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HomeMy WebLinkAboutagenda.council.worksession.20120305 MEMORANDUM TO: Mayor and City Council FROM: Ben Gagnon, Special Projects Planner ft THRU: Chris Bendon, Director, Community Development , Jessica Garrow, Long Range Planner, ComDev'> [ DATE OF MEMO: February 23, 2012 MEETING DATE: March 5, 2012 RE: Council Priorities for AACP Initiatives REQUEST OF COUNCIL: Attached with this memo are one -page "Briefing Papers" describing a wide range of projects that would implement policies contained in the new AACP. Staff requests that Council identify their top priorities, and return the scoring sheets to the Manager's Office by the end of the day on Thursday, March 1 to help prepare for the March 5 work session. SUMMARY: One set of Briefing Papers (Exhibit A) describe projects that are already Top Ten Goals; are well within the operational mission of city departments; or are relatively minor in scope and ongoing. Council members are encouraged to look at the "headlines" of these 17 projects, but these Briefing Papers are not required reading at this time. They are intended to show Council how some AACP policies are already being implemented, as well as providing a sense of workload that will be important to consider as the prioritization process moves forward. The second set of one -page Briefing Papers (Exhibit B) describe mostly new projects or initiatives. Some are projects that have been moving forward but need further attention and prioritization to get to the next level, and/or completed. Staff asks that Council members read through these Briefing Papers, and consider which they are most supportive of and enthusiastic about. Please check only eight (8) of the boxes at right, on the top page scoring sheet. (Council will note that two projects have already been checked, as Council provided direction at the February 21 work session to move forward. Please check an additional eight (8) boxes.) The purpose of the process is to determine which projects Council is most enthusiastic about pursuing at this time. The AACP is a ten -year plan, and ideally all of its policies will eventually be implemented. This process is more about what should come first, rather than approving or rejecting any given project. If Council members can turn in the score sheets to the City Manager's Office by the end of the day on Thursday, March 0, staff will have time to compile the results. At the work session on Monday, March 5 staff will present a list of projects that scored the highest. Council is then welcome to ask questions of department heads regarding the higher- scoring projects. Part of this discussion will involve department heads providing a realistic sense of how new initiatives fit into their overall work program and/or the 2013 budget process. ATTACHMENTS: Exhibit A: Briefing Papers: AACP Initiatives Covered under Operational Mission of Departments, Ongoing Projects or Council's Top Ten Goals (Not for scoring) Exhibit B: Briefing Papers: AACP Initiatives for Council Scoring Exhibit A: AACP Initiatives (Not for scoring) City Council Briefing Papers AACP Initiatives Covered under Operational Mission of Departments, Ongoing Projects or Council's Top Ten Goals AACP Chapter Initiative/Project Departments Managing Growth A) Supporting a Diverse Lodging Inventory ComDev Top Ten Goal Managing Growth B) Preserve Non - Profit and Quasi - Public Spaces ComDev, Asset, Parks Managing Growth C) Mitigating Impacts of Construction ComDev Transportation D) Evaluation of City Transit Service Transportation Transportation E) Feasibility of Paid Parking Expansion Parking Housing F) Clarifying Rules and Improving Enforcement APCHA Housing G) Capital Reserve Planning APCHA, Asset Housing H) Promoting Energy Efficiency APCHA, Biding, Canary Parks, Rec I) Recreation Business Plan Update Recreation Parks, Rec J) Wagner Park Restoration & Enhancement Plan Parks, Top Ten Goal Engineering Environmental K) Improving Air Quality Env. Health Stewardship Environmental L) Expanding Compost Program Env. Health Stewardship Environmental M) Code Change: Require Recycling Env. Health, Stewardship Space in New Development ComDev Env Stewardship N) Reducing `Phantom Energy' Loads & Building Maximizing Renewable Energy Env Stewardship 0) Deconstructing & Recycling Demolition Building, Waste Engineering Lifelong Aspenite P) Health Impact Assessment & Env. Health Public Health Improvement Plan (State mandate) Lifelong Aspenite Q) Supporting Careers in Child Care KidsFirst Managing Growth Briefing Paper: A Supporting a Diverse Lodging Inventory Supporting AACP Policy Statements IV.1 Minimize the further loss of lodging inventory. IV.2 Replenish the declining lodging base with an emphasis on a balanced inventory and diverse product types. Background & Context The decline in the lodging base has been a major public policy concern throughout the AACP process. The loss of economy /moderate lodging since the 1990s, combined with the development of deluxe lodges has resulted in an inventory that many perceive as out of balance. Summary 1. A Comprehensive Inventory As discussed at the Feb. 21 City Council work session on Top Ten Goals, the first step in this process would be compiling a comprehensive lodging inventory, including the range of "products." This would be accomplished by hiring a consultant through a Request for Proposals (RFP) process. 2. A Balanced Inventory & Diverse Product Types The information generated by the updated lodging inventory should help inform a discussion on whether the inventory is imbalanced and/or what types of lodging product are desired. The next phase would be to explore a wide range of methods for achieving inventory goals. Timeline & Budget Staff estimates this process could take a years to 18 months, with consulting costs required but undetermined at this time. Managing Growth Briefing Paper: B Preserving Non - Profit and Quasi - Public Spaces Supporting AACP Policy Statements VI.3 Preserve and enhance non - profit + quasi - public facilities and spaces. Background & Context The recent closure of The Given Institute and the conversion of the Silver Lining Foundation to a free market residence resulted in concern that other non - profits in the Aspen Area could be vulnerable to financially rewarding changes in use. Summary 1. Defining the Problem The first step would be to define the problem, and attempt to gauge the potential extent of the problem in the future. Outreach to non - profits may help answer these questions. Are there certain conditions that cause non - profits to consider relocation? Was the City's recent experience indicative of a trend, or the result of unique, one -off situations that happened to occui in rapid succession? 2. Preserving Non - Profit Facilities The City's recent experience with trying to preserve the Given Institute could be a stepping stone to evaluating what methods could work and what methods are infeasible. Timeline & Budget Identifying a potential City role in preserving non - profit facilities could take 4 -6 months and cost $5,000 in incidental costs. Managing Growth Briefing Paper: C Mitigating Adverse Impacts of Construction Supporting AACP Policy Statements VII.4 Develop better methods to manage adverse construction impacts, including a construction pacing system that respects quiet enjoyment of our community and neighborhoods. Background & Context The joint City /County P &Zs identified this as a major issue during the AACP process, and ultimately addressed it in two ways, reflected in the above policy: Managing every- day adverse impacts and exploring an annual system for pacing construction. Summary 1. Managing Adverse Impacts The City took significant steps to offset the adverse impacts of high levels of construction during the recent boom period (2004 -2007) by the adoption of the Construction Mitigation Program. The Engineering Department continually explores best practices and evaluates the effectiveness of this program. 2. Annual Pacing System The goal of pacing construction an annual basis has been contained in all three AACPs. The issue has come up several times over the years, with perhaps the greatest effort made in 2007, including draft code language for an entirely new chapter in the land use code. After significant public opposition, the effort was dropped. Timeline & Budget Reviewing the effectiveness of the Construction Mitigation Program is an ongoing operational element of the Engineering Department. Staff estimates the process of investigating a construction pacing system could take at least one year and cost about $50,000. Transportation Briefing Paper: D Evaluation of City Transit Program Supporting AACP Policy Statements I.4 Maintain the reliability and improve the convenience of City of Aspen transit services. Background & Context In recent years, the City has reduced transit services and placed the Transportation Fund on a sustainable footing. The AACP goal of maintaining reliability and improving convenience is directly related to the scope of transit services. Staff believes this is an appropriate time to evaluate the various impacts of lower levels of service. Summary 1. Survey A two - pronged survey will help evaluate City transit services: One portion would be a passenger survey, conducted on buses during service hours; the other would be a non- passenger survey. The survey would help determine how people have been affected by the changed level of service, how habits have changed, what alternatives are being used etc. Other potential services for the future could also be evaluated, included service to the ABC. Ultimately, the results of the survey and possible adjustments to service could be presented to Council. Timeline and Budget The process is estimated to take six months to one year, with a cost of approximately $30,000 for the survey. Transportation Briefing Paper: E Feasibility of Expanding Paid Parking Supporting AACP Policy Statements V.1. Develop a strategic parking plan that manages the supply of parking and reduces the adverse impacts of the automobile. Background & Context Changes to the paid parking program have been made incrementally over the years, including expanding into new areas as well as adjustments to the hours when paid parking is effective. Pursuant to the above policy, the Parking Department would.Iike to explore the feasibility of expanding paid parking areas and effective hours. This would ultimately result in discussions with Council on whether to adjust the pair parking program in the future. Summary 1. Feasibility of expanding paid parking areas This would involve the Parking Department generating a map of the City, showing areas where paid parking might be expanded. 