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HomeMy WebLinkAboutInformation Only 051523AGENDA INFORMATION UPDATE May 15, 2023 4:00 PM, I.Information Update I.A Council Goals Update Goals Update__05112023.docx 2021-22 Council Goals - resolution.council.076-21.pdf 1 1 INFORMATION ONLY MEMORANDUM TO:Aspen City Council FROM:Liz Axberg, Housing Policy Analyst Ben Anderson, Community Development Deputy Director Diane Foster, Assistant City Manager Matthew Gillen, Executive Director of APCHA Megan Monaghan, Kids First Co-Manager Scott Miller, Director of Public Works Nancy Nichols, Kids First Co-Manager CJ Oliver, Environmental Health and Sustainability Director Jenn Ooton, Sr. Project Manager Jennifer Phelan, Development Manager Asset Management Robert Schober, Asset Management Director Tessa Schreiner, Sustainability Manager Phillip Supino, Director of Community Development THROUGH:Sara Ott, City Manager MEMO DATE:May 10, 2023 MEETING DATE:May 15, 2023 RE:City Council Goal Accomplishments PURPOSE: The purpose of this information memo is to provide an overview of City Council goal accomplishments in advance of the Council Retreat and goal setting. On July 20, 2021, the Aspen City Council met and participated in a Retreat. At that retreat Council developed Council Critical Goals. Since that time, staff members provided a comprehensive update on August 2, 2022 and on February 21, 2023. SUMMARY: Increase number of Affordable Housing Units a. Convening a City Housing Retreat Status: Complete b. Creating an affordable housing strategic plan Action Item Owners: Diane Foster 2 2 | P a g e Accomplishment/Status: Complete In April 2022, Council approved to adopt the 2022-26 Affordable Housing Strategic Plan. The plan sets a goal of 500 affordable housing units within the next five years. Half of these units would be achieved through development neutral strategies. Since the Strategic Plan was adopted, staff across departments have been contributing to progress of the action items and projects set forth by the plan. On November 14, 2022 and on May 8, 2023, Liz Axberg presented a Strategic Plan update to City Council. Many of the efforts are included separately in the Council Goals list, and the following are other areas that address affordable housing that are not otherwise represented. Financial Resources for Construction, Expiring Deed Restrictions and Land Banking – After receiving vote support for an excise tax on short-term rentals (STRs), the City will begin collecting on bookings after April 30. This tax will eventually contribute to additional resources for the affordable housing program. Finance will start recording a portion of the new tax revenue into the affordable housing fund when the city collects May taxes. Up to 30 percent of the tax will go toward environmental initiatives and capital maintenance. A work session on the allocation of the STR tax revenues is scheduled for June 5. Partnerships - Forest Service Lot negotiations are ongoing. Additional massing and constraint studies are in progress to determine potential density on the site. Regional Collaboration - The West Mountain Regional Housing Coalition is finalizing its strategic plan and received grants to support the development of the nonprofit. The current program areas of focus include researching a valley-wide ownership buy-down program, a rental funds program, and a bedroom incentive program. The Buy Down program and Rental Funds program are both outlined. The West Mountain Regional Housing Coalition is continuing to take steps to build funding support. This includes recently submitting a $3 million request to the AHIIF23 ARPA Loan and Grant Program to support a Buy Down program. City of Aspen staff continue to attend WMR Housing Coalition board meetings and represent the City of Aspen. c. Completing Council directed affordable housing development projects Burlingame Ranch Phase 3 Action Item Owners: Chris Everson Accomplishments/Status: Construction on the 79-unit condominium unit project is nearing completion, window repair is ongoing and units are anticipated to be ready for sale in 2023. Staff provided the following update to Council on March 27, 2023: Replacement of windows is recently underway and requires removal of siding on the exterior and removal of drywall on the interior in the area of each affected window. This is planned to occur in all buildings on the project. Impacts to the interior of the units are significant and requires subsequent repair and cleaning throughout each unit affected. Unit repairs and cleaning are planned to occur as the remediation work moves forward. Due to labor constraints, 3 3 | P a g e the project team is still working out labor resources and exact time frame for the window replacement and subsequent repairs and cleaning of affected units. Staff has requested an additional $3 million in budget authority as part of the 2023 spring supplemental budget process to ensure that funds will be available to complete the necessary repairs and for the insurance and general conditions related to the schedule extension. In the event