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HomeMy WebLinkAboutagenda.council.worksession.20180123 CITY COUNCIL WORK SESSION January 23, 2018 4:00 PM, City Council Chambers MEETING AGENDA I. Comcast Cable Franchise Agreement II. Cozy Point Concession Leases III. Mobility Lab Update IV. Bike Infrastructure Improvements V. Board Interviews (scheduled for 5:30 P.M.) P1 MEMORANDUM TO: MAYOR and COUNCIL MEMBERS FROM: JAMES R. TRUE DATE: January 19, 2018 MEETING DATE: January 23, 2018 RE: Comcast Cable Franchise Agreement ══════════════════════════════════════════════════════════════════ City staff and outside counsel Ken Fellman, a Denver attorney specializing in municipal franchises, have been involved in negotiations with Comcast for a franchise renewal agreement. The City has been working collaboratively and sharing resources in these negotiations with Pitkin County, Snowmass Village and Basalt. We began the negotiations using the model franchise agreement developed between Comcast and the Colorado Communications and Utility Alliance (CCUA)1, making modifications in that document to address City-specific needs. While the franchise and the customer service standards are technically two separate documents with no requirements to be addressed at the same time, we have also worked with Comcast to update the City’s cable customer service standards. We have concluded negotiations on both the franchise renewal and the customer service standards. Snowmass Village had a study session earlier this month, and the County and Basalt are also having study sessions on January 23rd. At this point, this matter is presented to Council in this work session to place the matter before the Council and the public for consideration. Due to time constraints at this meeting, we would anticipate a brief description by Mr. Fellman and opportunity to answer initial questions. The agreement will return to Council in February for formal consideration. 1 The CCUA is a consortium of Colorado local governments who collaboratively work on telecommunications and utility issues. The CCUA has approximately 58 members, including Pitkin County. P2 I. 1 MEMORANDUM TO: Mayor and City Council FROM: Austin Weiss, Parks and Open Space Director THRU: Jim True, City Attorney THRU: Jeff Woods, Parks and Recreation Manager DATE OF MEMO: January 19, 2018 MEETING DATE: January 23, 2018 RE: 2018 Cozy Point Ranch Leases with Cozy Point Ranch, LLC and AspenTREE CC: Steve Barwick, City Manager REQUEST OF COUNCIL: Staff will be discussing proposed Lease Agreements with Cozy Point Ranch, LLC and AspenTREE for equestrian and sustainable agricultural operations at Cozy Point Ranch. These lease agreements will allow the City of Aspen to implement the long- term vision for Cozy Point Ranch as outlined in the Cozy Point Ranch Management Plan. PREVIOUS COUNCIL ACTION: City Council first approved leases for both Cozy Point Ranch, LLC and AspenTREE in 2014 and subsequently, one year lease extensions were executed in 2015 and 2016 to allow for the completion of the Cozy Point Ranch Management Plan. In April of 2017 City Council approved the Cozy Point Ranch Management Plan. BACKGROUND: In the fall of 2014, Patti Watson took over ownership of Cozy Point Ranch, LLC, which had previously managed the operations of Cozy Point Ranch for the last 14 years under the ownership of Monroe Summers. At that time, staff restructured the lease to allow Patti to focus her efforts on the management of the equestrian operations and to allow City staff oversight of the day to day operations of the ranch itself. P3 II. 2 In 2011, Monroe Summers invited AspenTREE to base its “Farm Park” operations on Cozy Point Ranch and allowed Eden Vardy, AspenTREE’s Executive Director, to use a .5 acre portion of the ranch on which to run his operation. This agreement was made between Cozy Point Ranch, LLC and AspenTREE, and as a result Patti Watson assumed responsibility for that agreement when she took over the ranch operations lease in 2015. However, since the City took over the management of the day to day operations of the greater ranch property, the AspenTREE lease is now held with the City of Aspen. In 2015, Parks staff began a 2 year effort to develop a comprehensive management plan for Cozy Point Ranch. Through this period of management plan development, the City of Aspen entered into lease agreements on a 1 year basis with both Cozy Point Ranch, LLC and AspenTREE in order to continue to provide their services to the community. The Cozy Point Ranch Management Plan was finalized and approved by City Council in March of 2017. DISCUSSION: In April on 2017, city staff initiated a thorough and lengthy selection process through a public Request for Proposals. This process included outreach, and advertising through various national publications, and websites. A two-step proposal process was required over a two-month period that provided an intensive review period and an opportunity for proposers to completely understand the scope of the proposals the City was seeking. City staff also assembled a highly qualified selection committee of renowned experts and local stakeholders including Jerry Black, DVM, Director of the CSU Equines Sciences Program, Carol Dopkin, local equestrian expert, Brook LeVan, Executive Director of Sustainable Settings, Gyles Thornly, City of Aspen Open Space and Trails Board, Jerry Scheinbaum, President of the Brush Creek Village Metro District, Paul Holsinger, Pitkin County Open Space and Trail Agriculture and Conservation Easement Manager, and Rebecca Hodgson, City of Aspen Purchasing Officer. After completing presentations and lengthy interviews, the selection committee unanimously recommended both Cozy Point Ranch, LLC and AspenTREE as lease holders at Cozy Point Ranch. Cozy Point Ranch is home to the only public equestrian facility in the Roaring Fork Valley. Cozy Point Ranch, LLC has managed this equestrian operation for over 15 years and has a proven track record of providing excellent service as well as gaining community support. When ownership of Cozy Point Ranch, LLC changed hands from Monroe Summers to Patti Watson, staff felt that continuing to work with Patti Watson as the lease holder was in the best interest of the ranch and that this decision would continue providing excellent service to the public