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HomeMy WebLinkAboutagenda.council.worksession.20170131 CITY COUNCIL WORK SESSION January 31, 2017 4:00 PM, City Council Chambers MEETING AGENDA I. Create Mentorship update II. Conditional water storage rights work plan and public process update P1 CREATE ASPEN MENTORSHIP PROGRAM Brand Strategy Presentation Winter 2016/2017 P2I. BRAND ARCHITECTURE Name Change for Growth P3I. Brand Architecture CREATE Mentorship Program (AMP) Events/Media Accelorator CREATE ASPEN P4I. Brand Growth • Create Mentorship Aspen • Create Accelerator Aspen • Create Basecamp Aspen Ø Challenging Alliteration Ø Create “Mentorship” is finite Ø Second word needs to provide “meaning” or it sounds odd Ø  Aspen sounds tacked on • Create Aspen Mentorship • Create Aspen Accelerator • Create Aspen Basecamp Ø Alliterative Ø Create Aspen is infinite Ø Third word can be creative (without pressure of inferred meaning) Ø City name can change, making our “Create” program nationally scalable Current Brand Name Proposed Brand Name P5I. Create Network Create Aspen Create Basalt Create Carbondale Create Vail Create Glenwood Springs P6I. CREATE ASPEN’S CHALLENGE Talent “Brain” Drain P7I. Aspen Sustainability Report With the help of key stakeholders in the Aspen community, City Staff generated the “Aspen Sustainability Report” and presented it to the City Council. Like many communities, Aspen is focusing on creating a city that is sustainable for future generations. Create Aspen is committed to building programs and initiatives, like our Mentorship Program, that will help the City of Aspen reach its Economic goals stated within the Sustainability Report. City of Asen, Final Sustainability Report pg. 1 and pg 5 P8I. Young Professional Brain Drain Aspen’s Next Gen Council commissioned a survey of Aspen and Valley residents between ages 18-40, to better understand the challenges their generation faces as they look to make Aspen their permanent home in the future. The barriers identified are lack of affordable housing, upward career mobility and higher wages. Aspen Next Generation Advisory Commission Annual Survey Report pg. 2 P9I. Contributing Factors to Brain Drain P10I. Aspen Wealth/Opportunity Gap Aspen’s population was spread out with the median age of 37years: • 13.1% under the age of 18 • 9.8% from 18 to 24, • 42.1% from 25 to 44 • 27.6% from 45 to 64, • 7.4% who were 65 years of age or older. Aspen’s median income in 2010: • Household in the city was $53,750 • Family family was $70,300. • Male income was $41,011 • Female income was $32,023 • Per capita income for the city was $40,680 Cost of Living is 55.7% higher than national average 2nd most expensive in Colorado Upward Mobility Rate is 42% Employment rate is -53 Unemployment rate is 3% Data extrapolated from 2010 Census P11I. Economic Development - Definition Economic Development CREATES the conditions for economic growth and improved quality of life by expanding the capacity of individuals, firms, and communities to maximize the use of their talents and skills to support innovation, lower transaction costs, and responsibly produce and trade valuable goods and services. Economic Development requires effective, collaborative institutions focused on advancing mutual gain for the public and the private sector. Economic Development is essential to ensuring our economic future. “We know that the nation that goes all-in on innovation today will own the global economy tomorrow. This is an edge America cannot surrender.” - President Barack Obama, 2014 State of the Union Address P12I. Evidence for Aspen Sustainability Social Entrepreneurship Separate Sectors Communities are beginning to experience the economic power that comes from uniting the three sectors of business in order to produce sustainable results with their goals and objectives. This model shares some of the same tenants as Aspen’s and therefore bodes well for the direction Aspen is navigating for future generations. P13I. BRAND IDENTITY Create Aspen: Mentorship Program P14I. Vision Aspen cultivates the next generation of world-class citizens using the Aspen Idea of “mind, body and spirit” as our north star. P15I. Mission Create Aspen Mentorship Program (AMP) unites intergenerational citizens of Aspen to cultivate a prosperous community through mentorship, collaboration and resources. We foster relationships