that labor resources can be worked out soon and suppliers perform as planned, staff expects unit sales could occur late summer 2023 and about one third of the additional budgeted funds may be expended. If labor resources require further augmentation and/or supplier efforts suffer some setbacks, unit sales may need to wait until fall 2023 and up to approximately two-thirds of the requested funds may be expended. If labor resource issues are persistent and supplier efforts fall significantly short of their negotiated remediation actions, units may be further delayed to 2024 and 100% of the supplemental funds could be expended. Identified Next Steps: Staff plans to judiciously expend funds only where absolutely necessary to facilitate the remediation work occurring as efficiently as possible in terms of both dollars and time spent. Staff plans to seek reimbursement from applicable suppliers for funds which the City ultimately may determine to be the responsibility of other parties based on the City’s contracts. At the work session on March 27, 2023, City Council approved the income limit mix for the new (25) 1-bedroom, (17) 2-bedroom and (37) 3-bedroom ownership units (79 units total) to be distributed as 23% Category 2, 32% Category 3, 32% Category 4, and 14% Category 5. Council also generally agreed with staff’s recommended approach to sales lotteries and a right-sizing pilot program to include 5 units. Lumberyard Housing Development Project Action Item Owners: Chris Everson Accomplishments/Status: The Lumberyard Project is anticipated to yield approximately 277 affordable housing units on 11 acres of land located south of Aspen airport business center. Based on direction received from Aspen City Council at a work session on September 26, 2022, the Lumberyard affordable housing development application (277 units and 467 bedrooms) was formally submitted to the City of Aspen Community Development Department on November 2, 2022. The complete Lumberyard development application, with access to all plans and exhibits, is available for download at www.aspencommunityvoice.com/lumberyard. On December 6, 2022, City of Aspen Community Development Department staff provided written notice that the Lumberyard development application had been reviewed for completeness and was deemed to be complete. The project team has had three public hearings with the Planning and Zoning commission. Public hearings with City Council are slated for late May 2023. 4 4 | P a g e Identified Next Steps: Implementation is planned to be phased, with the City beginning demolition, access, utilities and infrastructure work starting in 2024. Phases of vertical implementation are expected to be accomplished thereafter, through public private partnerships, which will be sought while infrastructure is being put in place. An access permit application has been submitted to the Colorado Dept. of Transportation (CDOT) to begin the formal process of preparing to implement the signalized intersection beginning in 2024. Staff’s assumption is, even if the project is changed in some way during the remainder of the public hearing review and approval process, Council will still want to begin implementation in 2024, and an access permit will be needed under most any redevelopment circumstances. d. Continuing to seek additional affordable housing development opportunities Convert Old Mountain Rescue property to affordable housing use Action Item Owners: Jennifer Phelan, Rob Schober, Scott Miller Accomplishments/Status: Staff received direction from Council on September 22, 2022, to convert this property to affordable housing. A duplex is proposed with a total of three bedrooms as Council wished to maximize the overall bedroom count. The building is located within the Main Street historic district overlay and is a landmark building (Aspen Modern). With the conversion of the building into housing and its landmark status, land use approvals are necessary. An application was submitted to the Community Development department on Match 31st. Identified Next Steps: Construction documents are generally finalized and a high-level cost estimate will be undertaken to verify adequate overall budget. Land use review completion is estimated July/August 2023. Building permit application and RFP for a contractor initiated once land use approvals are granted. Contractor contract anticipated to be finalized by the end of the year. Expected Completion: 2024 e. Leveraging and amending regulations and policies in support of affordable housing Policy Analysis Action Item Owners: Ben Anderson Accomplishments/Status: The Residential Building Moratorium resulted in several new policies and regulations in support of affordable housing development within the Land Use Code: Amended affordable housing mitigation requirements for single-family and duplex development – particularly in demolition and redevelopment scenarios. Administrative, streamlined review process for code-compliant affordable housing projects. The addition of three and four-plex affordable housing development as an allowed density across most of Aspen’s residential zone districts. Removal of unintended obstacles and inconsistencies throughout the land use code in further supporting development of affordable housing. 