which is something the public was used to. In 2015, after Patti Watson took over the lease, she not only continued to provide the past services of the ranch but more importantly, she elevated and grew these services to an even higher level than has been seen before at the ranch. For instance, in 2015, Patti achieved the highest horse boarder rate than the ranch has ever seen before and she currently has 20 boarders more than she had last year at this same time. Patty also continues to provide excellent services to the youth of the valley by providing ever growing equestrian programming and horse camps for kids of all ages that are often filled to capacity. Most impressively, Patti has also grown the P4 II. 3 high school equestrian team into one of the largest high school equestrian teams in the region. Overall, the equestrian facility has seen roughly 26,000 user days in 2016. Additionally, Patti has continued to work closely with City’s onsite ranch manager for Cozy Point, to identify improvements needed at the equestrian facilities. As a result of these efforts, City Staff has implemented several new pasture management practices as well as making significant improvements to riding facilities and employee housing. The AspenTREE program is also operated on the Cozy Point Ranch property, and provides educational opportunities, sustainable agriculture resources, and food production program on site. AspenTREE continues to offer year round programs for the community in sustainable agricultural education and they regularly include the local school districts in their programming. They also offer an affordable summer camp program as a child care alternative for both working families and visitors to the valley which teaching hands-on skills in farm stewardship, environmental citizenship, and environmental leadership. AspenTREE runs their operation on the concept of a "Farm Park" and they keep it open to the public at any time similar to a town park. AspenTREE, estimates that they have nearly doubled their program enrollment since they began their operations at Cozy Point in 2001 and in the summer of 2016 they estimate that they had roughly 9,000 user days at their facility. AspenTREE has also increased participation at their annual Community Meal that they host each fall and they served over 1,200 people at this year’s event. AspenTREE also grows produce, and provides organic eggs and poultry for sale to CSA and cooperative members, as well selling these items as at the Aspen Saturday Market. The proposed lease with AspenTREE is designed to allow them to expand both their growing areas and food production. It also will enable them to expand their educational and programmatic offerings. This expansion of operations of the ApsenTREE program is intended to allow the City to meet the agricultural goals as outlined in the Cozy Point Ranch Management Plan. A discussion point that staff is seeking Council direction on is the term of the lease with AspenTREE. Staff had initially indicated a 10 year lease with AspenTREE but after further discussions, they have indicated a desire to work with a longer lease period. AspenTREE has requested to add two automatic 5 year extension after the initial 10 years has expired. Their concern centers on the fact that they will have to invest significant funds into the operation in order to implement their long term vision for the property. Staff is currently suggesting that the term be 10 years with one automatic 5 year extension and another, mutually agreed upon, 4 year and 11 month extension. This second extension would require that the tenant has upheld their duties of the lease and would require City Council approval. The 4 year and 11 month time period is due to County restrictions on leases longer than 20 years triggering a formal subdivision process, which neither party is interested in doing. Staff is also continuing to discuss the intended uses of the ranch as described in the proposed lease agreement with AspenTREE. There a couple of specific items including what special events might be allowed on the property and specific language as to what approval process the tenant will need to go through in order to implement the different components of their plan including items such as staff housing, and the development of a farm education center that includes a commercial kitchen to process food that is grown on the ranch. P5 II. 4 FINANCIAL IMPLICATIONS: If City Council approves Lease Agreements with Cozy Point Ranch, LLC, and Aspen TREE, revenues will be collected based on the conditions both Leases. Cozy Point Ranch, LLC will be paying one half of their net profits to the City of Aspen and AspenTREE will be paying $50/year/acre. RECOMMENDED ACTION: Staff recommends support of the proposed Lease Agreements with both Cozy Point Ranch, LLC and AspenTREE, and if directed by Council, staff will present those leases to Council as a Consent Agenda item in an upcoming regular City Council meeting. ALTERNATIVES: City Council could choose not to approve the recommended Lease Agreements with Cozy Point Ranch, LLC and AspenTREE. This would send staff back to revisit the management plan for the property and then into another request for proposal period. ATTACHMENTS: Exhibit A – Map of Proposed Leased Areas P6 II. F.1- 7.95acres F.2 -12.48acres F.3 -6.57acres F.4 -4.65acres F.5 -1.55 acres F.10 -5.35acres F.12 -4.27 acres F.13 -5.7 acres F.18 -0.32acresF.9 -2.1 acres F.6- 4.68acres F.8 -1.46 acres F.7 -1.05acres F.19 -0.95acres F.17 -0.23acres F.11 -3.59 acres F.20 -0.86acres F.21 -1.62acres F.14 -3.88acres Pitkin County Legend Fields and Structures Aspen Tree Cozy Point Ranch, LLC Residential Buffers Trails 60ft Riparian Buffer 100ft Riparian Buffer X COZY POINT RANCH 2017 LEASE DESIGNATED AREAS 0 200 400100Feet S.10 S.5 S.6 S.9 A.T S.3 S.4 S.1 S.7 S.8 A.T S.2 A.TA.T C.P.R C.P.R C.P.R C.P.R C.P.R C.P.R C.P.RC.P.R C.P.R C.P.R C.P.RC.P.R C.P.R C.P.R Pitkin County P7 II. Aspen T.R.E.E. Agriculture center Long Term P lan “A society grows great when old men plant trees whose shade they know they shall never sit in.”I P8 II. “Ecological health is a top priority of the manage- ment plan, and includes stabilizing and restoring the ecological integrity of the two streams on the prop- erty, maintaining wildlife habitat where appropriate, utilizing