2. Feasibility of expanding paid parking hours Again, the Parking Department would generate a map, showing areas where hours could potentially be expanded. 3. Rationale As part of evaluating the feasibility of expanding paid parking, staff would present a rationale for changes, including automobile disincentives, expected revenues etc. Timeline and Budget Three to six months at no cost. Housing Briefing Paper: F Clarifying APCHA Rules and Appropriate Enforcement Supporting AACP Policy Statements V.1 The rules, regulations and penalties of Community Workforce Housing should be clear, understandable and enforceable. Background & Context APCHA acknowledges that its Housing Guidelines could be more user - friendly, and intends to take action on this issue. Regarding enforcement, APCHA would like to maintain or increase its enforcement/legal budget. Summary 1. Revising the Housing Guidelines APCHA is interested in a process to revise its guidelines with the goal of improving clarity, making the rules understandable and eliminating any inconsistencies. 2. Enforcement A City /County increase in APCHA's enforcement/legal budget in 2006 has enabled an increase in cases involving housing residents who have violated the rules. This funding level is due to expire this year. APCHA can demonstrate an increase in enforcement activity as a way of ensuring that funding levels remain at or above current levels. Timeline and Budget Staff estimates that revising the Housing Guidelines could take nine months to a year, with approximately $40,000 to $60,000 in consulting costs for administration of the process and for language revisions. The topic of enforcement is expected to be an issue as part of the upcoming City /County budget cycles. Housing Briefing Paper: G Ensuring Capital Reserve Planning Supporting AACP Policy Statements I.1. Community Workforce Housing (CWH) should have adequate capital reserves for major repairs and significant capital projects. I.3. All deed - restricted housing units should be used and maintained for as long as possible, while considering functionality and obsolescence. Background & Context APCHA has been pursing the goal of long -term "functionality" of housing in recent years by working with Homeowners Associations (HOAs) to adopt Capital Reserve Policies. While APCHA cannot require privately -owned affordable housing HOAs to adopt Capital Reserve Policies, APCHA has used its own budget to provide seed funding for such efforts. Almost 40 private HOAs have made progress in recent years towards adopting Capital Reserve Policies, with APCHA kicking in about $2,000 per HOA. Similar efforts are underway for publicly -owned housing. Summary 1. Additional Seed Funding APCHA may be requesting help in the form of additional seed - funding of long -term capital reserve planning for private HOAs, in order to persuade those HOAs that have not agreed to participate, and to implement the AACP policy. 2. Long -Term Capital Needs of Existing Inventory Long -term capital needs of deed - restricted inventory continue to be identified on a case - by -case basis. It is expected that some complexes will identify substantial capital needs that may require significant assessments, potentially having an impact on the financial ability of residents to remain in their homes. 3. Public Sector Role in Housing Infrastructure Maintenance Ultimately, staff expects a need for a public policy discussion regarding the extent of the public sector's role regarding this issue. Staff also expects that future discussions regarding the public sector's role will differ on a case -by -case basis, depending on variables such as the number of units involved, track record of the HOA, the condition of the facility and a fundamental evaluation of Retum on Investment (ROI). Timeline and Budget Staff estimates that long -term capital planning needs could be completed for the entire APCHA inventory within three to five years. Staff does not currently have an estimate on how much it might cost to help persuade remaining private HOAs to undertake the planning effort. The state may soon require HOAs to undertake capital reserve planning. Housing Briefing Paper: H Promoting Energy Efficiency in Deed - Restricted Housing Supporting AACP Policy Statements I.5 Emphasize the use of durable and environmentally responsible materials, while recognizing the realistic lifecycle of the buildings. IV.1 Community Workforce Housing should be designed for the highest practical energy efficiency and livability. III.1. Ensure fiscal responsibility regarding the development of publicly - funded housing. Background & Context As a primary goal of the City, responsible environmental stewardship is intended to be part of the planning and design of new housing. Balancing these goals with the production of housing that is affordable to individuals in the long -term, while managing the level of public subsidy, is part of ongoing public policy discussions. Summary 1. Multi - Departmental Initiative Identifying durable and environmentally responsible building materials and equipment for new housing could be achieved through collaboration between APCHA, the Building Department, Asset Management, Environmental Health and the Canary Initiative. While substantial progress has been made on this effort during the intensive Burlingame II planning and design process, a more widely applicable initiative could help to meet the AACP policy. 2. Building Code Requirements The City of Aspen's Building Code is already considered among the most environmentally responsible in the nation, but new advances are always being considered. Such discussions could also help in identifying durable and environmentally responsible building materials for new housing. Timeline and Budget Staff estimates this process at six to nine months, in- house. The Building Department would request $5,000 to fund contract labor, offsetting time consumed in this initiative. Parks & Recreation Briefing Paper: I Recreation Business Plan Update Supporting AACP Policy Statements II.1 Provide affordable recreational opportunities for all ages and abilities. II.2 ... strive to be financially self - sustaining while providing affordable, accessible and quality recreational opportunities. II.3. Strive to integrate physical rehabilitation and adaptive recreation into Aspen Recreation Department facilities and programs. Background & Context It has been seven years since the Recreation Department adopted its Business Plan, and while an update is partially budgeted next year, staff is looking to get started early — largely to adjust to new economic realities. The 2005 Recreation Business Plan emphasized fiscal responsibility by requiring each program to undergo a cost analysis that determined its "recovery rate." This will remain a primary focus. Summary 1. Elements of the Business Plan Update The new Business Plan will include: • Methods of increasing the recovery rate, and reducing subsidies; • Increasing quality without increasing subsidies; • Greater affordability with lower subsidies; • Concepts for new revenue streams; • Feasibility of new facilities such as outdoor pool and fitness center; • Potential of using facilities for more special events; • Evaluate moving 90% of users on -line; • Improved marketing and public outreach; • Evaluate "Return on Investment" for every potential funding outlay. Timeline and Budget Partial funding of $25,000 is currently in the 2013 budget. The Recreation Department estimates this process will take one year and cost a total of about $40,000. Parks Briefing Paper: J Wagner Park Restoration & Enhancement Plan Supporting AACP Policy Statements I.2. Maintain a balance between active recreational parks and passive parks. Background & Context Wagner Park has been the center of extensive discussions in recent years regarding intensity of use, capacity for special events and general public use. The Parks Department is currently designing a public process that is intended ultimately to strike a balance between everyday public use and special events, while implementing upgrades and enhancements aimed at long -term sustainability. This effort is reflected in one of City Council's Top Ten Goals. Summary I. Stakeholder -based Public Process The in -house public process will include a range of stakeholders, from special events users, neighbors, relevant committees and the public at large. The scope of work will include Wagner Park itself as well as surrounding streets and the Pedestrian Malls, which are also under Parks Department jurisdiction. The Engineering Department would be a critical resource in this effort. 2. Potential Improvements & Enhancements With years of experience at balancing everyday uses and special events, the Parks Department anticipates the Restoration & Enhancement Plan may address possible infrastructure improvements such as: • Regrading and redeveloping the field surface; • Irrigation and drainage system upgrades; • Improvements to utilities, including electric lines; • Sidewalks on Monarch; • Capital investments in the Pedestrian Malls. Timeline and Budget Staff estimates it will take a year to 18 months to complete the plan, which requires multi - departmental collaboration. Staff is not anticipating consulting costs at this time. The AMP contains $1.2 million for 2013, to be considered during upcoming budget. Environmental Stewardship Briefing Paper: K Improving Air Quality Supporting AACP Policy Statements II.1 Improve air quality. II.2 Achieve and maintain healthy ozone levels. Background & Context Among the challenges to maintaining and improving air quality in the Aspen area are reducing PM-10 levels and other air quality pollutants such as ground level ozone. In Aspen, vehicular traffic is a major source of PM -10 and nitrogen oxide emissions (a precursor pollutant to ground level ozone). Regional impacts on Aspen's air quality include oil and gas production, combustion of fossil fuels, and other industries. Summary 1. Multi- Department Collaboration to Reduce PM -10 The highest levels of PM -10 in the City occur on warmer days following winter and spring snow storms, when sand is ground up by local traffic. Environmental Health would collaborate with the Streets Department to gather data on how much sand is used and how much is swept up in following days. Matching this data with PM -10 spikes could provide information on how much sand - sweeping is needed to manage PM -10 levels. Environmental Health staff continues to pursue alternatives to sand, which would involve research on best practices in similar climates. 