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HomeMy WebLinkAboutagenda.council.worksession.20170718 CITY COUNCIL WORK SESSION July 18, 2017 4:00 PM, City Council Chambers MEETING AGENDA I. Com Dev Workplan Discussion II. Construction Hour Extension for Aspen during the Glenwood Bridge Closure P1 Com Dev Work Program Memo – July 18, 2017 Page 1 of 8 MEMORANDUM TO: Mayor Skadron and City Council FROM: Jessica Garrow, Community Development Director Phillip Supino, Principal Long Range Planner Stephen Kanipe, Chief Building Official MEETING DATE: July 18, 2017 RE: Community Development Department Work Program REQUEST OF COUNCIL: Staff requests City Council identify any work program items that should be a priority for 2018 and added to the Community Development Department Work Program. SUMMARY: This memo outlines the Community Development Department’s current work program, as well as other priorities previously identified by City Council, P&Z, HPC, and staff. Council may wish to re-evaluate the priorities, but based on the department’s staffing levels, realistically the department cannot add more than one or two new work program items without deleting others. The purpose of this work session is to update City Council on the Community Development Department’s work program in advance of Council’s retreat. In addition to the projects outlined below, staff continues to focus on regular work items, such as building permits and current land use caseload. CURRENT COMMUNITY DEVELOPMENT WORK PROGRAM ITEMS: Beyond the general planning services the city provides (processing land use applications, providing walk-in services, etc.), community development staff is currently working on the following items. Each item lists the primary staff contact for the project, as well as the AACP Policies the work would implement. 1. Electronic Permitting System Implementation. The Community Development Department has worked with Vertiba, a contractor for the software system BasicGov, for the last six months to develop a new permitting and data management system. That system is in the construction phase, and staff expects that, following beta tests and revisions, that system will be implemented beginning in 2018. Staff: All (Primary points of contact: Jessica Garrow, Karen Harrington, Rebecca Wallace). AACP: Managing Growth Policy VIII.1 & 2. 2. Building Permit / Address File Scanning. The Community Development Department is working with a Denver-based vendor to convert all building files to electronic format. Approximately 90% of the files have been digitized, and staff from both Community Development, IT, and the Clerk’s Office, is currently working on quality control, and creating a usable and searchable file management system to enable easier use by staff and the public. The project is anticipated to be completed in mid-2018. Staff: Rebecca Wallace, Bonnie Muhigirwa. AACP: Managing Growth Policy VIII.1 & 2. 3. Mandated Sign Code Update. Following a 2015 Supreme Court Case, the Planning staff is conducting a public outreach and code amendment process to update the sign code. The case, P2 I. Com Dev Work Program Memo – July 18, 2017 Page 2 of 8 Reed v. Town of Gilbert, AZ, requires government sign regulations to be content neutral. The specific nature of the court case and new legal requirements dictate that the amendments to the sign code will be narrow in scope. A complete overhaul of the sign code is not within the scope of this project. Staff anticipates this project will be completed in the fall of 2017. Staff: Phillip Supino. AACP: Managing Growth Policy VIII.1 & 2. 4. Miscellaneous Code Amendments. Throughout the year, staff keeps a “redline” version of the code that identifies areas of the code that are confusing, contradictory, or do not address emerging issues. These primarily focus is on the calculations and measurement section of the code – that is, how buildings, fences, etc. are measured for height, floor area, net leasable and net livable, and setbacks. The most recent update was completed at the end of 2014. Staff has begun compiling a list of potential changes and anticipates bringing a code amendment forward in late 2017 or early 2018. Many of these changes are needed to clarify or solidify changes made during the moratorium. For instance, the definition of demolition and the determination of natural versus finished grade should be examined and updated to account for newer building designs and land use trends. Refer to Exhibit B for additional commentary on those changes. Staff: Phillip Supino and Justin Barker. AACP: Managing Growth Policy III.1, VIII.1 & 2. 5. Lift 1A Location Study. The City and property owners adjacent to Lift 1A are engaged in a study to determine the optimal future location of Lift One relative to approved and proposed developments in the area. Depending on the result of the study, there may be staff and HPC review related to how the new lift will interact with the historic lift and historic buildings on the Lift One Lodge site. The original study scope includes examination of four (4) scenarios that could realistically move the lift further down the mountain towards Dean Street. As the group has worked with the consultant, additional questions regarding feasibility of additional scenarios has come up and if added will result in an increased scope. Staff anticipates the study will be finalized in the late summer or early fall, and will be followed by public open houses and a council work session to review the report’s findings. Staff: Jennifer Phelan. AACP: Managing Growth Policy IV.3. 6. Uphill Economy (Council Goal #8). One of City Council’s Top Ten Goals focuses on creating a framework for encouraging industry, events, and other economic activities tied to the “Uphill Economy." The effort builds on the popularity of this outdoor movement by attracting events and businesses to Aspen and the Roaring Fork Valley that can provide economic development that is not tied to the built environment. The Uphill Plan was completed earlier this year, and is the basis for a pending grant application with the state for funds to implement the short, medium, and long term implementation items identified in the plan. The grant would provide funding and technical assistance for the implementation of the Uphill plan. Should the City be awarded the grant, it may be subject to the implementation schedule and requirements of the state per the grant award conditions. Staff proposes to continue to include this as a primary portion of the Department’s work program to ensure the momentum of the last few years does not dwindle. Staff: Jessica Garrow, Hillary Seminick. AACP: Aspen Idea Policy I.3-4; Managing Growth Policy I.4. 7. Small Lodge Preservation Program. In 2015, the City adopted a Small Lodge Preservation Program intended to assist small lodges in continuing to operate. In 2016, two fractional lodges P3 I. Com Dev Work Program Memo – July 18, 2017 Page 3 of 8 joined the program, and five (5) lodges applied for and received grants through the energy efficiency program. So far in 2017, two lodges have received permit fee reductions for improvements to their structures. Additionally, seven lodges have taken advantage of the Energy Efficiency program, leveraging approximately $57,000 of City and CORE funds to make efficiency upgrades to their buildings. Staff is working with member lodges to utilize the other benefits in the program, and anticipates additional lodges will continue to use the energy efficiency grants and building permit fee reduction benefits. This program is in effect until June 2020. Staff: Phillip Supino. AACP: Managing Growth Policies IV.1-4. 