between professionally experienced and accomplished members of our community and younger Aspenites who are energetic, driven and civic-minded. By sparking these connections, our program helps develop and accelerate the next generation of visionary leadership and economic development. P16I. LEARNING These are the guiding principles behind AMP. They govern our collective actions and behaviors which directly effect results. Core Values INNOVATION COLLABORATION PASSION For the Aspen Idea community, and paying it forward Culture of curiosity, discovery, and knowledge transfer Our local economy is fueled by new ideas and creative solutions Together, our community prospers in harmony P17I. HOPEFUL SUPPORTED CREATIVE EMPOWERED CONFIDENT FULFILLED KINSHIP Below are the key emotional connectors that drive AMP loyalty among our key stakeholders. Emotional Connectors P18I. Strategic Vision In aligning AMP with civic engagement objectives and the Aspen Idea’s vision for our community, we aim for the following objectives: • Connect young professionals to Aspen and to the world in which we are stewards • Provide consistent growth opportunities for AMP participants and the wider Aspen community • Enrich a sustainable local economy – keeping opportunities for the next generation at the forefront • Cultivate economic vitality in Aspen; focused on the use of existing resources, from commercial space, to generating new revenue streams for local businesses • Guide young entrepreneurs in job creation; especially for their peer group who have self-selected a professional career track • Establish mutually beneficial economic relationships with all community stakeholders • Develop integrative opportunities and systems within the Roaring Fork Valley: the goal being regional subsistence/independence where possible (food, products, jobs, housing, transit, etc.) P19I. Organizational Culture All team and board members, mentors and mentees, partners and sponsors are asked to embody the AMP culture guidelines. • Be accountable - it is our glue • Show each person respect • Listen with your heart • Share honestly of your experiences • Lead by example • Be tenacious and take risks • Communicate with kindness and clarity • Be the Change we want to see in Aspen • Give freely of your time, expertise, and know-how • #GiveFirst P20I. Brand Differentiation • Mentorship, learning and inspiration are at our core • Mentees select professional goals that personally give meaning to their lives and in turn it help energize the Aspen community • We commit to developing, investing in and keeping Next Gen business owners, entrepreneurs and professionals in Aspen • We build strategic community and business partnerships where our mentees can continue to develop their business acumen and gain an sustainable financial foothold in Aspen • We create pathways that allow young professionals to conduct business in Aspen with more efficiencies and access to resources • We see the public sector and the private sector as our partners in the collective goal of creating a region that fosters opportunities for the younger generations to thrive across all socio-economic divides. P21I. We partner with organizations/citizens who possess the following: • #GiveFirst – time, expertise, know-how • Positive attitude and open-minded • Passion for developing and retaining Aspen talent • Commitment to nurturing young professionals, entrepreneurs and business owners • Encourage risk-taking, learning from failure and pressing forward toward greater innovation • Collaborative rather than competitive • Humanitarian worldview – Aspen Idea • Ecological and sustainable solutions • Ethics-driven • Commitment to fostering Inner-disciplinary thought-leadership across all industries that drive Aspen’s local economy to include the Arts Partnership Filter P22I. TARGET DEMOGRAPHIC Amp Mentee Participants P23I. • Age 18-35 • Ideal “Persona” educated, successful, fit, entrepreneur • Raised in a world of choice with lots of options in all aspects of their lives. They don’t see just see one path available to them—they see limitless possibilities to make their life their own • Deferring traditional milestones such as marriage and children in part because of the economy and in part because know they have many alternative options for what successful adulthood looks like • Driven by happiness, passion, diversity, sharing