2. Regional Focus on Healthy Ground Level Ozone The City is in its third year of collecting data on ozone levels. The City has been participating in a new working group initiated by Garfield County, including Pitkin County and Eagle County. The initial focus has been on regional air quality planning and public awareness. Timeline and Budget These are ongoing issues requiring multi - departmental and multi jurisdictional collaboration, no additional costs are anticipated. Environmental Stewardship Briefing Paper: L Expanding Compost Pick -Up Program Supporting AACP Policy Statements IV.1. Maximize recycling, implement waste reduction and environmentally - responsible purchasing programs and encourage behavior that moves the Aspen Area toward being a zero -waste community and extends the life of the Landfill. Background & Context An additional step in maximizing recycling and reducing impacts on the Pitkin County Landfill is implementing compost pick -up in the City of Aspen, an effort that is in its preliminary stages. Summary I. Efforts to Date In 2009, the City of Aspen bought a $60,000 compost mixer for use at the Pitkin County landfill, where it is used to grind compost into useable soil that is for sale to the public. The City has also partnered with private waste haulers to create compost pick up routes for both businesses and residents, on a voluntary basis. 2. Future Efforts In order to make curbside pick -up of compost a permanent and widespread program, bear -proof containers must be purchased and made available to residents and businesses at a reasonable price, or free. Right now, the containers cost about $250, but EH is working on a grant with CORE to obtain them. Other steps would include requiring haulers to pick up compost throughout the City, rather than on a volunteer basis. The City also needs to continue to work with the County to ensure that compost tip fees at the landfill are kept significantly lower than those for trash, to provide a financial incentive for residents and businesses to compost. Timeline and Budget Environmental Health staff are constantly improving the program but approximately 10- 15 hours /week of additional staff time would be needed to truly grow the program this year. • Environmental Stewardship Briefing Paper: M Code Changes to Require Space for Recycling and Composting Supporting AACP Policy Statements IV.1. Maximize recycling, implement waste reduction and environmentally - responsible purchasing programs and encourage behavior that moves the Aspen Area toward being a zero -waste community and extends the life of the Landfill. Background & Context The Environmental Health Department is taking preliminary steps toward amending the land use code to require new development to include space for recycling and composting, based on the development's planned use(s) and size. These requirements would ultimately establish new standards to ensure that all new development is built with the intention of separating more recyclable material from regular trash. Summary I. Step -by -Step Approach Moving toward clear code language that sets defined standards for new development would involve the following steps, at a minimum: • Identifying best practices. Some work has been done on this topic with the help of consultant Alan Richman; • Collaborating with Community Development; • Conduct public outreach and workshops for designers and architects; • Amend the Land Use Code to require implementation; Timeline and Budget Staff estimates this process to take about one year, and would require consultant fees equivalent to staff time of .5 FTE. Environmental Stewardship Briefing Paper: N Reducing `Phantom Energy' Loads & Maximizing Renewable Energy Supporting AACP Policy Statements I.1. By 2020, reduce the carbon footprint of the Aspen Area from 2004 levels by 30% (to 588,612.5 tons CO2 -e). I.4. All new development and uses should minimize their greenhouse gas emissions. V.4. Require new development and redevelopment to minimize their energy usage and use on -site renewable energies as the site allows. Background & Context The 2012 International Green Construction Code contains a set of standards for reducing energy consumed by household and office equipment. The concept is to implement controls so that such equipment is "on" only when needed. The 2012 International Green Construction Code also contains new standards for maximizing the use of renewable energy for new construction. Summary If the City Council chooses to adopt this new code, the Building Department would need to learn the new standards, work with contractors and implement the standards on -site, for new construction. Timeline and Budget The Building Department estimates that $12,000 would be needed to pay for contract labor while the department is implementing these new complex standards, conducting outreach for contractors etc. Environmental Stewardship Briefing Paper: 0 Deconstructing & Recycling Demolition Waste Supporting AACP Policy Statements IV.1. Maximize recycling, implement waste reduction and environmentally - responsible purchasing programs and encourage behavior that moves the Aspen Area toward being a zero -waste community and extends the life of the Landfill. Background & Context The 2012 International Green Construction Code contains a set of standards for the demolition of structures, in an effort to separate 75% of all construction waste into the recycling stream. If the City Council chooses to adopt this new code, multi - departmental collaboration would be required to implement the new standards. Summary 1. Step -by -Step Approach Moving toward a successful program to "deconstruct" demolition waste would involve the following steps, at a minimum: • Chief Building Officer Stephen Kanipe would need to instruct the Construction Mitigation Plan Officer(s) (CMO) regarding implementation of the new code; • Conduct public outreach and workshops for contractors; • Collaborate with Pitkin County to establish tracking procedures for bringing recyclable material to the landfill; • Collaborate with the Colorado Association for recycling to identify sites for the recycling of deconstructed demolition waste. Timeline and Budget The Building Department estimates that $20,000 would be needed to pay for contract labor while CMO(s) are instructed in how to implement the new code, and other related tasks. This would significantly expand the job description of the CMO(s) working for the Engineering Department, and workload would fluctuate depending on the level of construction activity. Lifelong Aspenite Briefing Paper: P The Health Impact Assessment and Public Health Improvement Plan Supporting AACP Policy Statements III.1 Promote community -wide collaboration to address health and social service needs throughout the community ... (Lifelong Aspenite chapter) Background & Context The State of Colorado is now requiring communities to establish a Health Impact Assessment aimed at assessing existing health and human services and identifying "gaps" where services could be upgraded or established. The City's Environmental Health Department is required to complete this report. Summary I. Baseline Information The Health Impact Assessment gathers data, identifies the community's unique health - related issues, describes any gaps in current services , and determines the capacity of the local public health agency to address those gaps. The final step will be to develop a Public Health Improvement Plan using this information. 2. Collaborative Initiative The Environmental Health Department is legally bound to generate the Health Impact Assessment, but would be working with other agencies that provide services in the City, including Community Health, Pitkin County Senior Services, various agencies that "pass - through" state and federal funds and non - profit groups. 3. AACP Lifelong Aspenite Chapter Plays a Role The process of drafting the Lifelong Aspenite chapter in the new AACP involved collaboration between local /regional health and human services agencies. To the degree that the Lifelong Aspenite chapter has identified gaps in health and human services, it will be included in the Health Impact Assessment report. Timeline and Budget The assessment will be completed by December 2012. Data collection, priority setting, and compilation of the information into a useful document will be completed during the course of the year. Editing costs for external editor are estimated at $1,000. Lifelong Aspenite Briefing Paper: Q Careers in Child Care Supporting AACP Policy Statements I.1. Affordable, accessible high - quality childcare should be available for all families who need it. Background & Context There is an ongoing need for child care professionals in the Aspen area and Roaring Fork Valley. KidsFirst and Colorado Mountain College (CMC) are interesting in working together as CMC begins preliminary work toward establishing a 4 -year degree program for child care professionals. The ultimate goal would not only be to generate needed child care professionals in the area, but to provide careers for local residents who want to stay in the area. Summary 1. KidsFirst Staff Teaching at CMC One potential building block needed to make a 4 -yerar program successful at CMC would be to leverage the expertise of child care professionals working at KidsFirst. This would mean KidsFirst staff designing and teaching courses at CMC. 2. Expanding the KidsFirst Mission While CMC would pay its teachers, making a 4 -year program successful would depend on KidsFirst expanding its mission so that some staff are able to spend considerable time