8. Historic Property Inventorying. The City is required to periodically update the official inventory of historic properties with updates pictures and technical analysis. No changes to which properties are designated is part of this effort. This update is a requirement to maintain the city’s Certified Local Government (CLG) status with the state. Due to workload, this effort was pushed out to 2017/2018, and will likely commence in the fall or winter. Staff: Amy Simon. AACP: Historic Preservation Policies I.1-2 and III.1. 9. Aspen Mobility Lab. The City is exploring a significant mobility experiment in May/June of 2018, as was discussed at Council’s June 26th work session. There are a number of departments working together on this goal, including the Community Development Department. The inter- departmental team is focusing on potential test projects to demonstrate longer-term changes that could be implemented to improve connectivity, mobility, and the downtown experience. Staff: Jessica Garrow and Phillip Supino. AACP: Transportation Policies 1 and 2. 10. Pedestrian Malls Project. The City, led by the Parks and Asset Departments, is working on a master plan for the Pedestrian Malls. There are a number of departments working together on this goal, including the Community Development Department. Staff: Jessica Garrow and Amy Simon. AACP: Historic Preservation Policy III.1, Parks/Open Space/Trails Policy V.1, Transportation Policy II.3. COMMUNITY DEVELOPMENT STAFF SUGGESTIONS: A significant number of work program items were identified by City Council during the 2016-2017 AACP-LUC coordination process as being important to consider in future work program work. In addition, the Planning and Zoning Commission and HPC have weighed in on potential work program items. Below is a list of the items staff recommends be considered for inclusion in the department’s work program. 1. Historic Preservation Submittal Requirement Standards. The Planning Department intends to use the funds generated from the penalty assessed on 232 E. Bleecker to fund the development of more specific standards for the submittal of applications to preserve historic buildings. Staff intends to hire a consultant to assist the Historic Preservation Officer in developing a standardized preservation submittal sheet, to be included in Historic Preservation Land Use Applications. This sheet will include standardized exhibits and descriptions of preservation techniques to help ensure that future preservation projects have clearly defined preservation processes and techniques. This implementation item was strongly supported by HPC as a way to ensure future projects result in a positive preservation outcome. Staff: Amy Simon & Stephen Kanipe. AACP: Managing Growth Policy VIII.1 & 2. P4 I. Com Dev Work Program Memo – July 18, 2017 Page 4 of 8 2. Future Land Use Map and Annexation Policy. In the last few years, the city has received annexation requests for county parcels located adjacent to the city boundary. Additionally, the Water Department receives service requests from properties outside of the city boundary, where the city does not have planning jurisdiction. While the Aspen Area Community Plan provides general policy guidance it is not a future land use map. Staff recommends a future land use map and more specific annexation policy be created to assist in the evaluation of future annexation and service requests. In addition, the city has an existing annexation plan, but it focuses on the legal process for annexation, rather than broader policies that should guide decisions on annexation. Creation of a future land use map and annexation policy would require consultant assistance and community outreach, as well as coordination with other department, including Water and the City Attorney. Staff anticipates that the planning and mapping portions of this effort would cost $50,000 and would take 10 to 12 months to complete. Depending on the level of coordination and work needed related to water service, temporary help may be required as well. Staff: Jessica Garrow and Phillip Supino. AACP: Managing Growth Policy II.1 & 2; West of Castle Creek Policy I.1, II.1. 3. Definition and Standards for Lodge Use. There has been increased interest in Lodge uses since the code amendments adopted during the AACP-LUC coordination process. The discussions of these proposals revealed some gaps in the definition and standards for Lodge uses. The current code requires that Lodge uses be listed with a booking agency and are subject to period audits at the discretion of the Community Development Director. These standards are insufficient for staff to ensure that future Lodge uses function as lodges and add to the City’s bed base. Staff suggests adding standards and strengthening the definition of Lodge uses and believes this is one of the most important code amendments following the moratorium that could take 2-4 months to complete. P&Z supported this as a priority item to ensure the recent moratorium code changes are as effective as possible. Staff: Phillip Supino. AACP: Managing Growth Policy IV.3 and VII.2. 4. Expedited Tenant Finish Permitting Process. The Community Development Department is interested in piloting a program to assist minor tenant finish permits through the process. Tenant finishes typically include the construction of improvements such as non-load bearing walls, lighting and mechanical systems and floor and wall finishes. The review time associated with these types of permits is relatively short. However, they are processed in the order they are received, which can increase the time required for the application to make its way through the review process. An expedited review process would ensure that more minor tenant finish applications are not placed in the queue behind large permits that require more significant review time. This will provide a significant benefit to business owners, because it will shorten the time required to start or reopen a business in the City. It will be important to develop clear standards for what constitutes a small- scale tenant finish versus a more impactful finish project, as well as coordinate with the Engineering Department on Construction Management requirements. The Planning and Zoning Commission strongly supported this work program item. Staff: Stephen Kanipe and Denis Murray. AACP: Managing Growth Policy VIII.1 & 2. 5. Expedited Energy Efficiency Permit Process. The Community Development Department is interested in the development of an expedited review process for energy efficiency permits. It would support the City’s energy efficiency and sustainability policies, as well as assist property owners in complying with energy code requirements. This expedited process would apply only to permits required for energy efficiency improvements like solar panel installation or mechanical system P5 I. Com Dev Work Program Memo – July 18, 2017 Page 5 of 8 upgrades. Like the tenant finish process described above, it will be essential to clearly define the types of activities eligible for the expedite process. The Planning and Zoning Commission strongly supported this work program item. Staff: Stephen Kanipe and Mike Metheny. AACP: Managing Growth Policy VIII.1 & 2; Environmental Stewardship I.1 &2, II.1-4, V.1-5. OTHER ITEMS FROM THE AACP-LUC COORDINATION PROCESS: A significant take-away from the AACP-LUC coordination process was the degree to which regulations in various areas effect development outcomes throughout the community. For example, changes to the parking regulations were designed to free lot area to achieve Council’s pedestrian amenity and second tier space goals. Use mix policies have ancillary benefits to economic sustainability and second tier space policies. The following is a list of the items identified during the moratorium as potential follow up programs or code amendments. Exhibit B includes additional information to the briefs listed below. Staff suggests that if Council is interested in adding some of the items below to the department’s work program that the work be focused within a single topic area (Use Mix, Parking & Mobility, Affordable Housing), rather than selecting projects within multiple topic areas. This approach recognizes the relationship between policy topic areas and ensures efficiency and effectiveness in the Land Use Code amendment process and outcomes. 