and discovery, they embrace difference and disruption • Expect dialog and engagement. They don’t want to be marketed to, nor told to conform • More health conscious, more connected, more entrepreneurial • Shopping Habits - grab and go, needs focused, no browsing or window shopping, online, want it now, 24/7, instant customer service • Shared economy is the norm, ownership is not the number one goal, experiences take precedence • Media –online, radio, mobile mobile mobile Millennial Demographic P24I. • NO 1 REASON LEAVING JOB: Related to their Boss. • HAPPINESS: Value happiness and quality of life over immediate salary. • ENTREPRENEURS: Gen Y starts 150,000 companies per month – 29% of start-ups. • FACE OF WORKFORCE: One million Millennials enter the workforce each year and nearly 40 percent of the U.S. workforce expected to be comprised of Millennials by 2020 • INNOVATION: Gen Y switch platforms 27 times per hour. Transition in business where globalization and technology have radically changed the game. Snapchat. Instagram, Skype, Evernote, Slack, Dropbox, Google Docs., Basecamp, etc. • SHARING ECONOMY: Housing and Auto industries have taken a steep decline within Gen Y. Start-ups capitalizing on this: AirBnB, Zipcar, & Uber. Millennial Generation Snapshot P25I. Snapshot, cont. • LACK OF RETIREMENT PLAN: Pension and 401k changing or becoming obsolete. • STUDENT DEBT: Nearing 1 Trillion and recent graduates are not seeing ROI on their education investment. • NO DEGREE REQUIRED: Over 43 percent of recent graduates now working, according to a recent report by the Heldrich Center for Workforce Development, are at jobs that don't require a college education. • WEALTH GAP: Median net worth of households headed by someone 65 or older is $170,494, 42 percent higher than in 1984, median net worth for younger-age households is $3,662, down 68 percent from a quarter century ago, according to an analysis by the Pew Research Center. • PUTTING OFF MARRIAGE & CHILDREN: Until their Baby Boomer parents start to retire and leave lucrative positions to be filled by their Gen Y children, these life milestones remain out of reach. P26I. Millennials @ Work P27I. Millennials @ Home in Community P28I. Millennials @ Play P29I. ASPEN IDEA Culture of Aspen and Millennials P30I. The Aspen Idea “The Aspen Idea is a legacy that has established Aspen as a place to cultivate lifelong education, civic engagement, physical health, personal responsibility, spiritual development and an environmental consciousness. It is a fundamental awareness that mind, body and spirit can be fully integrated parts of a whole and balanced person, and this interconnectedness entails the cultivation of all three. At a basic level, this valuable concept can help provide balance to our community and to our individual lives. The concept was born when Walter and Elizabeth Paepcke, and a circle of friends from Chicago, began convening intellectuals, artists, skiers, philanthropists and philosophers in Aspen after World War II. We value authentic engagement with others, including civil discourse about the kind of community we want to create and maintain.” 2012 Aspen Area Community Plan P31I. Aspen “Body” Culture P32I. Aspen “Mind” Culture P33I. Aspen “Spirit” Culture P34I. Millennial and Aspen Idea Aspen has a distinct advantage in cultivating a community in which Millennials can thrive socially, economically and become its future. The Aspen Idea underpins the foundation of this generation’s leading traits. P35I. Millennial Workplace Values Millennial Workplace Desires P36I. Morality Creativity Problem- Solving The Basics: food sleep health shelter Order Security Safety Community Family Friends Intimacy Respect, Confidence Self-esteem Achievement Aspen Idea – Work Culture Hierarchy of Needs P37I. AMP PROGRAM The Basics P38I. Mentorship Program Goals • Aid in business development • Integrate existing community resources • Create an economic engine for the city which far surpasses the dollar amount of our program funding • Be an asset to the community • Insist on accountability and transparency • Provide new perspectives for all participants • Increase capacity for community empathy P39I. Mentee Profile Professional & Career Development • Young Men & Women 18-34yrs old • Aspen Citizen • Mature • Intellectually Curious • Self-motivated • Accountable • Problem Solver • Collaborative • Open-minded • Positive Attitude • Civic-minded Business & Entrepreneurial Development • Young Men & Women 25+ yrs. old • Aspen Citizens • Entrepreneurial • Visionary • Risk Taker • Innovative • Collaborative • Teachable • Civic minded • Category Expertise • Proof of Concept Track One Track Two P40I. Mentee Track One - Career Professional Development Mentoring Milestone #1 Goal Success Milestone #2 P41I. Mentee Track Two – Business Business Development Mentoring Milestone #1 Milestone #2 Milestone #5 Milestone #4 Milestone #3 Milestone #6 Milestone #7 Goal Success P42I. Mentorship Process Workflow P43I. Requires Planning and Execution Skills Invites Practice of Creating Vision Provides Recognition for Goal Achievement Cultivates Tomorrow’s Leaders Builds Compassion in Overcoming Barriers Encourages Teamwork in Goals Develops Leadership Skills Develops Proactive Ownership of Desired Outcomes Mentee Program Benefits P44I. SILVER SURFERS AMP Accelerated Mentorship & Peer Group P45I. Silver Surfers Philosophy We surround our entrepreneurial “Silver Surfers” community with diverse industry knowledge, mentorship, peer support and access to vetted resources to develop emerging ventures that have innovative, fresh ideas. We trust this accelerated mentorship experience will deepen their loyalty to Aspen which will in turn produce benefits, both tangible and intangible, that nourish our community. P46I. Silver Surfers Traits Silver Surfers is focused on providing extra support to entrepreneurs/ startups who will benefit from an accelerated program. To participate, they must have the following traits: • Adhere to the the Aspen Idea and AMP values • Possess a clear company vision, mission and values - we’re passionate about the “why” • Poised for significant growth and can benefit from our mentorship, resources and relationships • Desire to build sustainable relationships with AMP’s wider community • Possess a strong commitment to #GiveFirst • Individual/teams who are curious, coachable, collaborative and embrace feedback • Most important, we look for entrepreneurs who are committed to developing roots in Aspen and building a our local economy P47I. Silver Surfers - Group Mentor Traits Our esteemed mentors are a collective of hyper-connected experts with their finger on the pulse of Aspen and are passionate about raising the next generation up. Their industry expertise may include the following: real estate and development, retail, hospitality, arts/culture, food and beverage and health and wellness. They all have a core expertise that will help guide the Silver Surfers’ start-up success – legal, financial, consumer engagement, marketing, PR, supply chain, distribution, etc. P48I. Silver Surfers Target Participants Mentee Profile • Men & Women 24+ • Aspen Citizen • Believes in Aspen Idea • Entrepreneurial • Visionary • Committed to their venture • Teachable • Problem solver • Collaborative • Risk taker • Positive attitude • Civic-minded • Helpful • Men & Women 35+ • Accomplished in business • Believes in Next Gen • Entrepreneurial spirit • Enjoys mentorship • Experience running groups • “Sherpa” vs. Teacher • Civic-minded • Team-oriented • Time/Energy Investment • Innovative • Connector • Helpful Group Mentor Profile P49I. Silver Surfers Structure Application or Invitation to Join Assigned a Peer Group Peer Group Facilitator becomes “key” Mentor Key Mentor/Mentee Session “Expert” Mentor Session Silver Surfer Peer Group Meeting Show Proof of Concept Startup Assessment Set Growth Goals Map Milestones Introduce Expert Mentors Share Issues Goal Update, &, Guest Speaker How it Works: • 6-12 month commitment • Monthly Peer Group Meeting • Multiple Mentor Sessions • Startup Speaker/Workshop series • Informal Peer Meet-ups 2017 Goals: • Recruit/Train Group Facilitators • Six (6) Silver Surfers Peer Groups running simultaneously • Pitch Competition in Dec. Group Facilitator will not be Key Mentor for everyone in group in 2017 P50I. Creative & Strategy Finance & Biz Models Legal HR & Talent PR/Media & Marketing Tech/Web Dev. Sales/ Distribution Silver Surfers Mentee Fluid Expert Mentorship Model P51I. Silver Surfers Peer Group P52I. 2016 AMP METRICS ROI, Case Studies and Program Highlights P53I. Proof of Concept Process – 2016 Create Aspen 2017 Hire Executive Director & Generate Excitement Implement Online Platform for