designing and teaching courses. Timeline and Budget The CMC effort is in preliminary stages, but if KidsFirst staff were to participate in establishing an ensuring the success of a new 4 -year degree program, it may have some impact on staffing capacity at KidsFirst. At this time, this briefing paper is intended as information only due t the preliminary nature of this potential program. Exhibit B: AACP Initiatives for Council Scoring City Council Briefing Papers AACP Initiatives for Council Scoring AACP Initiative/Project Depts Priority Managing A) Reducing Heights + Massing ComDev X Growth in the Downtown Core; Encouraging Uses Beneficial to the Community Managing B) Streamlining the Code Amendment ComDev X Growth Process Managing C) Clarify & Strengthen Environmental ComDey, Growth Regulations in the Residential Sector Engineering Managing D) Restore Neighborhood Character & ComDev Growth Visual Quality in Residential Sector Managing E) Improving Transition along ComDev, Growth City/County Boundary in Residential PitCo Areas Managing F) Maximum Limits on PUDs & ComDev Growth Ensuring Long -Term Community Benefits Managing G) Restoring Public Confidence in the ComDev Growth Conceptual and Final Review Process Managing H) Restoring Public Confidence in the ComDev Growth Community Plan Process Managing I) Mitigating the Impacts of ComDev Growth Development Transportation A) Improving Safety, Capacity and Transp, Functionality of Rubey Park Asset, Engineering Transportation B) Expanding Recreational and Transp, Commuter Trail Links Parks, Engineering Transportation C) Improving Bus Stops & Shelters Transp Transportation D) Pedestrian & Bikeway Improvement Transp, Plan Parks, Engineering Exhibit B AACP Initiatives for Council Scoring AACP Initiative/Project Depts Priority • Transportation E) Pedestrian Safety on Main St. Engineering Transportation F) Mitigating the Impacts of Vehicular Transp, EH, Traffic Engineering ComDev Transportation G) Galena Community Connections Engineering Project Housing A) Future of ADU Program APCHA, ComDev Housing B) Fair & Equal Treatment in New ComDev, Housing Proposals APCHA Housing C) Maximizing Use of Housing APCHA Housing D) Improving Livability: From Natural APCHA, Light to Unit Size and Soundproofing City Housing Housing E) Buy -Down Program Feasibility City Man., Study Finance, APCHA Parks A) Management Plans for Open Space Parks Env Stewardship A) Adopt Clean Energy Plan Canary, Utilities Env Stewardship B) Land Use Code Change: Energy Canary, Efficiency & Renewable Energy ComDev, Building Env Stewardship C) Promoting Energy Efficiency in Building, Historic Downtown Buildings Utilities, Canary Historic Pres. A) Potential Historic Designation of Asset, City-owned Properties ComDev, Building Historic Pres. B) Exploring the Preservation of ComDev Interiors of Publicly Accessible Buildings Managing Growth Briefing Paper: A Reducing Heights and Massing in Downtown; Encouraging Uses Beneficial to Community Supporting AACP Policy Statements V.3 Ensure that the land use code supports innovative development that respects our architectural heritage in terms of site coverage, mass, scale, form and a diversity of heights. Background & Context The joint P &Zs expressed concern that the land use code allows for development in the downtown commercial core that is excessive in height, mass and scale. They were also concerned that speculative investment in the downtown has resulted in the conversion of essential, every-day commercial uses such as Aspen Drug and the Mother Lode. Summary 1. Amending Zoning to Reduce Mass and Scale There is an opportunity to amend the land use code to reduce allowable mass, scale and heights and to achieve other related goals. A related goal relates to opportunities for solar exposure on the south- facing streets while minimizing shade and ice created by buildings on north - facing streets. 2. Allowing for Community Benefits If the land use code is amended to allow for only two -story buildings, the code could include an allowance for a third floor if the project includes clear and long -term community benefits, and/or are located in areas of the downtown appropriate for three - story buildings. Community benefits could include every -day essential commercial businesses, affordable housing and lodging. 3. Sliding Scale of Mitigation Those uses that do not provide community benefits could be required to mitigate "fully" to offset the impacts of development. Those uses that are deemed community benefits could be granted mitigation abatements in return for the long -term benefits, a practice already common in the current land use code, and supported by the new AACP. Timeline & Budget With specific direction from City Council on the concept and disciplined parameters of work, the Planning Department can work with the P &Z on draft language and a recommendation for final action by Council. Staff estimates this project could be completed in six weeks, with no consulting costs. Managing Growth Briefing Paper: B Streamlining the Code Amendment Process Supporting Policy Statements VIILI Restore public confidence in the development process. VIIL2 Create certainty in zoning and land use process. Background & Context Staff is proposing potential changes to the code amendment process itself, largely in an effort to improve efficiency, public involvement and productivity. The new approach would require initial public hearings at the City Council level to test the potential code change at a conceptual level. If Council determines there is adequate public support, staff and Council would then design a tailor -made public process that fits the topic at -hand. Relevant review boards could provide referral comments, with Council making the final decision. Summary This new approach to code amendments came from an interest in leveraging public outreach and feedback at the front -end of the process. There have been unfortunate examples of staff being directed to undertake a code change process, working for months on complex studies and code language, only to stand by as the concept is overturned the first time it reaches a public venue. There is also a concern that with so many potential code amendments emerging from the AACP, the current process for code changes would result in a serious bottleneck at the P &Z level — and potential attrition/volunteer bum -out. Timeline & Budget Council gave the green light for staff to move forward on the code change during the February 2l s ` work session. Staff can quickly generate the wording for this code change without incurring outside consulting costs. Managing Growth Briefing Paper: C Clarify & Strengthen Environmental Regulations in the Residential Sector Supporting Policy Statements III.2 Control the location and limit the size of homes ... Background & Context Protecting and preserving the Aspen Area's natural capital is an important theme of the 2012 AACP. Preserving the scenic integrity of mountainsides and riparian areas, while also protecting the environmental quality of mountain slopes, creeks and rivers has been a priority of many planning efforts in the Aspen Area dating back to the 1960s. The Implementation Steps under the above policy would re- examine and amend all of these regulatory tools. With many years of experience implementing these regulations, staff believes there is considerable room for improvement. Summary 1. Application materials The need for applicants to submit adequate technical materials in order to allow for the proper review of such issues could be clarified and improved. 2. Clarified code language There are numerous opportunities to improve code language in the ESA chapter, including consistency regarding technical terms such as floodplain and "top of bank" etc. 3. Are Current Regulations Effective? The most extensive area of discussion is likely to involve whether existing code language is effective enough in protecting mountainsides and riparian areas. The need to balance development rights and community interests regarding environmental protection is a key issue. Timeline and Budget Staff estimates the process will take six months to a year. If improved mapping is required, some technical consulting may be necessary. • Managing Growth Briefing Paper: D Restore Neighborhood Character & Visual Quality in the Residential Sector Supporting AACP Policy Statements III.1 Protect the visual quality and character of residential neighborhoods by reducing site coverage. Background & Context This policy grew out of P &Z concerns about too much massing in neighborhoods, and excessive site coverage resulting in minimal back, front and side yards. There was an overriding interest in larger yards that would result in more sight lines and open spaces. Summary 1. Identifying Neighborhoods that would Benefit from Design Standards Aspen's varied neighborhoods could benefit from tailor -made design standards, rather than the broad application of the current standards, which relate primarily to the traditional town -site. The initial challenge will be to identify which neighborhoods would benefit from new, tailor -made Residential Design Standards. Identifying neighborhoods where there is substantial un -built FAR may be a useful part of this process. 2. Exploring New Regulatory Tools Sketch -Up modeling tools would be helpful in exploring whether a form -based approach, volumetric measurement, site coverage changes or other zoning tools would be effective. These are complex questions and would take some time to resolve. 3. Neighborhood Feedback A code change process would need to include substantial neighborhood outreach. 4. Architectural Heritage Substantial research would be required to identify the original architectural heritage of neighborhoods both in Aspen and other mountain towns. Timeline and Budget Consulting would be necessary regarding some tasks. Staff estimates this process will take 1 -2 years and cost about $150,000. Managing Growth Briefing Paper: E Improving Transition Along City /County Boundary in Residential Areas Supporting AACP Policy Statements 111.3 Ensure City and County codes are consistent in the vicinity of City /County boundaries to prevent shifts in the character of neighborhoods, and encourage smoother cross - boundary transitions regarding house size. Background & Context The joint P &Zs identified a strong concern about sudden shifts in neighborhood character and visual aesthetics along City /County boundary areas, such as in the, area of Shadow Mountain and up Independence Pass. The concern focused on substantially larger houses allowed in the County appearing out of place next to relatively smaller homes within the City boundary. Summary 1. City/County Process An examination of the City /County boundary area would require a joint City /County process. 