1. Use Mix Items – The following work program items are intended to achieve AACP policies, including: I.4. Identify opportunities to reduce the “boom-bust” nature of the economy. (Managing Growth p. 24) V.1. Encourage a commercial use mix that is balanced, diverse and vital and meets the needs of the year-round residents and visitors. (Managing Growth p. 26) V.2. Facilitate the sustainability of essential businesses that provide basic community needs. (Managing Growth p. 26) Of the items listed below, staff believes items B and E can be accomplished in the next year, and would most directly support the policies adopted during the AACP-LUC coordination process. A. Legacy Business Program. The Legacy Business Program was a concept put forward in the fall of 2016 to support essential and locally serving businesses. The idea is to provide government assistance to legacy businesses to assist in their sustainability throughout changing commercial market. Staff: Phillip Supino B. Essential Business Overlay Zone Standards. The Essential Business Overlay Zone (EBO) was adopted as part of Ordinance 30 to address Council’s use mix objectives. Council expressed an interest in having additional discussions about additional features of the EBO as part of the Work Program. Staff: Phillip Supino C. Affordable Commercial. The goal of an affordable commercial space program would be to make available commercial space to tenants meeting certain criteria to help achieve Council’s use mix and economic sustainability goals. There is not currently a model for such a program, and it has been discussed only theoretically. A public-private partnership between the City and local interest groups could be an effective option to support an affordable commercial program leveraging City assets with outside resources and capacity. Staff: Phillip Supino P6 I. Com Dev Work Program Memo – July 18, 2017 Page 6 of 8 D. Live-Work Residential Standards: Live-work residential units were a focus of some discussion regarding the EBO, SCI zone, use mix and affordable housing priorities. The City does not currently allow live-work units, as there is fear about the ability to control either the residential or commercial nature and occupancy of such units. Staff: Phillip Supino 2. Parking & Mobility Items – The following work program items are intended to achieve AACP Policies, including: 1. Use Transportation Demand Management tools to accommodate additional person trips in the Aspen Area. (Transportation, p. 35) I.4. Maintain the reliability and improve the convenience of City of Aspen transit services. (Transportation, p. 35) II.2. Expand and improve bicycle parking and storage in the Urban Growth Boundary. (Transportation, p. 35) II.3. Improve the convenience, safety, and quality of experience for bicyclists and pedestrians on streets and trails. (Transportation, p. 35) III.3. Require development to mitigate for its transportation impacts. (Transportation, p. 36) V.1. Develop a strategic parking plan that manages the supply of parking and reduces the adverse impacts of the automobile. (Transportation, p. 36) Of the items listed below, staff believes items B and C can be accomplished in the next year, and would most directly support the policies adopted during the AACP-LUC coordination process. A. Parking Cash-in-Lieu Rate. One outcome of the update to the parking section of the Land Use Code during the AACP-LUC process was the determination by the consultant team that the cash-in- lieu of parking fee structure may require revision. Such a study would be conducted over 4 to 6 months. Staff: Phillip Supino and Reilly Thimons. B. Parking and Mobility Code Clean-up. There are a number of improvements that could be made to the new parking regulations adopted under the moratorium to ensure greater coordination with existing city policies and to cover more zone districts within the City. Depending on the scope of the project, such a revision may take between 4 and 6 months. Staff: Reilly Thimons, Transportation, Engineering. C. Transportation Impact Analysis (TIA) Update. Following Council’s direction to staff to incorporate the City’s parking, transportation and mobility policies into the new parking regulations, the TIA has become a central component of the new parking code. As such, improvements to the TIA would ensure that all those policy areas work in concert to achieve Council and community objectives. Depending on the scope of the update, the project may take 6 to 9 months. Staff: Community Development, Transportation and Engineering. 3. Affordable Housing Items – The following work program items are intended to achieve AACP Policies, including: II.1. The housing inventory should bolster our socioeconomic diversity. (Housing, p. 41) IV.2. All affordable housing must be located within the urban growth boundary. (Housing, p. 42) IV.3. On-site housing mitigation is preferred. (Housing, p. 42) IV.5. The design of new affordable housing should optimize density while demonstrating compatibility with the massing, scale and character of the neighborhood. (Housing, p. 42) Of the items listed below, staff believes item B can be accomplished in the next year, and would most directly support the policies adopted during the AACP-LUC coordination process. P7 I. Com Dev Work Program Memo – July 18, 2017 Page 7 of 8 A. Affordable Housing “Transfer” Amendment. During the AACP-LUC process, Council discussed a program to allow development in the CC and C-1 zones to ‘transfer’ their affordable housing requirement between sites in the zones. This would allow affordable housing to concentrate on certain sites, reducing potential conflicts with commercial uses in mixed-use buildings. Developing this program may take 4 to 6 months, including public outreach and collaboration with APCHA. Staff: Phillip Supino. B. Resident-Occupied Housing “2.0”. A corollary to the discussions on affordable housing mitigation and live-work housing was the concept of “RO 2.0” standards. The idea was to develop new standards for RO housing, which is traditionally housing with a local residency requirement and no price cap. The policy and regulatory development process would require consultant assistance, collaboration with APCHA and 9 to 12 months, depending on the scope of the project. Staff: Phillip Supino C. Essential Public Facility Mitigation Rate. Presently, APCHA and P&Z collaborate to establish the mitigation rate for essential public facilities. Council has expressed interest in examining this policy and process. This policy review and subsequent code amendment process may take 6 to 9 months, including public outreach and coordination with APCHA. Staff: Phillip Supino. ADDITIONAL COMMUNITY DEVELOPMENT ITEMS: In addition to the AACP items listed above, Community Development staff suggests the following work program items be discussed as potential additions to the department’s work program. 