Mentorship Communication Re-Evaluate needs for launch, bring on New Exec. Director Develop Operations & Engage Applicants Make Mentorship Matches / Activate Programming Establish Brand Vision & Strategy with Board Members Winter 2016 Spring 2016 Summer 2016 Fall 2016 Winter 2016 P54I. The Story in Numbers – 2016 24 ACTIVE MENTEES 15 ACTIVE MENTORS 30 Mentorship Loops $ 2,800.00 - Program Initiation Fees* *Some Initiation fees have been waived altogether, or member is on a payment plan. Additionally, four (4) mentees who have joined the program have a business partner who is grandfathered in at the same rate. P55I. A Few Mentee Businesses P56I. CREATE ASPEN ECO- SYSTEM Resources, Partners, Potential Sponsors P57I. Educational Institutions • Students • Faculty • President/Provost/Trustees • Academic Deans • Administrators • Alumni Mentors • Successful Entrepreneurs • Business Owners • Professionals • Retired Aspenites • Visitors/Special Guests Corporate • Skico • Starwood • UPS • Lululemon • Obermeyer Capital • Venture Capital • Investment Bank • Angel Investors • SBA & Local Funders Partners • Creative Agencies • Law Firms • Accounting Firms • Consulting Firms • HR/Talent • Real Estate Government • City/State/Federal Non-Profits • Sister Mentorship Programs • Professional/Business • Economic Development • NPOs collaborators on topic AMP Eco-System P58I. • Aspen Rotary – Funding Sponsor • City of Aspen – Funding Sponsor • Aspen Next Generation Advisory Commission (Next Gen) • Aspen Entrepreneurs • Aspen Young Professionals Association • Aspen Chamber Resort Association • Aspen Skiing Company • The Aspen Business Luncheon • The Buddy Program • Aspen Elks Lodge #224 • Start-Up Weekend • The Aspen Institute • Aspen Community Foundation • Colorado Mountain College • Issacson School of New Media • Roaring Fork Leadership • The City of Carbondale • Colorado Resources: • Colorado Office of Economic Development and International Trade • Economic Development Council of Colorado • SBDC of Colorado Resource Gateway • Capital/Funding Resources: • Accion • Angel List • Colorado Lending Source • Colorado Enterprise Fund • Colorado Venture Capital Authority • Gust • Indiegogo • Kickstarter • OnDeck • Small Biz Lending Partners and Resources P59I. Sponsor “Wish List” P60I. CREATE ASPEN Holy Grail P61I. Dedicated Space within Aspen P62I. Create Aspen Programing @ HQ Create Aspen HQ Space Workshops/Guest Mentors Professional Service Office Hours Collaborative Working Space Community Events Mentorship Program Silver Surfers Accelerator Expert Mentors P63I. Create Aspen Space Goals and Objectives • Capitalize on a growing opportunity to develop talent from within our ecosystem by creating a resource-driven, supportive network • Provide affordable, trusted business services • Legal • CPA • Marketing/Social/PR • Provide community engagement and extended programs for aspen business community • Location Recommendations • Walking distance to Aspen Core • Easy access for Mentors, Funders, Alumni or Interested Parties to stop in, work, visit, etc. • Near public transportation stops P64I. CREATE ASPEN Next Steps P65I. Next Steps 1. Create Aspen to present 2016 Summary and Brand Synopsis to the Next Gen at Board Meeting–January 30, 2017 2. Create Aspen to present 2016 Summary and Brand Synopsis to the City Council during a Work Session – January 31, 2017 3. Julie Engels to present Brand Presentation to Rotary Board with Create Aspen Board Members, Sam Johnston and Robin Smith, who are also Rotary members. Rotary has first right of refusal to own Create Aspen – February 10, 2016. 4. Identify action items and next steps. P66I. ASPEN CITY COUNCIL WORK SESSION MEMORANDUM TO: Mayor and City Council FROM: Margaret Medellin, Utilities Portfolio Manager THRU: Scott Miller, Director of Public Works; Dave Hornbacher, Director, Utilities and Environmental Initiatives; DATE OF MEMO: January 27, 2017 MEETING DATE: January 31, 2017 RE: Resolution 141, Series 2016 Progress Update SUMMARY: On October 10, 2016, Council passed Resolution #141, Series of 2016 (see Attachment A: Resolution #141, Series of 2016) directing staff to implement certain water management measures to improve resiliency against future climate change impacts and other system changes while continuing efforts to maintain diligence for two conditional water storage rights on Castle and Maroon