best management practices in agricultural fields, and protecting connections for wildlife among the large tracts of adjacent open space habitat, all of which take time to implement... “Sustainability is an overarching goal that will be infused throughout all components of the property, including agricultural and equestrian operations, wildlife habitat, and recreation and will require col- laboration between operators... “The multi-faceted agricultural component will expand to enhance our local food system. This includes significant local food production, dem- onstrating high-altitude farming techniques, providing professional development for young farmers, coordination with the equestrian opera- tions at the ranch, and offering educational op- portunities to the local community, all while em- bracing sustainability as a fundamental practice. Sustainability in agriculture is seen as an integra- tion of land stewardship, community health, re- source and energy efficiency, resilient local food systems, and business viability.” in developing our plAn, we took into Account our experience stewArding the lAnd over the pAst seven yeArs, A DETAILED survey of our current fArmer And community needs As well As A review of our locAl food system And whAt is missing to mAke our food system robust And resilient, And the specific And bold goAls of the mAnAgement plAn. the following mAnAgement plAn intentions were emphAsized in our plAn: F P9 II. Cozy Point RanCh ManageMent Plan guiding PRinCiPles T he V ision The Management Plan will be reviewed every five to ten years to reassess the evolving needs of the property in order to best care for the land and serve the community. PRESERVATIONOf natural and rural beauty, wildlife habitat, riparian ecosystems, and our valley’s ranching heritage. SUSTAINABILITY Meeting the needs of the present while maintaining a commitment to the future through fostering healthy natural ecosystems, economic vitality, and social responsibility. EDUCATIONConnecting people with the land through educational programming encompassing equestrian pursuits, agricultural and local food systems awareness, environmental appreciation, and our valley’s ranching heritage. HEALTHY COMMUNITYSupporting a happy, healthy community through public access to nature, local food, recreational and equestrian pursuits, and other amenities on the ranch, while providing the benefits of ecosystem services. SAFETY Promoting the safety of all who use the site including the safety and welfare of the animals who live there.RAspen TRee’s AgRiculTuRe cenTeR plAn follows The Vision/guiding pRinciples of The cozy poinT RAnch MAnAgeMenT plAn AT eVeRy sTep... P10 II. PreserVa T ion locally-grown food, while connecting the community with the land. Catering to the community’s social values by providing historic preservation, education and empower- ment; and responsible land stewardship, such as maintaining land quality and efficient use of resources.” The management plan states that “the vision for Cozy Point Ranch Open Space encompasses preserving our valley’s ranching heritage and fostering the ecological health of the land through innovative management approaches that provide MheAlthy food production done right, goes beyound sustAinAblity. we intend to Accomplish this by growing food thAt will ActuAlly improve the lAnd And soil for future generAtions rAther thAn depleting whAt little resources Are left on the site: Alley cropping, rotAtionAl grAzing, rolling greenhouse (nominAl infrAstrcture for mAximized production), Are All exAmples of how Aspen tree cAn preserve the open spAce while improving upon thAt which is AlreAdy present. P11 II. The preservation of historical agricultural land will continue through allowing farming practices to remain a part of the landscape, not only protecting social values for history, but also providing a place for agricultural businesses to thrive.LP12 II. Pillars of Sustainability year1 year3 year4 year6 year12 year16 year20 restor a t i o n o f natur a l r e s o u r c e s healt h ysoil & w a t e r ecosy s t e m r e a d y for tr e e s early g r o w t h maint a i n b a l a n c e growi n g y e a r s sustai n a b l e ecosy s t e m growi n g y e a r s thrivi n g ecosy s t e mfruiti n g t r e e s After all, at the season’s end, success would be measured best, not by an abundant harvest, but by the seeds sown so far and deep that they will return and multiply year after year. P13 II. thrivi n g ecosy s t e mfruiti n g t r e e s s us T ainabili T y M ecosystem heAlth is key to the perpetuAl use And existence of the AgrAriAn lAndscApe We focus on regenerating the soil, pre- serving the environment and engaging the community in every aspect of our project. Every element of our plan is used for education and eliminates “waste”, thereby also creating financial sustain- ability. All elements are designed with ef- ficiency, effectiveness, and environment in mind, and each component of our plan serves multiple functions. For example, our “Farm Center” features a community commercial kitchen that allows us to reduce farm waste by process- ing goods and holding preservation classes. At the same time, the kitchen has substantial cold storage space to keep prod- ucts from our farms and others good for lon- ger over the winter. The kitchen is also used for regular farm to table meals, and when not being used for a program, is available as a “business incubator” space for local food entrepreneurs to make products like soups and preserves. At every turn, our farm center plan considers the well-being of future generations, and re- alizes sustainability for the long term through a 15-year implementation schedule. Most of the yields (like fruit from our alley crop or- chard) will not be ful- ly realized for close to 20 years. P14 II. Originally created by John Denver, the Earth Keepers program was inherited by Aspen TREE in 2010 and serves children as young as one-year-old, up to high school and college interns. Aspen TREE’s Earth Keepers environmental and agricultural programs address ‘nature deficit disorder ‘ in children and youth while demonstrating and sharing integrated food systems that nurture people and the environ- ment. Nature deficit disorder is a phrase coined by Richard Louv in his 2005 book Last Child in the Woods, meaning that human beings, especially