1. Short-Term Rental Regulations. Short term rental regulations were adopted by the City in 2012 and have not been reviewed or updated since. In that time, the City has received one formal complaint about a short-term rental property, however a number of other unofficial complaints or inquiries have been made in the last six to eight months. Given the increase in inquiries the city is receiving, it may be time to evaluate the program and make certain operation changes. For instance, the program does not allow single room Air-BnB style rentals, but a quick google search indicates these do occur. Staff: Phillip Supino. AACP: Managing Growth Policy IV.2, IV.3. 2. Housing Credit Program updates. In recent months, applications for new affordable housing credits programs have been made with the Community Development Department. These include proposed rental and sales projects, and a mix of categories, which has some impacts on the ability for buyers to achieve conventional financing. It may be appropriate to complete amendments to either the land use code or the APCHA guidelines to address this and other emerging issues. Work on this would require close coordination with APCHA and does not necessarily require consultant resources. Staff anticipates amendments would take 4-12 months, depending on if the amendments are to the land use code (4-6 months) or the APCHA guidelines (10-12 months). A more detailed work session on this topic is scheduled for August, so a decision on this work program item could be made at that time Staff: Jessica Garrow. AACP: Managing Growth Policy VII.2; Housing I.2, II.5, III.2, IV.5, V.1. 3. Model Zoning Submission. Community Development has specific standards for the content of Land Use Permit application and Building Permit application submissions. These standards provide guidance to applicants as to the required content of permit applications and proper depiction of that P8 I. Com Dev Work Program Memo – July 18, 2017 Page 8 of 8 content in plan sets. The items required for Zoning Compliance Review are specified on the Model Zoning Submission, which is a series of 24x36 inch architectural sheets. That document is outdated and does not include information and formatting reflecting current code requirements or building techniques. An update to the Model Zoning Submission would require the assistance of a consultant for the design work and take 4 to 6 months of staff time. Staff: Justin Barker, Jim Pomeroy, and Claude Salter. AACP: Managing Growth Policy VIII.1 & 2. FINANCIAL IMPLICATIONS: The current Community Development work program has been budgeted for. Additional monies may be needed if Council is interested in jump-starting or moving more quickly on any of the current items. Any additional work program items identified by City Council will require additional budget monies. ATTACHMENTS: Exhibit A: AACP Implementation items since 2012 Exhibit B: Work Program Items Detailed Descriptions Exhibit C: AACP Policies and Work Program Table P9 I. Exhibit A AACP Implementation since 2012 Page 1 of 8 EXHIBIT A: AACP WORK COMPLETED SINCE 2012 Since the adoption of the Aspen Area Community Plan (AACP) in 2012, there have been a number of items reviewed and implemented by City Departments and City Council. The AACP includes many policy priorities and a variety of policy direction on topics from growth to the transportation to historic preservation to the environment. Every year since the AACP adoption, City Council has prioritized various work program items from the AACP. Some items have been made into City Council goals or processed as code amendments, while others have not yet been selected by City Council for implementation. This exhibit outlines the AACP policies the City has completed worked on since 2012.1 Master Plan Process – Added a new chapter outlining the process for any master plan. (Ord 31, 2012). AACP: General implementation from the overall 2012 AACP Process. Aspen Idea Chapter: · Uphill Economy – In 2015 the City began work to support the “Uphill Economy.” The effort builds on the popularity of this outdoor movement by attracting events and businesses to Aspen and the Roaring Fork Valley that can provide economic development that is not tied to the built environment. In February 2015 and 2016 the City hosted a successful uphill event and expo that coincided with the Power of Four race. In early 2017 an Uphill Economic Development Plan was adopted, following a months-long process with a local Technical Advisory Committee of local uphill experts. In April 2017, the city successfully co-hosted the all-uphill weekend at Buttermilk. AACP: Aspen Idea Policies I.3-4; Managing Growth Policy I.4. Managing Growth For Community & Economic Sustainability Chapter: · Code Amendment Process – Updated process for code amendments, allowing more Council oversight and more immediate action (Ord 11, 2012). AACP: Managing Growth Policies VIII.1-2. · Downtown heights & uses – Reduced heights to 28 feet, eliminated SFR/Duplex as allowed use in C-1, reduced allowed Free-market FAR (Ord 12, 2012), and amended heights to address south/north sides of street, eliminated Free-market residential as an allowed use in CC and C-1 (Ord 25, 2012). AACP: Managing Growth Policies I.6 and V.3. · Mitigating Impacts of Development Report – Report analyzing the impacts of development on Parks/Open Space/Recreation/Trails, Transportation, the Environment, Affordable Housing, Construction, and Public Health/Human Services. Council chose to move forward on Housing and Transportation. (Report issued May 2012). AACP: Managing Growth Policies VII.1-2. 1 While the AACP is a joint plan between the City and the County and includes potential work items for the City, County, and community non-profits, this exhibit focuses only on the work conducted by the City of Aspen. P10 I. Exhibit A AACP Implementation since 2012 Page 2 of 8 · Lodging Charrette & Report – Provided an analysis of existing conditions in the lodging sector (Report issued August 2012). AACP: Managing Growth Policies IV.1-2. · Employee Generation and Double Dipping – Updated the City’s Employee Generation Study for commercial and lodging zones, and eliminated the so-called “double-dip provision” in Growth Management that had allowed project to only mitigate for their highest requirement (Ord 4, 2013). AACP: Managing Growth Policy VII.2. · PUD/PD – A complete re-write of the Planned Unit Development (PUD) chapter, renamed chapter to “Planned Development”, established new review criteria, Council decision on projects made sooner in process, went from 4 required review steps to 3 (Ord 36, 2013). AACP: Managing Growth Policies VIII.2-3. · Subdivision & Development Documents – A complete rewrite of Subdivision chapter, updated review criteria, established clearer requirements for development documents through creation of a new chapter, established clearer subdivision review types (Ord 37, 2013 – Subdivision; Ord 41, 2013 – Development Documents). AACP: Managing Growth Policy VIII.2. · Lodging Economics & Demand Report – Report outlining the economics and general demand around the lodging and short-term rental sector in Aspen and other resort communities (Report issued June 2013). AACP: Managing Growth Policies IV.1-2. · Double Basement – Eliminated the ability to build double basements in single-family and duplex development (Ord 31, 2014; Ord 8, 2017). AACP: Managing Growth Policy III.2. · Lodge Incentive Program – Created program intended to provide incentives for existing lodges and condominiums to upgrade, and to enable new lodging products to be developed (Ord 19, Series 2014 – rescinded). AACP: Managing Growth Policies IV.1-4 and VII.3. · Public Projects – Updated the COWOP Chapter to address all Public Projects and to address state law (Ord 11, 2015). AACP: Managing Growth Policy VIII.3. · Small Lodge Preservation Program – Created a 5-year program to assist existing