5 5 | P a g e Identified Next Steps: Following a work session on December 12, 2022, staff will be returning to Council with a policy resolution to initiate code changes in support of improvements to the Certificates of Affordable Housing Credits Program in June. The eventual amendments would bring additional flexibility to the types of projects that would be eligible for credit generation. The passage of HB23-1255 regulating local housing growth restrictions will require local amendments to the Land Use Code in order to keep crucial elements of our program that enforce affordability requirements. f.Supporting continuous improvement with the APCHA program, including ensuring adequate resources Voluntary Rightsizing Action Item Owners:Matthew Gillen Accomplishments/Status: The APCHA Board formally voted to make clear that any rightsizing would be only voluntary. APCHA owners were surveyed on their possible interest in a “rightsizing” program. Analysis of responses showed that there was considerable interest in ‘rightsizing’, with a majority of owners of three bedroom plus homes saying they would consider moving to a smaller home in the future. After debate by the APCHA Board on incentives to facilitate this process, the Board decided to explore a pilot program based on a “exchange” model (homeowners getting a bigger home and those getting a smaller home would buy each other’s property). APCHA is also working closely with City staff on a proposal to make a small number of Burlingame III properties available to APCHA owners willing to downsize to a smaller property. Due to a regulation change, buyers are now only allowed to bid one category above the category at which they qualify. This change reduces competition for units. Identified Next Steps: The APCHA Board approved a pilot program for five home exchanges will commence in June 2023. Additionally, five homes in the Burlingame III development will reserved for “downsizers”. Both of these pilot programs will be exempt from the normal lottery process. Housing Sustainability Action Item Owner: Matthew Gillen Accomplishments/Status: APCHA has instituted seller standards for all sales in the APCHA system; an independent formal home inspection, funded by APCHA, is conducted to give full transparency to the buyer as to the state of the property. By signing a new deed restriction, the Owner will start with an updated “purchase price” with the 10% capital improvements based on that updated value. Five homes have been put back into the APCHA system in the past year as a result of compliance actions (Housing Strategic Plan goal: 15 homes over five years). ACPHA has acquired ownership of two units for upgrades and selling back to qualified owners. The APCHA Board approved a maintenance grant pilot program. Owners with a demonstrated need will be given grants to maintain homes. 6 6 | P a g e APCHA sent out a survey to HOAs to update contact information, and will hold “a lunch and learn” with an HOA expert. Identified Next Steps: APCHA will present the maintenance grant pilot program to the City of Aspen and Pitkin County to request funds for this pilot program. The initial ask will be $100,000 from each body. APCHA will pay for the development of two units and selling to qualified owners. APCHA will develop relationships with HOAs to monitor capital needs including possible capital needs assessment program. Compliance Action Item Owner: Matthew Gillen Accomplishments/Status: APCHA is focused on enforcement of the three basic APCHA rules: Work in Pitkin County 1500 hours per year, live in your APCHA unit and do not own another home in the owner exclusion zone (from Aspen to Rifle). Community members can now report possible violations anonymously through the website and APCHA hired a Hearing Officer which removes the burden of compliance cases from the citizen board members. The Hearing Officer has heard four cases in the past year, including one extremely complex case that required three all-day hearings. APCHA hired a compliance analyst and sent out the latest owner affidavit. Identified Next Steps: The new APCHA compliance analyst will conduct random audits and other compliance actions for APCHA owners and renters. Another tool for the new hire will be cross-referencing/auditing the biennial APCHA ownership survey which all APCHA owners will complete this year. APCHA compliance cases will be tracked (stripped of personally identifiable information) on the APCHA website. The initial qualifications and biennial requalification (for renters) processes are being revamped to ensure applicants are in compliance with APCHA rules. Communication Action Item Owner: Matthew Gillen Accomplishments/Status: Starting in 2022 APCHA publishes a three times a year newsletter (in English and Spanish) to all APCHA clients with “tips and tricks” about services offered by APCHA, information on the program, and responsibilities of owners and