children, are spending less time outdoors resulting e duca T ion Earth Keepers… in a wide range of behavioral problems. Aspen TREE provides sustainable agriculture, permac- ulture, and environmental programs for Roaring Fork Valley school children, residents, and visi- tors. Students are empowered to become excited about solving environmental challenges, and given practical tools to do so. Through our Farm- Park facility and programs/events, Aspen TREE encourages youth and their families to be ac- tively involved in the health of their community at its source — the foodshed — and to develop compassion for all living things. educAtion is the key to integrAting community involvement with sustAinAble prActices And opening the door for future ideAs And positive growth.we intend to expAnd our progrAms, including eArth keepers, Agri-tourism, And fAmily progrAms encourAging curiosity & leArning to flourish in our environment. P15 II. The years of early childhood are the time to prepare the soil,it is not half so important to know as to feel. If facts are the seeds that later produce knowledge and wisdom, than the emotions and the impressions of the senses are the fertile soil in which the seeds must grow... It is more important to pave the way for a child to want to know than to put him on a diet of facts that he is not ready to assimilate. -Rachel Carson OP16 II. healThy c ommuni T y A fArm-to-tAble lifestyle movement is cAtching on, And encourAging more locAl involvement in Agriculture. in An effort to embrAce this culturAl shift, we plAn to grow fArmers: QOffering incubation plots for aspiring farmers, a food hub, a tool library, a community commercial kitchen, and additional educational resources for those interested in dis- covering more about where our food really comes from and how to thrive in a local based economy. In addition, we plan to serve the community by expanding our FarmPark – a public park run as a community learning farm and keeping it open year-round and free to use by schools and our community, additional events, a farm stand, E-STEM opportunities, and a school learning classroom. We also plan to build and staff a welcome center to orient all Cozy Point visitors (students, eques- trian participants, and others) to the diverse offerings of the site and how to safely enjoy them.T“Creating a Farm-to-Community home at Cozy Point Ranch” P17 II. Why noW?Over the past 10 years, Aspen TREE has taught thousands of children where their food comes from, provided opportunities for the entire community to experience the FarmPark, and nurtured a culture of young environmental stewards dedicated to a better tomorrow. The Time is RightOur programs have benefited many, and, while demand far exceeds our supply, our facility has historically been simply too small to reach all the kids who would like to participate. once fully opeRATionAl, All new pRogRAMs will be finAnciAlly susTAinAble. ouR integRated Plan With the potential for a long-term lease, we look forward to embarking upon a fully integrated plan. The farm will be able to operate as a year-round learning center, business incubator, community gathering space, and agri-tourism destination. We will also be able to expand our agricul- tural production, implementing innovative and time-tested techniques which can take in some cases, years to fully implement and integrate on the property, including: •Rotational grazing. •Alley cropping (orchard). •¾-acre mobile greenhouse array. P18 II. We ask the Council to consider a 20-year lease that will truly allow Aspen TREE to fully implement our plan, and to do it right. Preserving the natural resources, while strengthening the site’s sustainability, will have immediate and long-term benefits for today’s community, tomorrow’s future, and generations to come. Asking for a 20-year lease is not about personal gain. It takes time - up to 15 years - to see a stable harvest from several of our growing strategies including fruit trees, and it takes resources - at least a $5M investment - to do it right. We want to ensure that this investment can be seen through to completion, and that our youth and staff can enjoy the yields in the long-term rather than the facility changing hands as soon as we get the soil and infrastructure stabilized. The community and the environment are unified in the need for slow growth, and we need time to serve both effectively at Cozy Point. The management plan accounts for both eco- and fiscal-sustainability, holding in balance their symbiosis, and any less than a 20-year commitment from the City would hinder our ability to ensure that the vision is implemented in a way that will achieve optimum efficiency. We want to do it right from the start. Inspired? We are... “ The ultimate goal of farming is not the growing of crops, but the cultivation & perfection of human beings.” -Masanobu Fukuoka IP19 II. Page 1 of 5 MEMORANDUM TO: Mayor and City Council FROM: Ashley Perl, Climate Action Manager THROUGH: Barry Crook, Assistant City Manager DATE OF MEMO: January 19, 2018 MEETING DATE: January 23, 2018 RE: Aspen Mobility Lab SUMMARY: This past summer, Mayor Skadron introduced the idea that the City of Aspen should conduct a large-scale, bold experiment that would increase mobility options while decreasing the reliance on the personal automobile in the Aspen community. Since then, City of Aspen staff have partnered with consultants and regional groups to create a plan for the Aspen Mobility Lab that will deliver transportation options that are competitive with the ease and speed of personal vehicles to all members of the Aspen community, revolutionizing the way people move within the boundary of the Intercept Lot to east of Aspen. The Lab will be a community-wide initiative to increase the availability of convenient mobility options, environmental sustainability, safety and quality of life in the upper Roaring Fork Valley without a focus on adding lanes or parking spaces. REQUEST OF COUNCIL: Staff is proposing that the Lab be implemented during the summer months of 2019, instead of 2018, to allow for adequate time to plan and fundraise. Staff anticipates returning to Council in February or March with a refined 2019 plan that builds off everything accomplished and learned to date. BACKGROUND: Aspen and the Roaring Fork Valley have a long