small lodges to upgrade, refurbish, and expand, in an effort to enable them to remain a lodge. (Ord 15, Series 2015). AACP: Managing Growth Policies IV.1-2. · Downtown Residential Uses – Legalized existing free-market residential units, while prohibiting any new free-market residential units and any expansion of free-market residential space to address non-conforming status created by Ordinance 25, Series 2012 (Ord 25, Series 2015). AACP: Managing Growth Policies III.2 and VIII.2. · Vested Rights Update. Updated requirements to ensure major amendments to projects are subject to the current land use code, not a previous land use code (Ord 27, 2015) AACP: Managing Growth Policy VIII.2. P11 I. Exhibit A AACP Implementation since 2012 Page 3 of 8 · Timeshare Regulations. Updated timeshare regulations for clarity and to be consistent with state requirements (Ord 36, 2015) AACP: Managing Growth Policies IV.1-2. · Residential Design Standards Update. Updated the City’s fifteen (15) year old Residential Design Standards for clarity and to be more user-friendly while retaining requirements for buildings consistent with Aspen’s small town character (Ord 48, Series 2015). AACP: Managing Growth Policies III.1-2 · Commercial Design Standards Update. Updated the City’s ten (10) year old Commercial Design Standards for clarity and to be more user-friendly while retaining requirements for buildings consistent with Aspen’s small town character (Ord 33, Series 2016). AACP: Managing Growth Policies IV.4, V.3 and Historic Preservation Policies II.1 and V.1 · Lower Building Heights and Floor Area. The City approved significant downzoning in the City’s commercial zone districts during the 2015-2016 moratorium, resulting in lower allowed building heights and floor area. (Ords 29 and 30, Series 2016). AACP: Managing Growth Policies I.1, I.6, IV.4, V.3, VIII.1-2 · Commercial Use Mix and Second-Tier Commercial Spaces. The City approved major changes to allowed uses in the City’s commercial zone districts during the 2015-2016 moratorium, resulting in the creation of “second-tier” commercial space requirements to help preserve existing nook and cranny businesses and spaces and encourage new ones. The code changes also updated and refined the allowed commercial uses in the commercial zones, including the addition of the Essential Business Overlay. (Ords 29, 30, and 33 Series 2016). AACP: Managing Growth Policies I.1, V.1-3, VIII.1-2 · Growth Management Updates. The City updated the growth management chapter to require additional affordable housing mitigation for all existing and new commercial or lodging space during the 2015-2016 moratorium. (Ord 31, Series 2016). AACP: Managing Growth Policies VII.2, VIII.1-2 · View Plane Updates. The City updated the View Planes chapter to during the 2015-2016 moratorium. This included creation of fore, mid, and background designations in the view planes, each with different standards to reflect their impacts on the protected view plane, as well as the expansion of the Wagner View Plane. (Ord 34, Series 2016). AACP: Managing Growth Policies III.2, IV.4, V.3, VIII.1-2 · Chain Regulations. The city adopted regulations requiring a conditional use review for new formula businesses. (Ord 6, Series 2017). AACP: Managing Growth Policy V.1-2 Transportation Chapter: · Transportation Mitigation Requirements – Implemented a new system for all new development to mitigate its new trips through TDM and MMLOS measures (Ord 8, 2014). P12 I. Exhibit A AACP Implementation since 2012 Page 4 of 8 AACP: Transportation Primary Policies 1-2, and Policies III.1, III.3; Environmental Sustainability Policies I.3, II.1 and II.4; Managing Growth Policy VII.2. · Bus Stop Improvements – Remodel and updates of Rubey Park, and replacements and updates of stops along the Hunter Creek route. AACP: Transportation Primary Policies 1-2, and Policy I.1. · Bus Service Improvements – Includes the remodel of Rubey Park, and ongoing efforts including “shopping of routes,” ongoing discussions and coordination with RFTA regarding customer and service issues, and promotion of BRT. AACP: Transportation Policies I.4 and VI.3. · Education and Outreach Efforts – Ongoing efforts by Transportation Department to make more people aware of bus system and incentivize use. This has included contests, appreciation events, and outreach and marketing to hotels. AACP: Transportation Policies I.3 and VI.1. · Parking Code Updates – Updated the parking code to integrate mobility and the 2014 TI requirements into one chapter. This included implementing shared parking opportunities, as well as parking minimum and maximum requirements. AACP: Transportation Primary Policies 1-2, and Policies III.1, III.3, V.1; Environmental Sustainability Policies I.3, II.1 and II.4; Managing Growth Policy VII.2. Housing Chapter: · Capital Reserves Policy – Policy development is currently in process, with timing associated with resolution of issues at Centennial. APCHA partly funded capital reserve studies for those HOA’s who opted in. This enabled some of the HOA’s to create capital reserves and begin to collect the funds. AACP: Housing Policies I.1 and I.3. · ADUs – Ongoing work to address the ADU option for housing mitigation. AACP: Housing Policies II.5-6. · AH Credits Conversion – Provide a system of conversion between categories (Ord 32, 2012). AACP: Housing Policy III.2. · Non-mitigation units – APCHA and City continue to work on ways to partner on housing and increase community involvement in creation on non-mitigation housing. This includes ongoing discussions with Habitat for Humanity, continued refinements to the Housing Credits Program, and RFPs for the City’s land-banked properties. AACP: Housing Policy III.2. · Housing Guidelines – Updated Housing Guidelines to make them easier to understand and to include new procedural information (anticipated effective date August 2015). AACP: Housing Policy V.1. P13 I. Exhibit A AACP Implementation since 2012 Page 5 of 8 · Community Outreach and Engagement – The Housing Office has provided a number of seminars and other educational opportunities for homeowners, including information on CCIOA. AACP: Housing Policies I.4 and V.1. · Management and Enforcement – Increased audits and inventorying of each unit as to household size, employment, etc. Increases in qualified tenants. AACP: Housing Policy V.2. · AH Credits Update – Update program to limit creation of affordable housing credits to private sector developers, to full units (no dorm units), to within city limits, to Categories with cash-in-lieu figures in the Housing Guidelines, and to address the creation of fractional credits in mixed-use buildings (Ord 34, 2015). AACP: Managing Growth Policy VIII.2 and Housing Policies IV.2 and V.1. · Single-Family and Duplex Housing Mitigation. Updated the fee-in-lieu requirements for single-family and duplex development, eliminating the ADU option for mitigation, and lowering the amount of cash-in-lieu by right (Ord 35 & 37, 2015). AACP: Housing Policy V.1 Parks, Recreation, Open Space & Trails Chapter: · Park Acquisitions – Acquired a number of parcels for both active and passive parks, including the Dolensik property, the Lindsey parcel, and Smuggler Mineral Rights. AACP: Parks Policies I.1 and III.2-3. · Park Balance – Continue to maintain a balance between active recreational parks and passive parks, this has included efforts at Ajax Park, Pioneer Park, Bugsy Bernard Park, and Garrish open space. AACP: Parks Policy I.2. · Recreation Business Plan – The Recreation Department is working on an update to their business plan. AACP: Recreation Policies II.1-2. · Protecting Open Space – Implement improved noxious weed management, enforcement of