renters under the APCHA program. APCHA executive director Matthew Gillen conducts monthly Facebook live sessions on a variety of topics, giving the community the opportunity to interact directly. Facebook Live sessions are also occasionally held in Spanish. A Facebook/newsletter series “MythBusters” addresses some of the most common misconceptions about APCHA. This theme of explaining what APCHA really is, and what APCHA really does, was further explored in an essay written by Matthew Gillen in the local papers in December 2022. APCHA had a coffee morning with residents on April 11, 2023 Identified Next Steps: APCHA will continue to reach out to the community through the newsletter and online. Future target audiences are HOA decision makers, and APCHA 7 7 | P a g e residents. APCHA will host “meet and greets” in the manner of the highly successful Aspen Police Department “Coffee with Cops” program. Increase the number of available childcare spaces Summary:Kids First staff continues to focus on the promotion of the availability of quality, affordable early childhood care and education, while keeping a specific focus on the Aspen City Council critical goal to increase childcare capacity. The work to ensure that quality childcare is available to families who live or work in our community and to support the childcare programs and their childcare staff has been a city of Aspen goal and is supported by the community childcare tax. Kids First staff and the Advisory Board continue to creatively answer the questions around the childcare needs and work to financially support programs with partnership and stewardship of the childcare funds. We continue to strive to keep childcare relevant in conversation within the community and are honored to continue to work and represent the city of Aspen. a. Plan, design to repurpose or build new buildings to add physical capacity to increase available childcare space. Burlingame Child Center Action Item Owners: Megan Monaghan and Jennifer Phelan Accomplishments/Status: Completed activities include site selection, Request for Proposals, design contract, Design Advisory Group meetings, public outreach and completion of schematic design. City Council provided direction regarding furthering the design and gaining entitlements on Dec. 5, 2022. Identified Next Steps: A change order was approved by City Council on April 11 th allowing for a modification of the design services scope to gain land use entitlements for the early childhood education center. The scope of services has been modified to include only those items necessary for the land use review process and receive entitlements for the project. It is anticipated that a land use application will be submitted to the Community Development department in August of Q3. CMC Little Steps College Action Item Ownership: Megan Monaghan and Nancy Nichols Accomplishments/Status: A new infant program opened Dec. 5th is fully enrolled with 7-8 babies a day. Identified Next Steps: Continued support for the success of this Infant Childcare program. Ajax Cubs in the Yellow Brick Building Action Item Ownership: Megan Monaghan and Nancy Nichols Accomplishment/Status This new provider has opened 2 classrooms and will be 8 8 | P a g e opening the remainder of the classroom over the next 4 months. Identified Next Steps: Support the success of this program through staff hiring support, grants, financial aid, professional development and coaching. The Preschool of the Arts at the Jewish Community Center Action Item Ownership: Megan Monaghan and Nancy Nichols Accomplishment/Status: A new childcare center opened in September serving 8 families. Identified Next Steps: Support the success of this program with Kids First programs. City of Aspen Kids First Capacity Expansion Funds Action Item Ownership: Megan Monaghan and Nancy Nichols Accomplishment/Status: Financial supports provided to new programs, includes start-up grants, funds to furnish and outfit classrooms and fund directors while they get licensed. Identified Next Steps: Continue to seek and support new childcare programs. Work to find new opportunities for childcare expansion. Develop additional program supports that lead to long term success. 2023 Infant/Toddler Grant Funding Action Item Owners: Megan Monaghan and Nancy Nichols Accomplishments/Status: Provided Infant/Toddler grant funding to the childcare programs to support the continued operation of infant and toddler classrooms in the community. Funding included 5 infant and 6 toddler classrooms. Total payment to date $137,250.42 Identified Next Steps: Support the childcare programs to offer infant and toddler spaces through financial support to close the gap between true cost and tuition collected. Support two current programs with opening two additional infant and an one addition toddler classroom. Waitlist online platform Action Item Ownership: Megan Monaghan Accomplishments/Status: Working with Rocky Mountain Early Childhood Council (RMECC) to generate needed waitlist data through on online data driver website. Completed an inventory of waitlist information from the childcare providers in Pitkin County through the direct information collection between RMECC and the Pitkin County childcare providers. Shared waitlist information with Aspen City Council, online platform will be open April 24th with data available as programs join. Identified Next Step: Complete the process of connecting Pitkin County Childcare providers and community families through an active web-based program. Work with families and providers to include this reporting as routine and on-going beginning within the next 3 months. 