history of leading the way with innovative transportation measures. These accomplishments and the services that are offered to the community are renowned across the country, particularly for a community as small as Aspen. Despite these aggressive actions, the community continues to be greatly impacted by traffic congestion caused partly by the absence of mobility services that are adequate to serve the unique needs of locals, commuters and visitors. Data and evidence from the community shows that the current mobility options are not convenient, inexpensive, or attractive enough for community members to leave their personal automobile and choose another way. There is a need for new approaches to Aspen’s transportation landscape, and those approaches must be innovative, creative and competitive. The mission of the Aspen Mobility Lab is to provide community members, commuters and visitors with an improved quality of life and experience by delivering convenient alternatives to driving alone. If the Lab is successful, those who no longer desire to sit in traffic in their personal P20 III. Page 2 of 5 automobile will start to choose mobility options other than their private vehicles. The Lab will draw on lessons from select pilot programs in over 25 cities worldwide, and will be the most advanced community-wide pilot program executed to date, providing a demonstration ground for the concepts that were put forward by the Community Forum on Transportation. The lessons learned from the Lab will be actively disseminated to national partners, municipal leaders, and transportation directors across the US. The City of Aspen will seek out unique ways to share insights with others, starting with design and implementation, and concluding with a Summit to provide all interested parties an opportunity to connect and recap the Lab. Most importantly, the City of Aspen and regional partners will learn what modes are accepted and used by the community to inform responsible future investments and planning. Aspen Mobility Lab Guiding Principles: · Provide new transportation modes to encourage new users. The Lab will prioritize funding and resources towards deploying new technologies and new transportation modes over existing modes. The Lab seeks to change the behaviors of those who currently drive alone, and secondarily, to improve the experience for those already using mobility services. · Provide real solutions to positively impact the local community. The Lab will first and foremost support the practical needs of locals, commuters and visitors and must inform the future of local transportation investment. It will favor these solutions over glitzy high- tech options that are not yet available in the market or that do not enhance the Aspen lifestyle. · Deliver a comprehensive mobility system. Aspen’s lab is unique from those occurring elsewhere because of the comprehensive nature of Aspen’s plan. To be impactful and meaningful the Lab must include all four key elements including increased transit options, increased support for bicyclists, incentives to drive behavior change, and outreach to the community. Below is further detail about each of the four key elements that make Aspen’s Lab comprehensive: Mobility options. The Lab will provide new and expanded ways for people to move into and out of town from the Brush Creek Intercept Lot, the Buttermilk Parking Lot, and Aspen’s neighborhoods, as well as improved options for in-town movement. To do this, the City will partner with local and national mobility providers to bring new technologies to the community while expanding and supporting the existing modes. Incentives. To support the use of the new and existing mobility options, the City will strive to make as many services as possible free or inexpensive to the user. To incentivize participation and behavior change, the Lab will provide prizes and recognition for those who choose a new way to travel. Parking Lots. One goal of the Lab is to encourage 600-800 drivers to park at the Brush Creek Intercept Lot instead of driving into town. To do this, the City will submit a permit to Pitkin County requesting permission to host a coffee cart at the Intercept Lot, as well as higher quality portable toilets and temporary improved seating to enhance the experience. Additionally, the City will encourage parking at the Buttermilk parking lot for those who wish to park and bike into town. P21 III. Page 3 of 5 Mobility Support. To support new users of mobility, the City must alter the downtown landscape to provide safer conditions for pedestrians, bicyclists and mobility technologies. In addition to protected bike lanes, which are expected to be installed in the summer of 2018, the Lab will support new mobility by providing designated locations for ride-shares, shuttles and others to drop off and pick up passengers, as well as increased valet services. Electric vehicle charging stations will also be a component of mobility support. Outreach. The keys to successful behavior change is education, outreach and marketing to different community groups. It is critical to provide messaging and program design that is uniquely designed to speak to each group’s values and address their challenges. DISCUSSION: Work accomplished to-date: The Mobility Lab project team is organized into working groups. Work has been ongoing since early summer 2017, and has led to the creation of a detailed plan for the Lab. Below is an update on recent accomplishments by each group. Staff can build seamlessly on the current plan, which puts Aspen in a strong position to prioritize developing a high-quality data, app and incentive strategy, maximizing in-kind arrangements, refining outreach planning, and fundraising in 2018. Downtown Design Working Group · Created detailed plan for bike routes, activation areas, bike storage, drop-off zones for ride-hailing and valet parking · Developed initial plan for Brush Creek Intercept Lot and Buttermilk Parking Lot to support commuting options Bike Working Group · Identified existing barriers to biking · Recommended improvements to support biking · Conducted initial outreach to local bike shops to solicit involvement Data Working Group · Identified data currently available · Identified key measures of success · Established an approach to communicate data to the public through