illegal camping, and clean-up efforts at Cozy Point. AACP: Parks Policy III.1, and Environmental Stewardship Policies VI.1 and VII.1. · Trail Improvements – Implemented trail enhancements and new connections, including Cozyline, Airline, Ditchline, Deer Hill trail, Burlingame connector, Hummingbird traverse, Lollipop extension, and Hunter Creek Extension. AACP: Parks Policies IV.1 and IV.3. · Regional Trail Planning – On going work on the Upper Roaring Fork trails plan (draft expected September 2015), and coordination with multiple jurisdictions on trail planning, including Pitkin County, US Forest Service, Snowmass Village, and Aspen Skiing Company. AACP: Parks Policy IV.2. P14 I. Exhibit A AACP Implementation since 2012 Page 6 of 8 · Community Outreach – Enhanced communications and outreach efforts regarding city parks, open space, trails, and recreation, including online surveys, new summer and winter trail maps, new Smuggler self-guided tour map, and a new Nordic website. AACP: Parks Policy V.1. Environmental Stewardship Chapter: · Greenhouse Gases – GHG emissions were down by 7.4% in 2014 from the baseline year. Voluntary programs exist to encourage energy reduction. AACP: Environmental Stewardship Policies I.1-4 and V.1-5. · Complete Streets – Adopted and implemented a “complete streets” policy that encourages street design for all form of transportation, including bikes and pedestrians. Implementation has included the work along the Main Street corridor. AACP: Environmental Stewardship Policy I.3 · Air Quality Monitoring – Participate in the Colorado State Patrol’s biannual Heavy Duty Diesel Vehicles safety checks, including performing emissions checks on all trucks to determine if they meet state air quality standards. Conduct weekly vehicle idling surveillance throughout the winter. Provide air quality trainings to all new RFTA bus drivers. AACP: Environmental Stewardship Policy II.1 · Ozone Monitoring – Implement updated air quality monitoring system to provide accurate real-time data to the public. Real-time ozone and particulate data in both a health based form as well as raw form is available at www.aspenairquality.com. AACP: Environmental Stewardship Policy II.1-2. · Stormwater Updates –Urban Runoff Management Plan (URMP) requires all development sites to treat stormwater runoff with a preference for on-site treatment. Larger scale community projects have also been completed to help treat water in the rivers, including at Rio Grande Park and the John Denver Sanctuary. AACP: Environmental Stewardship Policies III.4, III.6 and III.7. · Trash & Recycling Requirements – Updated requirements for trash and recycling for all use types (Ord 13, Series 2013). In addition, the city has been working with Pitkin County and Waste Management staff to encourage use of the Rio Grande Recycling Center. AACP: Environmental Stewardship Policy IV.1. · Bag Ban – Instituted a ban on plastic bags in May 2012. The Bag Bank program continues to offer free reusable shopping bags to residents and visitors through 12 different locations. Environmental Health staff has also been training the checkout personnel at the two grocery stores to ensure they are complying with the Waste Reduction Ordinance. AACP: Environmental Stewardship Policy IV.1. P15 I. Exhibit A AACP Implementation since 2012 Page 7 of 8 · Composting – The City’s Environmental Health Department and Pitkin County Solid Waste Center were awarded a $200,000 grant from the Colorado Department of Public Health and Environment to expand the compost collection program (SCRAPS). Funds from this program are making a wider array of curbside collection containers available to residents and businesses at no charge. AACP: Environmental Stewardship Policy IV.1. · Deconstruction Requirements – Instituted a tracking and reporting system as part of the Construction Management Plan process to track the amount of deconstruction and to encourage reuse and recycling of materials. Approximately 60% of the total waste brought to the landfill is diverted. 63% of the waste brought to the landfill is Construction and Demolition waste. This has helped in efforts to increase the life of the landfill. AACP: Environmental Stewardship Policy IV.2 and IV.4 · Snow Storage Requirements – The Engineering Department has updated requirements to address snow storage requirements, requiring a minimum functional area of 30% of the paved area to be provided for snow storage on site. Detached sidewalk requirements also provide areas for snow storage. AACP: Environmental Stewardship Policy IV.3 · Aspen Electric Utility – Aspen Electric has achieved 100% renewable energy. AACP: Environmental Stewardship Policy V.1-2 Historic Preservation Chapter: · Historic Districts – Clarified that non-historic properties located within a Historic District are subject to the City’s historic preservation requirements. (Ord 33, 2012). AACP: Historic Preservation Policy II.1. · AspenModern Website – Implemented website dedicated to Aspen’s Post-WWII era properties. The website was completed in April 2014 and includes information on each style of architecture and each architect modern properties (http://www.aspenmod.com/) Staff continues to update the website as new properties are designated. AACP: Historic Preservation Policies I.1-2. · AspenVictorian Website – Implemented website dedicated to Aspen’s Victorian era properties (http://aspenvictorian.com/). The website went live in September 2014, and continues to be updated with information. AACP: Historic Preservation Policies I.1-2. · TDRs – Expanded TDR landing sites by allowing up to 3 TDRs on large lots (Ord 33, 2014). AACP: Historic Preservation Policies II.2-3; Managing Growth Policy III.3. · Updated Historic Preservation Guidelines. Updated guidelines to address emerging issues such as landscaping and to ensure the guidelines result in development that respects Aspen’s historic buildings and districts (Ord **, 2015). AACP: Historic Preservation Policies II.1 and V.1. P16 I. Exhibit A AACP Implementation since 2012 Page 8 of 8 · City of Aspen Designations. The City designated five of its own properties through the AspenModern and AspenVictoriam programs, including: old Mountain Rescue building, he Yellow Brick, the Red Brick, Hildur Anderson Park, Pedestrian Malls. Updated guidelines to address emerging issues such as landscaping and to ensure the guidelines result in development that respects Aspen’s historic buildings and districts (Ord **, 2017). AACP: Historic Preservation Policy III.1. Lifelong Aspenite Chapter: · Childcare Access – Kids First has ongoing efforts to ensure affordable child care is available to residents and workers, including offering financial aid above the Colorado Childcare Assistance Program maximum income. In 2014, 81 families received childcare financial aid, with an average award of $31.93 per day. All the families live or work in Aspen. Kids First financial aid serves approximately 15% of the total children enrolled in licensed childcare in Pitkin County. AACP: Lifelong Aspenite Policy I.1. · Early Childhood Mental Health – Kids First provides early childhood mental health consulting in the childcare programs; services include developmental screenings, behavioral challenges, emotional challenges, and family concerns. Their consultant (MA, LPC) also provides parent training and coaching sessions for childcare staff and families on social – emotional development. AACP: Lifelong Aspenite Policy III.1 and III.4. · Nurse Consulting Services – Kids First provides Nurse Consulting to the childcare programs that includes topics such as safety, nutrition, disease prevention, immunization policy and procedures, and medication administration. Their