9 9 | P a g e b. Increase the recruitment and retention of qualified early childhood teachers Wage Enhancement Grant Funding Action Item Ownership: Megan Monaghan and Nancy Nichols Accomplishments/Status: Implemented the Wage Enhancement grant program by developing guidelines for participation, applications, reporting processes and held introductory and 1st quarter meeting with childcare program directors. Completed 1st and 2nd quarter payment to childcare programs with total payout of $102,618.00. Identified Next Step: Develop a professional development menu that offers leadership and financial trainings and coaching to ensure that childcare programs and directors have the skills to support retention and recruitment of staff. Continue to meet with childcare programs directors quarterly to ensure understand and success of the Wage Enhancement program. Yellow Brick Building Rent Waiver Action Item Owners: Megan Monaghan and Nancy Nichols Accomplishment/Status: Implemented and developed the Yellow Brick Rent Subsidy pilot program through development of guidelines. Completed 1st quarter meetings with childcare directors designed to have a continued discussion about alternative uses of the saved funds. Identified Next Steps: Continue to have quarterly discussion that include descriptions of staff programming because of the increase operational funds for each program. Collaborate and develop new programs to support the success of maintaining quality childcare staff. VIP Incentive and New Teacher Hiring Bonus Action Item Ownership: Megan Monaghan and Nancy Nichols Accomplishment/Status: Completed a successful VIP Incentive application and payout cycle in December with payments made to 55 childcare teachers with the total amount funded of $54,900.00. Continue to support childcare program hiring with payment of Hiring Bonus award to 10 new teachers and 2 teachers who have been employed for 6 months since January 2023 totaling $11,000.00. Identified Next Steps: Implement the June 1 st VIP incentive application and review the impacts of this funding. Comparing the results from the Dec 2022 applications with the June 2023 applications. Complete the payments to qualified applicants. Compare and evaluate the applications process and content make appropriate changes or additions to the next applications. Continue to evaluate the impacts of the hiring Bonus and the long- term results of this bonus program. Director supports Action Item Owners: Megan Monaghan and Nancy Nichols Accomplishments/Status: Collaborated with multiple training individuals and organizations to provide childcare directors with a variety of free leadership and 10 10 | P a g e business trainings. To offer one-on-one financial coaching on an as needed basis. These trainings are being offered within the next 3 months and will be ongoing. Identified Next Steps: Continue to collaborate with organizations to offer a wide variety of trainings that will support growth and development to create strong early childcare leaders. Pursue new training opportunities and development paths for childcare directors. Internship program Action Item Owner: Megan Monaghan Accomplishment/Status: Kids First has hired and is working with our second Early Childhood Intern. This program will generate a qualified candidate for employment in a Pitkin County childcare program within the next 12 months. Identified Next Step: Complete the training and certification with the current candidate and hire another intern to generate new qualified early childhood teacher candidate for hire to the childcare programs. c. Generate funding to support the development of new childcare spaces Regional efforts towards increasing capacity Action Item Owner: Megan Monaghan Accomplishment/Status: Kids First staff participates in regional organizations including the Basalt Early Childhood Coalition, the Rocky Mountain Early Childhood Council, and the Confluence Early Childhood Coalition. These conversations with partners in western Eagle, Pitkin and Garfield counties, as well as on the state level, are focused on discussing regional growth and impacts. Identified Next Steps: These are long-term efforts that we participate in regularly, but that will continue to build on relationships and shared funding creating regional impact. Reduce Aspen’s Greenhouse Gas emissions Summary:Significant progress has been made on Council’s greenhouse gas emissions reduction goal in the key areas of building energy use, waste reduction, fleet electrification, long-range planning, and policy. In building energy use, City