a dashboard · Created a data quality checklist and guidelines for providers and City departments Outreach Working Group · Identified 20+ audiences and user groups · Developed and issued RFP for comprehensive outreach, education, promotion and incentive program; evaluating firms now for planning contract in 2018 · Created a branding system Mobility Provider Group · Identified mobility services required · Assessed capacity of local providers · Issued RFI to solicit initial interest · Issued RFPs in two categories: Bikes and Transit Fundraising Developments: P22 III. Page 4 of 5 At a previous City Council work session, staff presented a detailed plan for all aspects of the Lab, providing both City Council and the community with a clear vision of what the Lab will look like when implemented. At the same time, staff cautioned City Council that although Aspen has a fully detailed plan for the Lab, fundraising efforts were underway and the success of those efforts would ultimately dictate the direction and timing of the Lab. The Lab is currently estimated to cost up to $7million to implement as currently planned. The City of Aspen has committed funding to support the planning of the Lab, and City Council has directed staff to fundraise and find in-kind support for the majority of the Lab budget. Since August, staff has worked with partners and fundraising experts to pursue a fundraising goal of $5million. The fundraising effort was originally focused on working with foundations, philanthropists and granting agencies. However, after initial meetings, it was determined that Aspen was not an attractive grantee for these types of institutions. Beginning in the fall, the fundraising strategy shifted to focus more on automotive, technology and telecom companies as the most likely funders of the Lab. The City of Aspen followed a sound strategy for reaching out to these organizations and making connections. It took some initial time to prepare fundraising documents and talking points, as well as to locate the correct point of contact for each organization. Once initial meetings were arranged, the Aspen Mobility Lab was well-received by most of these organizations and companies. Many of the first meetings led to second meetings, indicating a real interest from these potential funders. Some of the unique attractions to the potential funders include: The Aspen brand, the City of Aspen’s strong commitment, and the interconnected environment for deploying technology in a comprehensive Lab setting. The City of Aspen has been supported by numerous fundraising experts throughout the last many months. Using the first ten meetings as a guide, the experts and staff believe there is adequate interest from funders to meet a significant portion of the project budget, through in-kind contributions of technology combined with direct contributions. It is likely that the City will need to fund certain aspects of the program that have less direct value to car, technology and telecom companies. From the beginning, the City of Aspen has known that the 6-month timeline for fundraising was the biggest challenge for implementing the Lab in 2018. Although fundraising efforts are going well, it is unlikely that the City of Aspen could raise the necessary funds in the time remaining. For this reason, staff is recommending postponing the Lab until the summer of 2019, and thinking clearly about what components of the Lab are fundable from outside sources. FINANCIAL/BUDGET IMPACTS: City Council approved $370,000 for use in 2017 and for the first part of 2018. Those funds are being spent as follows: - Contract with Design Workshop for downtown and parking lot design - Contract with Fehr and Peers for mobility consulting - Contract with Alta Planning and Design for construction and engineering assistance - Project management and administration staff and consultants - Fundraising consultants and activities - Branding - App research and creation To continue planning for a 2019 Lab, additional funds will be required. Staff will review the budget with City Council at a work session later this winter. P23 III. Page 5 of 5 ENVIRONMENTAL IMPACTS: The Aspen Mobility Lab positively impacts numerous measures from City Council’s Sustainability Dashboard including: Air Quality (PM levels, ozone levels); Greenhouse Gas Emissions; Castle Creek Bridge Counts; Acres of Trails; Mass Transit Use; Walkability and Bike-ability Rating; Health and Well Being; and Community Connections P24 III. Page 1 of 5 MEMORANDUM TO: Mayor and City Council FROM: Ashley Perl, Climate Action Manager THROUGH: Barry Crook, Assistant City Manager DATE OF MEMO: January 19, 2018 MEETING DATE: January 23, 2018 RE: Aspen Shift Gears 2018 SUMMARY: The future of transportation in Aspen involves a multimodal solution that provides safety and efficiency for all users while lowering the impact on the environment. During the summer of 2017, staff began the process of evaluating better transportation alternatives for citizens and visitors to reduce the need for single occupant vehicles. Through an earlier analysis, it is clear that bike infrastructure throughout the City is an increasingly important piece of a multimodal system that places less relevancy on a personal vehicle. Surveys and information gathered during the Pedestrian and Bicycle Master Plan project indicated that the majority of people currently feel uncomfortable and unsafe biking in the core of Aspen due to interactions with vehicles and not having adequate space. Shift Gears 2018 begins the transformation of creating designated space for bicycles, vehicles and pedestrians to interact cohesively. The project will focus on utilizing bikes as part of the overall solution to transportation by increasing the availability of bikes, e- bikes, bike storage, bike racks and safer routes for bicyclists. REQUEST OF COUNCIL: Staff is requesting City Council support the implementation and funding of Aspen Shifts Gears in 2018 in the amount of $955,320. BACKGROUND: Public input on the Bike and Pedestrian Master Plan has indicated gaps in Aspen’s bike infrastructure, with the downtown core listed as the main problem area. Currently, within the downtown core of Aspen, vehicle, bicycle and pedestrian interactions are noted by the public as unsafe and in need of immediate attention. Significant