2. Mapping, Modeling & Build -Out Mapping and 3 -D modeling would be useful tools in order to understand the baseline condition. Modeling the potential for future build -out in these areas should also help focus discussion on potential code changes. Timeline and Budget Consulting may be necessary for mapping, modeling and possible build -out. Staff estimates this process will take 1 year and cost about $50,000. Managing Growth Briefing Paper: F Maximum Limits on PUDs & Ensuring Long -Term Community Benefits Supporting AACP Policy Statements VIIL1 Restore public confidence in the development process. VIIL3 Ensure that PUD and COWOP processes result in long -term community benefits and do not degrade the built environment through mass and scale that exceed Land Use Code standards. Background & Context This policy reflects a concern that developers choose the Planned Unit Development (PUD) process as a method for substantially exceeding height and other zone district limits while trying to "sell" community benefits that may or may not be significant, and may or may not continue to be beneficial for the community in the long -term. Summary 1. Track Record of PUDs in the City A close look at the PUDs approved in the past five to 10 years should allow the public to assess the city's track record: Have PUDs routinely exceeded zone district limits? What community benefits have been derived? 2. Flaws in the PUD Process A study of how past PUDs have performed and are currently perceived should yield a set of pros and cons regarding the city's use of the PUD land use tool. Identifying flaws in the PUD process could result in qualitative changes to the PUD section of the code. 3. Maximum Height Limits Imposing a maximum height limit within the PUD process is an achievable goal. The discussion would likely include whether it's desirable to allow for some flexibility considering topography, compatibility with neighboring development, resulting viewsheds, solar orientation and the provision of community benefits. It is possible to adopt maximum heights in specific zone districts rather than across - the - board. 4. Long - Term Community Benefits The concern over the provision of community benefits has long been a focal point of discussion, including whether such benefits remain in place for perpetuity, just like the building itself'. Stronger language regarding the provision of community benefits could be added to the code. Timeline & Budget Staff estimates this code amendment process will take about one year, and could incur $10,000 to $20,000 in consulting costs. Managing Growth Briefing Paper: G Restoring Public Confidence in the Conceptual & Final Review Process Supporting AACP Policy Statements VHI.1 Restore public confidence in the development process. VIII.2 Create certainty in zoning and land use process. Background & Context Staff believes there are substantial flaws in the "conceptual" and "final" review process for PUD and SPA approvals, resulting in uncertainty and a lack of predictability for applicants, the public, staff, the P &Z and City Council. Summary 1. A Constantly Moving Target A P &Z or City Council vote at the end of an PUD or SPA conceptual review does not actually approve any dimensional limits, such as mass, scale, height etc. Conceptual approval only allows the applicant to file an application for final approval. The absence of specific or binding decisions at the conceptual phase means the application can become a moving target through both the conceptual and final phases. From the perspective of a review board, there is nothing that binds the applicant to a "conceptual description" or "schematic drawing" presented at the conceptual stage. The applicant could propose substantial changes at any time during the four -step P &Z and Council process. From the applicant's perspective, a lengthy and costly conceptual phase gives no assurance that a review board won't suddenly ask for major changes during final review, or new mitigation concepts that were never discussed at the conceptual stage. From the perspective of the public, every important issue is up for debate and amendment at any time in the extensive four -step process, conveying a sense of uncertainty, unpredictability and even the perception of arbitrary decision - making. Assigning a specific focus and outcome to each stage of the process may be'helpful. 2. Historic Preservation Review as a Model The review process for a Major Development in the Historic Preservation chapter establishes a conceptual and final review process that clearly assigns a particular focus and a well - defined outcome for each step. It could be used as a model during this process. Timeline & Budget Staff estimates the code amendment process could take 4 -6 months at no cost. Managing Growth Briefing Paper: H Restoring Public Confidence in the Community Plan Process Background & Context Although the AACP does not contain a policy on improving the process of adopting Community Plans, the issue has been on the front burner due to the length of time taken to draft the new AACP. Staff suggests a comprehensive "de- briefing" of those involved in the AACP process, from members of the public to local government and agency staff, members of the P &Zs and City Council. Summary 1. Building on Success; Learning from Mistakes Now that the 2012 AACP has been adopted, it is a good time to productively reflect on the pros and cons of the process. It seems that everyone agrees the process was too long, at four years. 2. Implementing Change After gathering information on other models for community planning, staff would be in a position to recommend potential changes in an effort to streamline the future drafting of AACPs. Staff is seriously concerned that without a clear blueprint for change, the question of drafting an AACP in the future will be met with apprehension and even dread by the public, staff and review boards. This could have serious negative implications on a process that should be an occasion for civic pride. Timeline and Budget Staff estimates this process could take six months with no consulting costs. II Managing Growth Briefing Paper: I Mitigating Adverse Impacts of Development: A Comprehensive Review Supporting AACP Policy Statements VIL1 Study and quantify all impacts that are directly related to new development. Background & Context The P &Zs focused extensively on the issue of mitigation. Although housing was often the center of discussion, the broad policy above encompasses any and all types of mitigation. Offsetting the adverse impacts of development essentially consists of four steps: 1. Determining the type of impact to be offset (roads need repair, water systems require an upgrade, new employees need housing, etc.); 2. Calculating the level of impact (how badly are the roads impacted, how much bigger does the water main need to be, how many employees are generated, etc.); 3. Determining the share of impact to be paid/offset by the developer (60 %? 80 %? ' 100 % ?); 4. Establishing the method of offsetting impacts (fees, built housing, educational campaigns, bicycle racks etc.) Summary 1. "Capturing" All Types of Impacts The first task may be to determine what types of impacts are currently being offset adequately, and which are not. 2. Calculating the Level of Impacts Regarding housing, staff agrees that it's time for updated job generation studies. Other departments might suggest new or updated studies for other types of impacts, as needed. 3. Establishing the Rate of Mitigation This is an issue that was extensively debated during the drafting of the AACP. The current version calls for impacts to be "fully mitigated." 4. Defining the Method of Mitigation The method of offsetting impacts is always relevant to the effectiveness of mitigation strategies. Methods range from fees to abating neighborhood impacts of construction etc. Timeline & Budget Timeline and budget will depend on the scope of work. The simplest outcome could be an updating of various fees and Growth Management mitigation requirements based on updated studies. However, there are many other issues that could be addressed, and staff would encourage establishing a well - defined scope of work at the outset. • Transportation Briefing Paper: A Improving the Safety, Capacity and Functionality of Rubey Park Supporting AACP Policy Statements L4 Maintain the reliability and improve the convenience of City of Aspen j transit services. I.1. Improve the convenience, reliability, efficiency, comfort, accessibility, affordability, safety, capacity, and quality of the regional transit service experience, while ensuring physical improvements are consistent with community character. Background & Context Both the Transportation Department and the Engineering Department, along with the Roaring Fork Transit Authority, have expressed a range of concerns over the condition of Rubey Park. The focus has been primarily on the physical safety of the public, a fundamental lack of capacity for both current and anticipated levels of operation and the general quality of experience for users. Summary 1. Identifying Hazards and Plans for Repair Transportation and Engineering have preliminarily identified hazards at the Rubey Park site, ranging from safety to drainage. A more detailed identification of hazards and deficiencies is needed, along with a plan and cost estimate for upgrading the site. (The AMP contains $90,000 for 2012.) 