Council passed Building IQ, building standards as part of the moratorium process, and updated building and energy codes. In waste reduction, City Council passed an ordinance that bans organics from going to the landfill, adopted a local bag ordinance that mirror’s the state’s new bag law, and adopted construction and demolition debris diversion (recycling) requirements for properties that receive residential demolition permits. In fleet electrification, Council approved the Fleet Zero Emissions Roadmap (FZER), approved the purchase of five Tesla’s for the Aspen Police Department Fleet, and signed the City on to GoEV City. In long-range planning, City Council adopted the updated roadmap to reach the community’s climate goals: the Aspen Sustainability Action Plan (ASAP) and adopted new science-based targets for greenhouse gas emissions reductions: 63% by 2030 and 100% by 2050. Finally, on the policy front, staff has been engaged in state policy through CC4CA and in federal policy through various organizations. 11 11 | P a g e a. Maximizing efficiency and minimizing carbon emissions in all of Aspen’s emissions inventory sectors including: Waste Reduction and Diversion, Transportation, and the Built Environment Building Energy Use Action Item Owners: Tessa Schreiner, Clare McLaughlin, Ben Anderson Accomplishments/Status: In April 2022, City Council passed the Building IQ ordinance, requiring energy and water benchmarking for City-owned, commercial, and multi-family buildings over a certain square footage and a building performance standard to be developed by October 2023. In June 2022, as a part of the moratorium process, City Council passed ordinances establishing residential demolition and redevelopment standards, requiring enhanced building and energy performance as a test case for eventual adoption in the building and energy codes, and requiring energy and water benchmarking for residential projects that have that have triggered the Demolition threshold. Staff is currently implementing the benchmarking phase of the Building IQ ordinance and developing the building performance standard phase. Adoption of the Building and Energy Codes passed on second reading on January 24, 2023, which carries through embodied carbon reporting, energy reporting, building energy performance and stormwater requirements to other building permits beyond what was required with the residential demolition regulations. Identified Next Steps: Now through September, staff will be working with stakeholders to develop building performance standard recommendations to present to Council for adoption. Waste Reduction Accomplishments/Status: Council passed an ordinance that prohibits the landfilling of organic waste in the trash at second reading on February 28, 2023. This law will be rolled out in a phased approach beginning in October 2023. On March 14, 2023, Council passed Ordinance #06, amending chapter 13.24 to expand restrictions of single-use, carry out bags. Identified Next Steps: Staff continues to work on the Construction Mitigation Plan (CMP) waste diversion standards and a plan to improve the City of Aspen organization's diversion rate. Expected Completion Date(s): Staff continues to work on the Construction Mitigation Plan (CMP) waste diversion standards and a plan to improve the City of Aspen organization's diversion rate. Staff will begin conducting stakeholder outreach in the fall of 2023 to get feedback on potential single-use plastics restrictions. Fleet Electrification Action Item Owners: Tessa Schreiner, Tim Karfs Accomplishments/Status: As of May 2023, The City of Aspen has 16 electric vehicles (including 4 plug in electric hybrids) in its fleet. The APD is set to add a Ford F150 Lightning electric pickup truck later in 2023. Staff continue to work collaboratively to implement the Fleet Zero Emissions Roadmap (FZER) which was adopted by council in December, 2022. The FZER strategically addresses process and the policies needed to transition the municipal fleet and equipment to 100% electric and zero emissions by 12 12 | P a g e 2050. The City continues to install chargers in public spaces and rights-of-way in accordance with the EV Public Charging Masterplan. In April 2023, the City activated the Paepcke Park Level 2 electric vehicle charging station adjacent to the new RFTA bus stop on South Garmisch Street. In May 2023, the City installed a replacement 50kw DCFC fast charging station in the Rio Grande Parking Garage. This brings the total number of charging station plugs to 16. On May 1, the City introduced a $0.25kWh charging fee for Level 2 charging. The fee is intended to pay for electricity, and ongoing maintenance and warranty coverage of the stations. The City already charges drivers $0.45kWh for Level 3 fast charging use. Identified Next Steps: The City has upcoming electric vehicle charging station projects at North Spring Street, North Garmisch Street (near the Yellow Brick), Hunter Street, and a Level 3 DCFC fast charger on North Monarch Street behind the Hotel Jerome. The City will continue to coordinate electric vehicle charging