registered nurse also offers child dental, vision and hearing screenings, as well as teaching CPR and First Aid to childcare staff. AACP: Lifelong Aspenite Policy III.1, III.4, and III.5. · Continuing Education – Kids First offers scholarships and incentives to childcare staff to attend college courses to advance their learning in early childhood education. In 2014 over 70% of all staff working in licensed childcare programs took at least one 3-credit college course. AACP: Lifelong Aspenite Policy IV.1. P17 I. Exhibit B ComDev Work Program check-in Page 1 of 3 Exhibit B – Detailed Descriptions of Current Work Program & AACP-LUC Work Program Items CURRENT WORK PROGRAM - MISCELLANEOUS CODE AMENDMENT ITEMS Commercial Building Calculations & Measures. One focus of the commercial design standard and view planes regulations discussions was commercial building height. Council expressed an interest in looking at the methodology for measuring building height relative to building features such as mechanical equipment and elevator overruns. The methodology for these measurements is in section 26.575, along with the calculations and measurements for other built environment metrics. Staff discussion over the previous year also identified issues related to the calculation of vehicle circulation areas, garage FAR exemptions and car lifts as being potentially useful amendments to explore. Amendments to this section may also include clean-up items such as those mentioned in the Miscellaneous Code Amendments discussion on page one. These amendments can be managed by staff and may take 6 to 9 months depending on the scope of the amendments. Definition of Demolition. There are a several regulations in the Land Use Code that depend on the definition of demolition of a structure to trigger compliance or not. Some examples include affordable housing requirements, second tier commercial space requirements and pedestrian amenity compliance. The current definition is 40% of the surface of a structure. Frequently, staff sees examples of that definition being stretched to its limit, where projects may not technically trigger demolition to avoid compliance with other regulations, but in the aggregate, the project is a significant renovation bordering on demolition. Staff suggested exploring ways to change the definition of demolition to ease administration and enforcement of the standard, reduce the instances of projects designing around the 40% standard, and ensure compliance with the City’s other demolition-dependent requirements. This would be a staff-level amendment process requiring 6 to 9 months. Insubstantial Remodels for Commercial Design Review. There are several non-historic buildings in town that were constructed prior to Commercial Design Review, which was adopted city-wide in 2007. Owners of these buildings often like to make minor changes and improvements, such as replace a window with a door or add an awning. The current Commercial Design administrative review process for non-historic properties requires a previous Commercial Design approval from P&Z. Without a previous commercial design approval, the Code requires these to go to P&Z, which can be a lengthy and expensive process for such a small change. Staff is interested in adding a process similar to the Certificate of No Negative Effect used for historic properties. This is an administrative process that includes several detailed parameters for what qualifies for this review. This would be a staff-level amendment process requiring 3 to 4 months. AACP-LUC COORDINATION WORK PROGRAM ITEMS USE MIX ITEMS A. Legacy Business Program. In other communities with such a program, including San Francisco, CA, legacy businesses are defined by metric such as years of operation, years in a specific location, the age of the building, and importance to the commercial and community fabric of the surrounding neighborhood. Incentives, such as tax breaks, rent assistance and permit fee waivers, are offered in exchange for commitments to continue to operate for a P18 I. Exhibit B ComDev Work Program check-in Page 2 of 3 specified period of time. This is similar to aspects of the Small Lodge Preservation Program, adopted by Council in 2015. The development of the program may require consultant assistance over 6 to 9 months. The Planning and Zoning Commission did not support this concept, and instead suggested that a “business support” program focused on affordable commercial and incubator spaces rather than legacy spaces would be more effective. The commission felt that a program or some city assistance to businesses to help them through the process was important, but focused on supporting new or relocating businesses. B. Essential Business Overlay Zone Standards. The EBO was created to provide greater flexibility for redevelopment projects to deliver desired use mix in the SCI and NC zones without being as robust as a formal PD process. In its current form, the EBO provides incentives related to setbacks and FAR between uses within a development. There are other tools that could be added to make the EBO more effective. Staff could conduct the code amendment and public outreach process over 6 to 9 months. The Planning and Zoning Commission had some support for this work, but did not feel it should be the main focus of work in the area of use mix. C. Affordable Commercial. Should council choose to explore this concept further, staff recommends first conducting a study to find examples from other communities, or ownership and management models that might inform the development of a program. That study could then be used to inform Council’s discussion as to the effectiveness and viability of such a program. Following that analysis, staff would propose next steps to Council in 2018 or beyond to design and implement a program. The Planning and Zoning Commission expressed some interest in this topic, but suggested that requiring certain spaces to be set aside for “affordable commercial” would not reach the long-term goal of creating a balanced use mix (AACP Managing Growth Policy V.1 and V.2) and instead supported larger scale funding or support for new and existing business or incubator style spaces. The initial study would require the assistance of a consultant and take 6 to 9 months. D. Live-Work Residential Standards: There could be positives from allowing such units including: lowering the combined costs of living and working in Aspen, providing additional resident-occupied (RO) housing, and increasing the diversity of residential and commercial options in town. These standards could be included in various zone districts, including the EBO, SCI, NC and MU. Like the affordable commercial topic, above, the Planning and Zoning Commission had some interest in this topic but was concerned that it might not have a meaningful impact on business mix. The standards could be developed in-house, and the process would require public outreach and the standard code amendment process over approximately 6 to 9 months. PARKING & MOBILITY ITEMS A. Parking Cash-in-Lieu Rate. The new parking regulations provide greater flexibility to developers and property owners to mitigate for their mobility demand. With that flexibility comes a greater reliance on fee-in-lieu to off-set demand and fund for the City’s multi-modal programs. As such, having an appropriately scaled fee is important. Changes to an impact fee such as this require a formal fee study conducted by a consultant. Preliminary discussion P19 I. Exhibit B ComDev Work Program check-in Page 3 of 3 with consultants specializing in this work indicate that the over-all project cost may be between $25,000 and $30,000. B. Parking and Mobility Code Clean-up. The parking