research collected by the City of Aspen also indicates that beginner and intermediate bikers feel uncomfortable biking in the core due to safety concerns, which leads them to avoid bicycling. More detail is provided in Attachment A. In comparison to other towns and cities in Colorado, Aspen's biking infrastructure and education programs are significantly behind the current standard found in other mountain towns and other cities known to lead in the field of environmental sustainability. Bike Friendly America is a not- for-profit organization that oversees a rating system for communities that provides a roadmap to improving conditions for bicycling. This rating system for cities and towns provides a structure for comparing Aspen to other locations. A number of mountain towns including, Breckenridge, Crested Butte, and Steamboat Springs have earned a Gold ratings, and Fort Collins has earned a P25 IV. Page 2 of 5 Platinum rating. Aspen's current Silver rating puts Aspen’s bicycle infrastructure and support below this peer group. More information about the rating system is provided in Attachment B. Research also indicates that many larger cities that are investing in future mobility strategies to reduce congestion and improve the quality of life have made biking a serious component of their sustainable transit solutions for both commuting and getting around downtown. Aspen is far behind in this regard. It should be noted that some of these cities, such as Ann Arbor and Amsterdam, experience similar winter challenges to Aspen. In addition to being accepted as a key component to mobility, bicycles are shown to support local businesses. · Two out of three merchants in San Francisco said bike lanes had a positive impact on their business. · New York City businesses saw a 49% increase in retail sales in the areas where protected bike lanes were installed (NYC DOT). · Bicyclists across the US spend 24% more in retail purchases over a month than drivers (TR News, 2012). · Bike-friendly communities draw visitors and like-minded residents (D.C. and Portland). There is now ample evidence that protected bikeways have a positive impact on safety and lead to an increased number of bicyclists in a community: · Denver has seen a 37% reduction in sidewalk riding. · Denver has seen 47% increase in bicycle use after installing a protected bike corridor. · Bikers are 2.5 times more likely to use protected bike lanes than to ride in the street (NYC DOT). · Enhanced bikeways are 40% safer than riding on the streets (NYC DOT). (For research attributions, see Attachment C.) The Aspen community seeks to move towards a progressive transit future that prioritizes sustainability, economic vitality, quality of life, and small-town character. In 2015-2016, the Aspen Institute sponsored a year-long forum to articulate how these values could be expressed in Aspen’s transit future. Beginning in mid-2017, City of Aspen staff began planning a transportation future that serves these values, rather than letting Aspen lag further behind the world’s leading cities and possibly damaging Aspen’s unique character. The City of Aspen understands that creating the future transportation landscape for the community is a multi-year project, with the first comprehensive multi-modal experiments embodied in the Aspen Mobility Lab, currently scheduled for the summer of 2019. Staff recommends that the City of Aspen use 2018 to take the first necessary steps towards building the future by upgrading basic biking infrastructure in the downtown core; supporting bike commuting from the Buttermilk Parking Lot; and initiating robust promotion, education and cultural support for biking as a serious alternative to driving. Along the way, the City will garner learning that will enhance the success of the 2019 Aspen Mobility Lab. DISCUSSION: The Guiding Principles of Aspen Shifts Gears 2018: P26 IV. Page 3 of 5 o Primarily focus on integrating bicycles as a part of a bigger solution to Aspen’s transportation needs. o Support bicycles by upgrading infrastructure and support services. o Create measurable goals by utilizing the Bicycle Friendly America system. o Increase the number of beginner and intermediate bikers into/out of and around town. o Focus on residents, commuters and residents. o Provide many types of bicycles in a variety of purchase/use models. o Measure impact through data collection and surveys. o Increase the safety for bicyclists within the Aspen core by introducing measures that will reduce poor interactions between vehicles, bicycles and pedestrians. Elements of Aspen Shifts Gears 2018: Infrastructure The City of Aspen will create a protected bike route through the downtown core, using Hopkins to connect bikes routes for those entering town from east and west, with a north-south transit route on Galena turning east on Cooper as far as City Market. This protected bike path encompasses barriers for bikers travelling against the direction of traffic; shifting parking from angled to parallel to improve bike safety; and increased way-finding. Bikes · Regular bikes · Dockless bike share · Electric bikes · Cargo bikes · Bikes with kid and/or pet carriers Bike Purchase/use models · Per-ride payment · Subscription model · Summer-long lease · Purchase · Lease to own The City of Aspen will prioritize existing bike shops and retailers as well as existing organizations such as We-cycle to operate these programs to the greatest extent possible. The program aims to make these programs as close to cost-neutral as possible to the City of Aspen. Commuting support Buttermilk will be the primary bike commuting node, with amenities to encourage biking including: · Staff during rush hour for education and promotion · Electric bike check-out station at Buttermilk · Mobile repair, sales and education provided by local bike shops · Increased way-finding across Highway 82 on the preferred route to downtown · Mobile app to provide detailed maps and safety tips for commuters · If possible, access to bikes at employee housing hubs P27 IV. Page 4 of 5 Public information and promotion Research has indicated that a robust public outreach program is required to achieve trial, adoption and lasting behavior change. Staff anticipates that Eventbase, the app company that supports Aspen Ideas Festival, will provide a branded