projects and policies, prepare for and pilot vehicles in support of fleet electrification, and adopt and share best practices regionally. Expected Completion Dates: Winter 2023 / Ongoing Long-range Planning Action Item Owners: CJ Oliver, Tessa Schreiner Accomplishments/Status: In January 2022, staff completed the 2020 greenhouse gas emissions inventory for the community and the city as an organization. In summer 2022, staff began working on a technical update to the City of Aspen's Climate Action Plan. This update incorporates actions for all sectors including Transportation, Waste Reduction, Energy, Airport, and Buildings and provides a pathway to achieve 63% GHG reductions by 2030 and zero carbon by 2050. In the development of the plan, staff worked with the Climate team's Equity and Community Engagement Fellow on conducting community listening sessions to ensure the plan is centered in equitable community engagement principles. In February 2023, Council approved this updated plan, now called the Aspen Sustainability Action Plan (ASAP). In addition to this updated plan, staff is working to better align policy across the Community Development agency and broader organization, including the building code, land use code, waste code, with the City's broader climate goals. In spring 2023, the Agency Director’s Team (ADT) set a Compass Plan goal to align city departments with the goals and action items in the Aspen Sustainability Action Plan. In May 2023, Climate Action staff presented to Council on options to accelerate the implementation of the ASAP to provide information on where the City could amplify greenhouse gas emissions reductions ahead of Council’s goal-setting session later in the month. Identified Next Steps: ADT will work with key staff across all departments in 2023 to make progress on the ASAP Compass Plan goal. Expected Completion Date: Spring 2023 b. Leading climate policy and legislative efforts at local, regional, national, and global scales 13 13 | P a g e Action Item Owners: CJ Oliver, Tessa Schreiner, Ainsley Brosnan-Smith. Tim Karfs, Clare McLaughlin Accomplishments/Status: In addition to programs and policy-making at the local level, staff are engaged in and actively influencing climate and environmental policy that is in alignment with Council goals at the state and federal level; this work is done through policy organizations such as Colorado Communities for Climate Action (CC4CA). In November 2021, the City of Aspen signed on to Race to Zero through ICLEI - Local Governments for Sustainability. By joining, Aspen has committed to reducing its fair share of emissions by 63% by 2030 and 100% by 2050 (using 2017 as a baseline year) - these are Aspen's new science-based targets for community emissions reduction. This state legislative session which convened on January 12, 2022 and ended on May 11, 2022 saw the passing of HB- 1355 producer responsibility legislation, HB-1362 updates to the statewide energy code, and HB-1244 which will improve how the state tackles hazardous air pollutants. At the federal level, Council advocated for more protections for Bureau of Land Management Lands as part of the administration's America the Beautiful Initiative. In July 2022, City Council signed a resolution for Aspen to join GoEV City, a coalition of Colorado cities and counties committed to reaching 100% electric and zero emission vehicles by 2050. Identified Next Steps: The 2023 Colorado Legislative Session began on January 9, 2023 and ended May 8, 2023. Staff will continue to actively engage and influence climate policy at the state and federal levels. Staff is also actively tracking state and federal funding opportunities, including the Inflation Reduction Act (IRA) and the Infrastructure Investment and Jobs Act (IIJA), and providing feedback on funding allocation. ENVIRONMENTAL IMPACTS:Increasing access to and creating additional affordable housing units has an environmental impact, as people living closer to their jobs do not have to travel long distances and makes choosing other modes of travel such as walking or biking easier. Leading climate policy and action work in multiple fronts will have local impacts related to our Climate Action goals. Advocacy on state and national issues will also positively impact the environment. CITY MANAGER COMMENTS: APPENDIX: Resolution #76, Series 2021 14 RESOLUTION #76 Series of 2021) A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ASPEN, COLORADO, ADOPTING THE 2021-2022 CITY COUNCIL GOALS WHEREAS,the City Council has a long history of establishing goals to direct priorities for the City; and WHEREAS, City Council endeavors to be strategic in its deliberations regarding these goals to ensure that current opportunities, needs and challenges facing the community are fully considered; and WHEREAS, the goals of City Council guide the actions of City Council and the City Administration in budgeting and programming initiatives; and WHEREAS, City Council desires to formally adopt year 2021-2022 goals to guide the City in shaping its future; and WHEREAS, City Council wishes to