2. Cost/Benefit Study for Remodel v. Replacement of Rubey Park Structure Staff believes the first step in long range planning for the Rubey Park building is a cost/benefit analysis of remodeling versus replacing the structure, as well as upgrading infrastructure such as water, sewer, sidewalks and drainage. The study would be guided by a set of basic transit industry standards such as pedestrian/bike safety, efficiency of bus circulation, bike storage and a positive, efficient and comfortable user experience. • Significantly upgrading the safety, functionality and capacity of Rubey Park is a critical element of implementing RFTA's Bus Rapid Transit (BRT) plan. Timeline and Budget • Generating a cost/benefit study for the remodel v. replacement of the Rubey Park structure would take at least 18 months and cost $50,000 to $70,000. Transportation Briefing Paper: B Expanding Recreational And Commuter Trail Links Supporting AACP Policy Statements IV.1. Acquire, improve and develop trail connections throughout the Aspen Area. IV.2. Encourage regional trail planning and multi jurisdictional collaboration. IV.3. Increase opportunities for year -round trail commuting. Background & Context Connecting the urban core of Aspen with outlying areas has been a continuing goal of the Parks Department for many years, and many trail projects have been completed, such as Cemetery Lane, north side of Highway 82 and the recently completed East of Aspen Trail, from the Cooper Street Bridge to Stillwater. However, several major trail links that can serve both recreational and commuting purposes are left to plan, design and construct. The benefits of trail commuting are numerous, including reducing traffic congestion at the Entrance to Aspen, particulate pollution and ozone damage, while contributing to the health of the local population. Summary 1. Identifying Trail Routes City staff has three particular recreational/commuter trail links in mind, including: • From Cemetery Lane across an improved Castle Creek Bridge, connecting to Hallam Street and the West End; • Along Maroon Creek Road to the Recreation Center, connecting to the Highlands Village Trail; • Along Castle Creek Road to the Music School. 2. Collaborating with Partners& Stakeholders Trails often cross jurisdictions and provide benefits to the private or non - profit sector. Identifying partners on each trail project is critical to success, including funding efforts. Pitkin County and CDOT would be just two examples. The Engineering Department will be a critical contributor in the planning phase of these projects. Timeline and Budget Parks Department staff estimates it would take two to three years and about $250,000 to plan and design the above trails. Transportation Briefing Paper: C Bus Stop & Shelter Improvement Program Supporting AACP Policy Statements I.4 Maintain the reliability and improve the convenience of City of Aspen transit services. I.1. Improve the convenience, reliability, efficiency, comfort, accessibility, affordability, safety, capacity, and quality of the regional transit service experience, while ensuring physical improvements are consistent with community character. Background & Context Concern over the condition of bus stops and shelters in the City of Aspen has been expressed for many years, yet no comprehensive examination of the topic has occurred to date. For a "high choice" ridership area like Aspen, where there are alternatives to using buses and shuttles, the transit system must facilitate a positive experience for riders. The Transportation Department's assessment of stops and shelters is that they are incohesive in branding, often lack basic amenities and some are perceived as unsafe and/or unattractive. Summary 1. Stops and Shelters Inventory Completed Staff has recently completed an inventory of all stops and shelters in the City of Aspen, including the condition and scope of each site i.e. benches, signs, lighting etc. 2. Adoption of Standards by Intensity of Use Many transit systems rate each bus stop /shelter according to its intensity of use, and then provides a corresponding level of amenities to support a safe and positive experience for riders, as well as an appropriate "street presentation," or design. Staff suggests the City of Aspen establish standards for all stops and shelters, assigning appropriate levels of amenities for each rating, from benches and covered shelters to lighting and Intelligent Transportation Systems. 3. Adopting a Long - Term Plan Establishing standards and amenity levels would be the foundation for generating a long- term plan to upgrade stops and shelters in the City. Timeline and Budget Generating a long -term plan would take six months to one year, costing approximately $30,000, related to identifying industry standards and common design elements. • Transportation Briefing Paper: D • Pedestrian and Bikeway Improvement Plan Supporting AACP Policy Statements II.3. Improve the convenience, safety and quality of experience for bicyclists and pedestrians on streets and trails. Background & Context Every Aspen Area Community Plan to date (1993, 2000, 2012) has called for improvements to pedestrian and bikeways as part of an overall transportation strategy to encourage alternatives to the automobile. However, the city's current pedestrian and bikeway plans are 15 and 22 years old, dating back to 1997 and 1990. Staff believes these plans are out of date. For example, if a more comprehensive pedestrian and bikeway plan was in place, the recent milling and overlay on Maroon Creek Road may have been a larger project that accommodates walkers and bicyclists. Summary 1. Public Process Developing an updated Pedestrian and Bikeway Plan would include a public process, primarily for goal- setting, likely including safety, intensity of use, trail links etc. 2. Comprehensive Review of Infrastructure A consultant would be needed to establish a baseline of information on the existing conditions of streets, sidewalks and trails. This step is needed to identify opportunities for future improvements. The Downtown Enhanced Pedestrian Plan (DEPP) would be used as resource material. 3. Draft Pedestrian and Bikeway Improvement Plan The goal is to bring a fully updated and comprehensive Pedestrian and Bikeway Improvement Plan to City Council for review and approval. The plan would include a ranking of projects based on goals such as safety and intensity of use. Timeline and Budget Staff can bring a draft plan to Council in a one year to 18 months, with about $50,000 needed to establish baseline information and $25,000 for an administrative facilitator to guide the planning process. The effort would be led by Engineering, using Transportation and Parks as resources. Transportation Briefing Paper: E Pedestrian Safety on Main Street Supporting AACP Policy Statements II.3. Improve the convenience, safety and quality of experience for bicyclists and pedestrians on streets and trails. Background & Context Several initiatives have taken place in recent years, particularly as Council made improving pedestrian safety on Main Street one of its Top Ten Goals in 2009. One of the "Implementation Steps" under the above AACP policy is to "improve the safety and quality of experience of crossing Main Street " Summary 1. Efforts to Date The most recent initiative occurred in 2010, when the Engineering Department and the Main Street Pedestrian Safety Committee recommended improvements at four non- signalized intersections: 3 St., 8 St., Hunter and Garmisch. The group drafted a list of solutions to the problems, including bulb -outs, speed signs, lighting, partial islands and inlaid pavers to better define crosswalks. Improvements were estimated to cost about $300,000 for each intersection. 2. Council Review and Implementation Council reviewed the proposal at a work session in July 2010. A total of $100,000 has been included in the Asset Management Plan (AMP) since 2010. Approximately $300,000 is in the AMP for 2013, for consideration during the upcoming budget process. Similar amounts are in the AMP for 2015, as well as 2017. Timeline and Budget The four- intersection proposal is complete — the first construction project in the AMP is scheduled for review as part of this year's budget process. • Transportation Briefing Paper: F Mitigating the Impacts of Vehicular Traffic Supporting AACP Policy Statements II.4 All new development and uses should minimize their air pollution emissions. III.3. Require development to mitigate for its transportation impacts. Background & Context Vehicular traffic has a wide range of impacts, ranging from air pollution (PM -10 and ground level ozone) to traffic congestion, quality of life, pedestrian safety, parking policies, the need for public transit and a network of commuter pedestrian/bike trails. Amending the Land Use Code to determine when traffic studies are required of new development would be a valuable tool to help identify impacts, and appropriate mitigation. Summary The Environmental Health, Engineering and Transportation Departments are working to establish when applicants must provide a traffic impact study, the required scope of such studies and a range of applicable mitigation methods. Community Development is supportive of establishing a trigger point for required traffic studies, as this will help applicants understand what is expected to them, and will help to define mitigation as conditions of approval. Timeline and Budget This project requires multi - departmental collaboration. Some consulting work on these issues has recently been completed, and current budget authority exists to establish the scope of required traffic studies. Consulting research to establish a menu of appropriate methods of mitigation (Transportation Demand Management) is expected to cost $50,000. • Transportation Briefing Paper: G Galena Community Connection Project Supporting AACP Policy Statements II.3 Improve the convenience, safety and quality of experience for bicyclists and pedestrians on streets and trails. Background & Context - The Engineering Department proposed the Galena Community Connection project to Council in January 2012: It is a "green street" strategy intended to improve the pedestrian and biking experience along Galena Street in the heart of downtown, including a "visually connected stormwater landscape from the mountain to the river." Summary 1. Multi -modal Improvements Among the range of improvements are: • Revising curb locations, traffic lanes and on -street parking; • Increased downtown green space; • Bicycle facilities and public art; • Crosswalk treatments and safety features; • Public gathering places, wayfinding and ADA accessibility. Timeline