Aspen Shifts Gears app to support bike education and safety, local bike providers, key bike nodes, and special bike events for the public. It is the hope that this app will become a permanent addition to the Aspen transit eco-system. The app will include messaging to clarify the rules of the road, and intersection safety for cars, bikes and pedestrians. The City will also promote the use of bikes through a sustained local media campaign, and incent both trial and sustained use of the various bike options by new bikers through a program of prizes from local businesses, including the Aspen Skiing Company. Outreach The City will run a significant outreach campaign to provide retailers and other local businesses with a context for these improvements, including the research demonstrating that bikes are good for business in the short run, and for Aspen’s long-term vitality and livability, which is good for business in the long run. FINANCIAL/BUDGET IMPACTS: The total budget for this upgrade is $955,320, spread across seven categories: Infrastructure and Design $320,000 Bikes $150,000 Bike Support $105,000 Commuting Support $30,000 Publicity and Outreach $165,000 Project Management $68,000 Project Contingency $117,320 Project Total $955,320 ENVIRONMENTAL IMPACTS: Aspen Shifts Gears positively impacts numerous measures from City Council’s Sustainability Dashboard including: Air Quality (PM levels, ozone levels); Greenhouse Gas Emissions; Castle Creek Bridge Counts; Acres of Trails; Mass Transit Use; Walkability and Bike-ability Rating; Health and Well Being; and Community Connections REQUEST OF COUNCIL: Staff requests that City Council approve budget authority in the amount of $955,320 to be spent towards planning and implementing Aspen Shifts Gears 2018. Attachment A: Results from Bike and Pedestrian Master Plan Attachment B: Bicycle Friendly America Ratings Attachment C: Research Attributions P28 IV. Page 5 of 5 P29 IV. Attachment A: Results from the Aspen Bicycle and Pedestrian Master Plan SurveyP30IV. P31IV. Attachment B: Bicycle Friendly America Community Ratings Community Award Aspen Silver Boulder Platinum Breckenridge Gold Carbondale Gold Crested Butte Gold Durango Gold Fort Collins Platinum Gunnison Silver Steamboat Springs Gold Vail Silver 10 Building Blocks of a Bicycle Friendly Community: High speed roads with bike facilities Total Bicycle Network Mileage to Total Road Network Mileage Bicycle education in schools Share of transportation budget spent on biking Bike Month and Bike To Work events Active Bicycle Advisory Committee Bicycle-friendly laws and ordinances Bike plan is current and being implemented Bike program staff P32 IV. of new transplants in Portland, OR who bike said the city’s bike-friendlyness was a factor in their decision to move. merchants surveyed in San Francisco said that bike lanes had a positive overall impact on their business. Customers who arrive by automobile spend the most per visit across all of the establishments, but cyclists spend the most per month. New York City found that constructing a protected bike lane had a signicant positive impact on local business strength. of residents near Washington, DC’s 15th Street protected bike lane say it’s a valuable asset to the neighborhood. BICYCLISTS SPEND MORE BIKEWAYS ARE VALUABLE NEIGHBORHOOD ASSETS BIKEWAYS ATTRACT PEOPLE RETAIL SALES INCREASE BUSINESS DOES BETTER ECONOMIC BENEFITS of Bikeways 2 of 3 MORE NYC MANHATTAN 24 % 62% 83% +49 % +3 % Kelly J. Clifton, Sara Morrissey, and Chloe Ritter, “Business Cycles: Catering to the Bicycling Market,” TR News 280, 2012: 26-32. http://bit.ly/16WKfe3 Emily Drennen, “Economic Eects of Trac Calming on Urban Small Businesses,” San Francisco State University, 2003. www.sfbike.org/download/bikeplan/bikelanes.pdf NYC DOT, “Measuring the Street: New Metrics for 21st Century Streets,” 2012. http://on.nyc.gov/1hdCIMY District Department of Transportation, “Cycle Tracks and Green Lanes in Washington, DC: Overview and Research Results,” 2013. http://bit.ly/17giWPi Portland Bicycle Maps and Information Survey – PBOT, 2009 P33 IV. to all street users after installing protected bike lanes in New York City. Bicycling on separated facilities like enhanced bikeways is safer than riding on streets without bicycle facilities. Increased compliance in facility use is good for pedestrians. The likelihood that a given person walking or bicycling will be struck by a motorist decreases as the number of people bicycling and walking increases. WALKING & BIKING ACTIVITYSAFETY40%Safer VS Auto-Oriented Streets Streets With Bike Lanes Auto-Oriented Streets Streets With Bike Lanes BIKEWAY STREETS ARE SAFE STREETS BIKEWAY STREETS BRING BICYCLISTS Bicyclists are 2.5 times more likely to ride on enhanced bikeways than on the street. PROTECTED BIKE LANES ALSO PROTECT PEDESTRIANS Added separation from fast-moving trac SAFETY IN NUMBERS SAFETY IMPACTS of Bikeways REDUCTION in SIDEWALK RIDING REDUCTION in INJURIES56% 37% NYC DOT, “Measuring the Street: New Metrics for 21st Century Streets,” 2012. http://on.nyc.gov/1hdCIMY in the corridor since the implementation of the 15th Street Protected Bikeway. INCREASE in BICYCLISTS47%The City and County of Denver Public Works "The eects of implementing a Protected Bikeway on 15th Street", 2014. NYC DOT, “Measuring the Street: New Metrics for 21st Century Streets,” 2012. http://on.nyc.gov/1hdCIMY NYC DOT, “The New York City Pedestrian Safety Study & Action Plan,” 2010.http://www.nyc.gov/html/dot/downloads/pdf/nyc_ped_safety_study_action_plan.pdf Lusk, A., et al., “Risk of injury for bicycling on cycle tracks versus in the street, Injury Prevention,” December 1, 2010. The City and County of Denver Public Works, “The eects on sidewalk riding related to implementing an enhanced bikeway on 15th Street,” 2013. Jacobsen, P L, “Safety in numbers: more walkers and bicyclists, safer walking and bicycling,” Journal of Injury Prevention 2003; 9: 205-209. P34 IV. P35 V. P36 V. P37 V. P38 V. P39 V. P40 V. P41 V. P42 V. P43 V. P44 V. P45 V. P46 V. P47 V. P48 V. P49 V. P50 V. P51 V. P52 V. P53 V. P54 V. P55 V. P56 V. P57 V. P58 V. P59 V. P60 V. P61 V. P62 V. P63 V. P64 V. P65 V. P66 V. P67 V. P68 V. P69 V. P70 V. P71 V. P72 V. P73 V. P74 V. P75 V. P76 V. P77 V. P78 V. P79 V. P80 V. P81 V. 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