articulate the most critical goals for the upcoming work of the City, while continuing the essential services; and WHEREAS, Aspen has been a leader for decades in acknowledging the essential nature of affordable housing to the long-term sustainability of the community through the successful implementation of policy, and facilitating the construction of affordable housing units; and, WHEREAS, in spite of this success,Aspen, like many peer communities,faces new challenges related to housing affordability that have been exacerbated by real estate trends emerging from the COVID-19 pandemic. These challenges have been documented in the recently released Mountain Migration Report, published by Northwest Colorado Council of Governments in July of 2021; and, WHEREAS,the importance of the affordable housing issue demands meaningful actions that best leverage the resources of the City of Aspen in meeting this critical community need; and WHEREAS, Aspen has recognized the needs for high quality early childhood education as an important foundation for young children, as a critical support for working families and the Aspen economy, and has actively supported and funded early childhood education since 1989; and WHEREAS, City Council has identified an increasing need for childcare spaces that requires leadership and strong community-wide partnerships to provide physical space and teachers; and WHEREAS there is a global climate crisis that requires coordinated local efforts and meaningful action by government leaders worldwide, and 15 WHEREAS the global climate crisis has direct impacts to regional ecology, community resiliency, and the City of Aspen's ability to deliver services, and WHEREAS the scientific community emphasizes that the next eight years are the most critical to reducing greenhouse gas (GHG) emissions to levels that will hold global warming to the critical 1.5° Celsius threshold, and WHEREAS Aspen has a responsibility to reduce the local carbon footprint of the community, and WHEREAS waste generation contributes to Aspen's greenhouse gas footprint and must be reduced to achieve global carbon reductions, and WHEREAS the City of Aspen has been and is committed to remaining a global climate action leader, and ADD WHEREAS the next eight years are critical for greenhouse gas reductions, the City will utilize the United Nation's Race to Zero Program as well as other climate partnerships including Colorado Communities for Climate Action (CC4CA),The Mountain Pact and others to support our efforts; WHEREAS, City Council has identified Critical Goals, where a critical goal is defined as one where there community is at significant risk of failure without adjusting present course, need to chart a critical path. NOW,THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ASPEN, COLORADO, Section 1. That the City Council of the City of Aspen hereby adopts the following City of Aspen 2020-2021 Council Goals, and does hereby authorize the City Manager to pursue said goals. Critical Goals 1. Increase number of Affordable Housing Units: In order to deliver an affordable housing system that is high quality, sustainable, and results in a lived-in community, Council will continue to evaluate, identify opportunities, plan, partner, facilitate, and leverage existing and new resources to invest in the development and maintenance of affordable housing. This will be accomplished through: a. Convening a City Housing Retreat; b. Creating an affordable housing strategic plan; c. Completing Council directed affordable housing development projects; d. Continuing to seek additional affordable housing development opportunities; e. Leveraging and amending regulations and policies in support of affordable housing; and 16 f. Supporting continuous improvement with the APCHA program, including ensuring adequate resources. 2. Increase the number of available childcare spaces This will be accomplished through: a. Plan, design to repurpose or build new buildings to add physical capacity to increase available childcare space. b. Increase the recruitment and retention of qualified early childhood teachers c. Generate funding to support the development of new childcare spaces 3. Reduce Aspen's Greenhouse Gas emissions: Take meaningful action and provide leadership in reducing the Aspen community's contribution to greenhouse gas emissions by the amount which is scientifically proven to limit global temperature change. This will be accomplished through: a. Maximizing efficiency and minimizing carbon emissions in all of Aspen's emissions inventory sectors including:Waste Reduction and Diversion,Transportation,and the Built Environment b. Leading climate policy and legislative efforts at local, regional, national, and global scales INTROQQCED, READ AND ADOPTE by the City Council of the City of Aspen on the day of 0- Torre, Mayor I, Nicole Henning, duly appointed and acting City Clerk do certify that the foregoing is a true and accurate copy of that resolution adopted by the City Council of the City of Aspen, Colorado, at a meeting held, August 10, 2021. Nicole Henning, City Clerk 17