and Budget Options and costs for Phase I were presented to Council in January, ranging from about $220,000 to more than $500,000. Council has asked for additional public process. II Housing Briefmg Paper: A Future of ADU Program Supporting Policy Statements II.6 Eliminate the Accessory Dwelling Unit (ADU) program, unless mandatory occupancy is required. Background & Context In February 1990, the City began requiring affordable housing mitigation from those who demolished, rebuilt and expanded a single - family home or duplex. Property owners had to choose from the following housing mitigation "menu ": 1. Construct an Accessory Dwelling Unit (ADU), minimum 300 square feet; 2. Pay the affordable housing impact fee; 3. Place a Resident Occupancy deed restriction on the single - family dwelling; 4. Provide a fully deed - restricted housing unit somewhere within the Infill Area. (Property owners rarely choose the last two options.) However, the City allowed voluntary occupancy of the ADUs, which has been a critique of the program since its inception. In March 2010, the City adopted the Affordable Housing Certificate program, which added another mitigation option. The new Certificate is a legal instrument memorializing the fact that fully deed - restricted affordable housing has been built, and has received a Certificate of Occupancy from the Building Department. The City of Aspen then issues the Certificates to the entity that voluntarily built the affordable housing. The holder of the Certificate can sell it to someone who needs to provide housing mitigation. Summary 1. Updated Study on ADUs The last study on ADUs was conducted in the mid- 1990s, finding that about 30% were occupied. An updated study would provide good information on this issue. 2. Comprehensive Review of Residential Mitigation Menu Staff has recently completed a briefing paper on the performance of the "mitigation menu" for residential scrape and replace projects since 1990. This background could be part of a comprehensive review that would help inform decision - making. 3. Increasing Occupancy of Existing ADUs Attempting to increase the occupancy of existing ADUs would not require a code amendment. APCHA could establish an on -line database for potential ADU renters. Timeline & Budget Staff estimates this potential code amendment could be resolved in 4 -6 months at no cost. Housing Briefing Paper: B Fair & Equal Treatment for Residents Of New Affordable Housing Supporting AACP Policy Statements VL3 Residents of Community Workforce Housing and free market housing in the same neighborhood are treated fairly, equally and consistently with regard to any restrictions or conditions on development such as parking, pet ownership etc. Background & Context There have been several examples over the years of affordable housing complexes being approved with restrictive conditions on topics such as parking, pets etc. that do not apply to free market development in the same neighborhood. The Planning Department brought this policy forward due to concerns that residents of affordable housing were being subjected to rules and regulations not consistent with their free market neighbors. Summary 1. Identify Examples of Restrictive Conditions The Planning Department can conduct research showing examples of past approvals that include restrictive conditions that may be deemed unfair. This research could result in an exploration and determination of whether code changes could address and prevent unequal treatment. 2. Code Language This topic is not a routine zoning issue, and will require input from the City Attorney's Office to ensure that the intent of any code change is clearly expressed in code language. Timeline & Budget Staff estimates this process could take 4 -6 months at no cost. Housing Briefing Paper: C Maximizing the Use of Deed - Restricted Housing Supporting AACP Policy Statements I.2 All deed - restricted housing units should be utilized to the maximum ' degree possible. 11.2 Community Workforce Housing should be prepared for the growing number of retiring Aspenites. Background & Context The issue of whether deed - restricted housing is being efficiently utilized has been discussed on and off for many years. One of the central topics of discussion has been whether to impose rules and requirements on people after they have been found eligible for housing. Today, the only requirement is to remain a resident for at least nine months and remain in the workforce. Issues raised in the past include whether a reduction in the occupancy of a unit should ideally result in the remaining occupant(s) moving to a smaller unit. Making movement within APCHA inventory easier has been discussed. Other discussions have focused on whether the standards required to enter a lottery should be higher — so that APCHA inventory houses people who have made a substantial contribution to the workforce over a significant period of time. The question of increasing numbers of retirees living in deed - restricted housing is expected to become more important in the coming 10 years and beyond. Finally, there are no continuing eligibility rules regarding income and assets — an issue that has been raised every so often. Summary 1. Identifying Baseline Information APCHA has extensive records that could be leveraged to produce relevant information on a range of issues, without compromising confidentiality. Generating as much information as possible would help inform discussions and decision - making. 2. Targeted Survey A survey that is focused on issues of movement within the program and related topics could also be a helpful source of information. A survey might also serve as a "trial balloon" for new ideas. Timeline and Budget An administrative consultant would be necessary to oversee a public process. Staff estimates this process will take 1 -2 years and cost about $50,000. Housing Briefing Paper: D Improving Livability in Deed - Restricted Housing Supporting AACP Policy Statements IV.1 Community Workforce Housing should be designed for the highest practical energy efficiency and livability. III.1. Ensure fiscal responsibility regarding the development of publicly - funded housing. Background & Context The "livability" of deed - restricted housing continues to be a top priority, as it has in past Community Plans. Balancing this goal with the production of housing that is affordable to individuals in the long-term, while managing the level of public subsidy, is part of an ongoing public policy discussion. Summary 1. More Comprehensive Livability Guidelines While APCHA Guidelines currently include some standards for the livability of new or renovated housing, staff agrees with the AACP policy, and is interested in more comprehensive standards. New or updated livability standards could include revisiting minimum unit sizes, sub -grade allowances, availability of natural light, accessibility, storage, soundproofing, snow removal management/safety and preventing adverse impacts of mixed -use development. A related topic is ensuring that long -term maintenance costs and assessments for deed - restricted housing units are affordable, especially in complexes that include free market units. Long -term affordability could be ensured through condominium declarations or other legally- enforceable documents. 2. APCHA Input on Livability Earlier in Planning/Design Process Staff is interested in ensuring that more comprehensive livability standards in the Housing Guidelines provide guidance early in the planning and design process for new housing. Timeline and Budget Staff estimates this process at one year to 18 months, at a cost of about $50,000, largely to hire outside help to run the process itself, and other expertise as needed. APCHA does not have staff available for a project of this magnitude. A cautionary note regarding opening up the Housing Guidelines: Establish strict parameters of work at the outset, to prevent scope-creep. Housing Briefing Paper: E Feasibility of Buy -Down Program Supporting AACP Policy Statements II.5 Redefine and improve our buy -down policy of re -using existing housing inventory. Background & Context This will be the third Community Plan that encourages the purchasing of existing structures for conversion to affordable housing. During the review with P &Z, staff noted that to date, the City and/or APCHA have not conducted a comprehensive feasibility study for "buy- downs" in the Aspen Area real estate market. Summary 1. Buy -Downs v. New Development: Defining the Cost - Differential In the past, this topic has been debated, but no comprehensive study has been undertaken that might help resolve this question. Staff suggests that what the public needs to know is: ➢ On average, what is the difference between the per FTE subsidy for new construction vs the per FTE subsidy for buy - downs. ➢ Assuming buy -downs cost more, is the public willing to pay that additional amount in order to convert existing stock rather than building new stock? 2. Defining Buy - Downs as a Unit of Mitigation The current growth management code does not define the parameters of a buy -down: Should you be able to buy -down between Categories, or just from free market status to Category status? How should the parties evaluate the condition of the property, future maintenance and the potential for costly assessments? Timeline & Budget This project will involve a market study on potential free market targets for buy -down, generating an estimated subsidy level per FTE. Existing Asset Management studies can be used to estimate the per FTE subsidy for new construction. Taking this approach will answer the question: Is there a subsidy - differential that the public would be willing to pay in order to avoid new construction? Defining the parameters of buy -downs as a unit for mitigation is a public policy issue, as noted above, and will require input from relevant stakeholders. Staff estimates this process, including the study, would take about one year and cost about $50,000. Parks Briefing Paper: A • Management Planning for City Open Space Supporting AACP Policy Statements 111.1. Maintain and protect existing open space parcels. Background & Context For the last 10 years, the City of Aspen and other regional jurisdictions have acquired an impressive amount of open space, and staff has been substantially focused on acquisition - related issues. Today, the City owns 30 open space properties, with only three operating under completed management plans. Staff is looking forward to working with the Open Space & Trails Board to determine priorities for drafting management plans. The Parks Department sees this shift in priorities as critical to its mission: Without management plans, some open space parcels either have limited public access, inappropriate public access or none at all. Before new recreational opportunities can be considered, a management plan must be in place. The Engineering Department would be a technical review agency in this effort. Summary 1. First Phase of Management Planning The first phase of open space management planning is to scientifically evaluate and map the parcel, identifying wildlife habitat, determining soil and vegetation health — as well as the status of any threatened or endangered species. 