ordinance adopted under the AACP- LUC coordination process addressed only those zones included in the commercial development moratorium. There are elements of the new parking standards related to residential and other non-moratorium zones, which could be better coordinated to ensure optimal outcomes for parking and mobility throughout the community. These include looking at parking impact requirements for multi-family housing and lodge uses. These amendments could be combined with the parking cash-in-lieu rate study (see previous item) to leverage consultant time and dollars and ensure coordinated regulations. The combined project may take 6 to 9 months with the help of a consultant. The more focused code amendments without the rate study could be conducted by staff over 4 to 6 months. C. Transportation Impact Analysis (TIA) Update. The TIA requires developers to off-set a portion of their traffic generation through multi-modal and alternative transportation measures. Given the reliance of new parking regulations on multi-modal and alternative transportation measures to meet parking impact demand, an update to the TIA would ensure that the two programs work together to maximize efficiency of the over-all system. Updating the TIA would ensure greater coordination between the parking regulations and TIA program, and it would help ensure that the TIA program helps the City achieve its desired transportation outcomes. AFFORDABLE HOUSING ITEMS A. Affordable Housing “Transfer” Amendment. A program of this nature may function like a transfer of development rights, insofar as the obligation to mitigate affordable housing on one commercial property may be transferred to another property within the designated zone districts, where it is then built. The stated goal of this concept during the coordination process was to reduce the likelihood of residential-commercial use conflicts in the core, as well as reducing the potential scale of redevelopment by transferring the residential portion of the mass to another site. Staff is not aware of similar programs in other communities, and additional direction from Council will be required to develop such a program. B. Resident-Occupied Housing “2.0”. This housing model provides an option for housing that typically sells below market rate, is available to residents who have assets in excess of the categories provided by APCHA, but who cannot afford in-town, market-rate housing. This housing type is attractive to developers, as the sale price is higher than traditional affordable housing. There is no data on demand for the market segment that would be served by this housing type. C. Essential Public Facility Mitigation Rate. The Land Use Code establishes an FTE generation rate and a mitigation rate of 65% for new lodge or commercial development. Essential Public Facilities, such as non-profits, religious institutions and government buildings are subject to a different review which enables APCHA and P&Z to review and determine the number of FTEs generated from the proposed use. Then Council determines the mitigation percentage required between 0 and 100% of the FTEs generated. P20 I. Exhibit C ComDev Work Program check-in Page 1 of 1 Exhibit C – Potential New Work Program Items Relationship to AACP Policies Areas & Moratorium Discussions Aspen Idea Managing Growth for Community and Economic Sustainability West of Castle Creek Transportation Housing Parks, Recreation, Open Space, & Trails Environmental Stewardship Historic Preservation Lifelong Aspenite Moratorium Follow Up? Historic Preservation Submission Standards   Future Land Use Map & Annexation Policy       Lodge Use Standards    Tenant Finish Permit Process  Energy Efficiency Permit Process   Legacy Business Program     EBO Standards     Affordable Commercial     Live-Work Residential     Parking CIL Rate Study    Parking Code Clean-up    TIA Update    Affordable Housing Transfer    RO 2.0     Public Facility Mitigation     Short-Term Rental Regulations   Housing Credits Program Updates   Model Zoning Submission  P21I. MEMORANDUM TO: Mayor and City Council FROM: Tony Kornasiewicz, Construction Mitigation THROUGH: Trish Aragon, PE City Engineer Scott Miller, Director of Public Works Justin Forman, PE Senior Project Manager DATE OF MEMO: July 12th, 2017 DATE OF MEETING: July 18th, 2017 RE: City of Aspen Adjusted Work Hours During Glenwood Springs Bridge Closure. SUMMARY: The purpose of this memorandum is to propose an adjustment to construction work hours for the limited period of the scheduled bridge closure in Glenwood Springs. BACKGROUND: The Grand Avenue Bridge is scheduled to close on August 14th for an estimated 95 days, causing estimated 2-hour delays during peak traffic hours on Hwy 82. Contractor input was sought concerning the expected consequences of the closure. During casual field meetings, contractors expressed concern that the expected delays will not only cause delays for the hundreds of daily construction commuters, but the presence of those commuters during regular morning and evening rush hours will greatly add to the congestion facing visitors, emergency services, regular business deliveries, and the many other users of this corridor. All those spoken with indicated an eagerness to participate in flexible hours if offered. The Engineering Department hosted Lunch-and-Learn meetings with developers, contractors and architects on May 18th & 22nd, 2017. A total of 21 attendees representing the Construction community. When the topic of the upcoming bridge closure in Glenwood Springs was introduced, the following suggestions were made: - Longer work hours (6am -7pm) suggested. - Allow low impact activities earlier than 6am. - Utilizing parking lots for carpooling and staging trucks (Buttermilk, Intercept lot, High School etc.) - Coordinate carpooling through the web (message board, social media, new webpage?) - Send smaller trucks over Independence Pass when possible (not practical or safe) - Send vehicles over McClure Pass (adds 40minutes from Grand Junction) P22 II. While some of these suggestions may not be practical, the most consistent request from those assembled was that we reasonably adjust work hours to allow flexible commute windows. DISCUSSION: The purpose of this adjustment is to lessen the impact of construction traffic during peak usage times during the Grand Avenue Bridge Closure. By temporarily revising the permitted construction work hours, much of the construction related traffic will be spread out, helping to mitigate some of this congestion. Based on community and development input, Staff recommends that hours for limited impact interior work and low impact exterior work be adjusted to 6:30 AM to 6:30 PM Monday through Friday for an anticipated 95days during the bridge closure. No changes are recommended for Saturday or Sunday work. This extension of hours would be treated as probational, meaning projects abusing this exemption my face corrective action and or revocation of extended hours. Existing permitted hours are 7:30 AM to 5:30 PM Monday through Friday, 9:00 AM to 5:00 PM Saturdays, no work on Sundays. The adjusted hours will apply to limited impact interior work, and low impact exterior work. The permitted exterior work would be limited to activities such as painting and manual landscaping. Activities such as heavy excavation, mechanical soil stabilization, jackhammering and other high impact work would be limited to standard work hours. Standard city work regulation would resume upon resumption of bridge traffic. FINANCIAL IMPLICATIONS: At this time there are no financial decisions that need to be made. CITY MANAGER COMMENTS: ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ P23 II.