding and additional costs. Decision Point #1: Upgraded Bus Shelter Staff will be requesting Council to approve an expanded scope to both design and construct the upgraded bus shelters. Design for upgrade shelters (north side and south side) $21,000 Construction estimate fo r upgraded shelters $150,000 Funds currently allocated for bus shelters ($40,000) Total Estimated Cost Required for Upgraded Bus Shelters $131,000 The City Manager and staff have determined that Transportation is a good source of funds for the additional upgrades to the bus shelters. After speaking with Transportation, they are recommending a combination of fee in lieu in addition to impact fees as a good funding source for the shelters with the remaining funds coming from Transportatio n. 60% Hallam Street Improvements Cost Estimate: Provided is the engineers cost estimate for the 60% design is located within the financial implications section within this memo . Staff expects the 90% submittal for the design drawings to be submitted in mid -January. Snow Lab Experiment : Staff will proceed on conducting two temporary experiments starting on January 3, 2017 to simulate the proposed design. This “Snow Lab” experiment will utilize temporary white candlestick bollards during the winter period. The first experiment will be to place the bollards on Castle Creek Bridge in a similar manner to the jersey barriers that were placed during the Living Lab this past summer. The experiment on the bridge will allow Streets and Parks to experiment with snow removal prior to extending the sidewalk on the bridge. This will also allow staff the opportunity to review the impact the trail extension will have on RFTA vehicles. P31 III. 4 Figure 1 Snow Lab Experiment Cross Section on Castle Creek Bridge The second piece of the Snow Lab experiment will be conducted at the northeast corner of Hallam Street and 8th Street. The white, candlestick bollards will be placed on this corner to allow RFTA to test bus acceleration movements and Streets to ensure the snow windrow from plowing operations can handle larger snow storms. If successful, staff will keep the Snow Lab experiment in place until the end of large snow events. Modifications may be implemented through coordination with Streets and RFTA to assure the proposed design will be able to accommodate winter weather, vehicle movement , and pedestrian/bicycle safety. Figure 2 Snow Lab Experiment at 8th Street P32 III. 5 Castle Creek Bridge Improvements: After meeting with Council on September 6th, 2016, staff received direction to proceed with design of an extended trail on the bridge and also determine bridge railing options with and without a COBRA railing. Staff confirmed with CDOT that a crash rated barrier is needed if a COBRA rail is installed. Staff work ed with Loris and Associates to design a barrier rail that will be the same regardless if crash rated or not and also allow sunlight through to minimize ice build -up. Staff is proceeding with design on the portion of the trail extension that will be plac ed on Castle Creek Bridge with an interior crash rated barrier. Staff will be requesting a decision from Council on the proceeding in design for the COBRA railing. After fully researching the construction of the COBRA rail, it has been determined that the COBRA should be constructed simultaneously with the interior crash barrier without phasing the two separately. Based on the 30% Bridge Railing Design, staff anticipates the COBRA rail can be installed within the approved budget. Please refer to the financial section for an estimated cost of project and funds allocated for 2017. Figure 3 Proposed Cross Section for the Castle Creek Bridge Improvements Decision Point #2: COBRA Railing Does Council support progressing on the design for the COBRA railing? P33 III. 6 FINANCIAL IMPLICATIONS: Provided below is an estimated cost summary for both projects. Overall, the project’s construction cost estimates are lower than the allocated funds set for project construction. 2017 Budget Availability: Hallam Street Improvements – Construction $1,573,330 60% Design Cost Estimate Construction Costs $1,558,688 Contingency $311,738 Upgraded bus shelters estimated costs (Review Decision Point #1) $131,000 Estimated Total $2,001,426 Castle Creek Pedestrian and Bicyclist Improvements – Construction $1,789,000 30% Bridge Construction Estimate COBRA Rail $500,000 Interior Crash Rated Rail including Trail Extension $450,000 Miscellaneous (Pavement, Drainage, Screening) $250,000 Contingency (20%) $240,000 Estimated Total $1,440,000 Project Estimated Cost Total $3,441,426 Total Funding Allocated (Hallam Street and Castle Creek Bridge) $3,362,330 Additional Funding from Transportation $ 131,000 TOTAL PROJECT FUNDING $3,493,330 CITY MANAGER COMMENTS: Attachment A - Timeline of Castle Creek Bridge/Hallam Street Project Attachment B – Hallam Street Improvement Conceptual Plan Attachment C – Upgraded Bus Shelter Concept P34 III. Page 1 of 2 Attachment A - Timeline of Castle Creek Bridge/Hallam Street Improvements 1. January 7th, 2014 – Council Work Session, staff and Open Space & Trails Board Members presented Castle Creek/Hallam St. Connectivity project as a priority to Council. 2. January 23rd , 2014 – Open Space and Trails meeting. 3. March 2014 – Start process of putting together a Conceptual Design. 4. April 7th, 2014 – Council Consent agenda Contract Approval Loris and Associates (Hallam Street/Castle Creek Bridge Connectivity Project). 5. May 20th, 2014 - Work Session on project kickoff. 6. July 10th, 2014 – Public Outreach at Bugsy Barnard Park on corridor. 7. September 10th, 2014 – Public Outreach on corridor at Sister Cities. 8. September 18th, 2014 – Open Space and Trails meeting. 9. January 15th, 2015 – Open Space and Trails Board meeting support for conceptual design of project. 10. February 17th, 2015 – Council Work Session on Conceptual Design Review and move to a complete design. 11. March 3rd, 2015 – Pitkin County Board of County Commissioners meeting on Conceptual Design Review. 12. April 2nd, 2015 – Open Space and Trails Board meeting on corridor. 13. Summer 2015 – Fox Tuttle Hernandez does traffic study on existing corridor and concept design. 14. July 28th, 2015 – Council Work Session on Pedestrian and Bike Project Updates. 15. January 26th, 2016 – Council Work Session on Castle Creek/Hallam Street Connectivity Study: Move to Full Design, Bridge Railing, and Living Lab 16. April, 2016 – Living Lab was implemented on Castle Creek Bridge until October 2016. P35 III. Page 2 of 2 Attachment A - Timeline of Castle Creek Bridge/Hallam Street Improvements 17. June 1st, 2016 – Ice Cream Social at Bugsy Barnard Park for Living Lab 18. June 22nd, 2016 – Booths at Bugsy Barnard Park & Paepcke Park regarding project for Bike to Work Day. 19. June 25th, 2016 – Public outreach at Farmer’s Market on project. 20. July 4th, 2016 – Public outreach at Bugsy Barnard Park on project. 21. July 23rd , 2016 – Public outreach at Farmer’s Marker on project. 22. June & July, 2016 – Fox Tuttle Hernandez performs traffic study on Living Lab. 23. September 6th, 2016 – Council Work Session on Living Lab Experiment/Hallam Street 30% Design. 24. October 27th, 2016 – Open Space & Trails Board Meeting on Living Lab Experiment/Hallam Street 30% Design. 25. December 1st, 2016 – Public Outreach for Snow Lab/60% Hallam St. Design at Sister Cities. P36 III. Know what's below.R Call before you dig.P37III. P38III.