2. Balancing Resources The management plan will prescribe how much recreation is appropriate for the area, typically in the form of walking and biking trails, while balancing the ecological health of wildlife habitat. Other considerations include protecting historical or archeological resources, and providing public education, usually in the form of interpretive signs. 3. Public Process Drafting a management plan typically includes all relevant stakeholders, such as neighbors, potential leaseholders on the site and the public at large. Timeline and Budget Depending on the size and complexity of the parcel, staff estimates that each management plan takes between six and 18 months, and costs between $50,000 and $150,000 -- largely to fund the scientific evaluation of the parcel. The Parks Department hopes to complete one or two per year at current staffing levels. Environmental Stewardship Briefing Paper: A Adopt a Clean Energy Plan Supporting AACP Policy Statements I.1. By 2020, reduce the carbon footprint of the Aspen Area from 2004 levels by 30% (to 588,612.5 tons CO2 -e). V.1. Reduce our dependence on non - renewable energy sources and instill an ethic of energy accountability. V.2. Continue to pursue efforts to establish an electric portfolio of 100% renewable energy. Background & Context Today, 75% of the City of Aspen's electric utility portfolio uses renewable energy. In an effort to bring that number to 100 %, staff has taken the first steps toward adopting a Clean Energy Plan. Staff has generated a list of possible projects: Some have been completed, some are in process, others are budgeted and others are not budgeted. Summary 1. Evaluation of Projects Multi - departmental collaboration can determine the feasibility of potential renewable energy projects on the existing list, while also conducting cost/benefit analyses in order to generate a ranking of projects. 2. The Clean Energy Plan A multi - departmental collaboration and public process is required to draft a Clean Energy Plan for Council review. The Clean Energy Plan would ranks future renewable energy projects in terms of feasibility and cost/benefit. The final step would be long -term capital planning via the Finance Department, City Manager and City Council. Timeline and Budget The process of generating a draft Clean Energy Plan is estimated to take nine months to a year, with a cost of approximately $25;000 for an administrative facilitator and report writer. (Current staff is unlikely to have time to generate a draft Clean Energy Plan.) Environmental Stewardship Briefing Paper: B • Amending the Land Use Code to Promote Energy Efficiency and Renewable Energy Supporting AACP Policy Statements I.4. All new development and uses should minimize their greenhouse gas emissions. V.4. Require new development and redevelopment to minimize their energy usage and use on -site renewable energies as the site allows. Background & Context As the City has focused more closely on energy efficiency and renewable energy, staff has identified an opportunity to evaluate and potentially amend the current Land Use Code to address these issues more effectively. Potential code amendments would likely focus on establishing workable standards for reviewing new development application regarding energy efficiency and renewable energy. Summary 1. Evaluation of the Land Use Code The first step would be to evaluate the current land use code to assess current standards and criteria related to energy efficiency and renewable energy, including any standards that may present obstacles to policy implementation. The review would include the evaluation of LEED projects under Growth Management, the appropriate installation of solar panels or other renewable energy systems, and other topics. 2. Multi - Departmental Collaboration on Potential Code Amendments This effort would require collaboration between the Canary Initiative and Community Development to determine whether amendments to the land use code could do a better job of implementing the AACP policies. In general, the Canary Initiative supports code language that includes regulatory authority, but also provides incentives. Timeline and Budget The process is estimated to take about one year, with a cost of approximately $25,000 for consulting on best practices research and potentially drafting code language. Environmental Stewardship Briefing Paper: C Promoting Energy Efficiency in Historic Downtown Supporting AACP Policy Statements I.1. By 2020, reduce the carbon footprint of the Aspen Area from 2004 levels by 30% (to 588,612.5 tons CO2 -e). I.2. All existing development and uses should minimize their greenhouse gas emissions. Background & Context While Aspen's historic buildings are the centerpieces of downtown, taken together their age and condition often translate into subpar energy efficiency. While it can be difficult for local government to address the condition of existing buildings, there is a potential role for the City to play when it comes to upgrading energy efficiency and helping to ensure the long -term viability of these integral structures. Summary 1. Energy Audits, Incentives and Rebates The City of Aspen is already providing energy audits for property owners, showing what kind of improvements could be made, calculating long -term savings and facilitating equipment rebates through CORE. Cities like Seattle are doing similar work regarding the owners of large commercial buildings. A major energy efficiency upgrade to the Empire State Building was recently carried out under a similar voluntary program, made possible by leveraging the expertise of local government. Critical to the success of such efforts is the ability to show property owners long -term savings as well as increases in property value. 2. Regulatory Approach The Boulder SmartRegs program will require the city's estimated 19,000 residential properties to meet a points -based rating system for energy efficiency by 2019. Timeline and Budget Bringing options to Council to focus on downtown properties would require multi- departmental collaboration and could take nine months to a year. No consulting costs are anticipated at this time. Historic Preservation Briefing Paper: A Potential Historic Designation of City -Owned Properties Supporting AACP Policy Statements III.1 The public sector should set an example as a responsible steward of preservation and adaptive re -use of historic buildings. Background & Context The AACP policy above dovetails with a condition of Ordinance #28, Series of 2011, which calls for the City Manager's Office to "initiate designation review" of City -owned properties. Summary 1. Multi - Departmental Initiative The Planning Department's Historic Preservation Program could collaborate with the Asset Management Department to begin the process of reviewing City -owned properties to determine if they should be historically designated. This review should also include the Canary Initiative, the Utilities Efficiency Division and the Building Department, with the intent of evaluating potential energy efficiency or renewable energy upgrades. The public process should include tenants, neighbors and other stakeholders. 2. Several Properties The properties identified in Ordinance #28 are the Yellow Brick Building on North Garmisch, the Red Brick Building on East Hallam, the Mountain Rescue Building on West Main, and the Hildur- Anderson Property on East Cooper. Timeline and Budget Staff estimates this process at two to three years, with consulting costs likely. There is no full cost estimate at this time. The Building Department would request $5,000 to fund contract labor, offsetting time consumed in this initiative. Historic Preservation Briefing Paper: B Exploring the Preservation of Interiors of Publicly Accessible Buildings Supporting AACP Policy Statements IV.1 Explore code changes to preserve exceptional character - defining historic interiors in public buildings and publicly accessible buildings. Background & Context This issue was first broached to City Council during the 2006/7 moratorium, resulting in initial research and exploration of the topic. Ultimately, no action was taken. The City has a history of addressing this issue on a case -by -case basis. In 2007, the City reached an agreement with The Red Onion, allowing an exception to the building permit moratorium if interior historic features were preserved. Also in 2007, City Council included a condition of approval for the Hotel Jerome renovation and expansion that required the preservation of certain interior features. Summary 1. Should Historic Interiors Be Preserved? This is the threshold question with regard to this policy. 2. What is the Potential Impact of this Policy? While there has been no comprehensive effort to establish a complete inventory, there are relatively few interiors that still retain historic integrity in the City. 3. What is the Applicability of this Policy? The limited public discussion of this issue has focused on the parameters of the potential code amendment, specifically whether it should apply only to public buildings, or whether it should also apply to "publicly- accessible" buildings such as hotels and restaurants. This is another threshold public policy question. Timeline & Budget Staff estimates this process would take 6 -9 months, costing approximately $15,000.