Creeks. During today’s work session, staff will provide Council progress updates on the four (4) identified tasks and seek Council feedback to refine this community-based approach to securing Aspen’s water future. BACKGROUND: The City Utilities and Environmental Initiatives Department is responsible for assuring Aspen has a safe, legal and reliable water supply, now and into the future. To this end, the City has developed an integrated water supply. As a part of this integrated water supply, since 1965 the City of Aspen has held and maintained conditional water rights for reservoirs on Maroon and Castle Creeks. Today, the City’s primary source of stored water is snowpack, which varies significantly from year to year. Aspen uses direct flow rights from Maroon and Castle Creeks, which are diverted to the Leonard Thomas Reservoir located at Aspen’s Water Treatment Facility, treated, and then delivered to Aspen customers. The Leonard Thomas Reservoir is an operational reservoir with a capacity of 9 acre-feet, which is less than a day of storage during peak summer use. Storage reservoirs, however, can retain water from season to season and year to year, and can provide water supplies even during times of shortage. The Aspen community will face significant challenges maintaining its water supply as we experience changing precipitation and runoff patterns, and possible increased fire, drought, change in runoff timing and lower snowpack levels due to climate change. Without water storage, Aspen’s water supply for households and businesses will be threatened. There will be no meaningful back up if surface supplies are greatly reduced. This is a risk the City considers when making long-range plans. Science confirms that Aspen’s climate is already changing and will continue to do so. Aspen now sees 23 fewer winter days than in the years before 1980. This trend is projected to continue and Aspen’s current water storage – our snowpack - will diminish. PREVIOUS COUNCIL ACTION: Council work sessions to discuss the Maroon Creek and Castle Creek conditional storage rights were held on September 20th and 27th of 2016. City staff provided Council with feedback obtained earlier from a City hosted stakeholder meeting, a community meeting, P67 II. and from staff’s attendance at other meetings and discussions with interested groups and individuals. Resolution #141, Series of 2016 was unanimously approved by City Council at its regular meeting on October 10th, 2016. DISCUSSION: Resolution #141 directed staff to pursue actions in four (4) task areas. A substantial multi-year effort is being undertaken to implement these tasks, and will require concurrent processes: legal proceedings, on-going integrated water system development and operation, refinement of future water demand, collaborative process to identify system needs and potential solutions, and investigation of reservoir resizing and/or relocation. Staff will provide quarterly updates on work progress, and will check-in regularly to update Council on significant work items, decision points and to provide timely information. The goal of this work session is to update Council on the work accomplished since the Resolution signing and to review the framework that is being structured to accomplish the Resolution direction. See Attachment B: Aspen Water Future Work Plan – Working Draft which provides a draft timeline and primary deliverables for each task. Following is an update for each of the four (4) Resolution tasks: 1) On-going Integrated Water System Development and Operation Continue development and implementation of the City’s integrated water supply system, including water conservation measures (including, but not limited to, rate revisions and new landscape ordinance), the reuse project, and other current plans for development of water supplies, as well as further refinement of climate change impacts on supply and demand patterns. • Water Conservation Measures o Rate Revisions – Since 2006, the City has implemented a conservation-oriented, 4 tiered inclining block rate structure. An ongoing rate study initiated in 2016 will be completed in 2017 with recommendations for Council review and approval. o Aspen Water Efficiency Plan – the City water efficiency plan was completed and adopted by Council in 2015. Staff initiated work in several recommended areas including: Revision to Water Shortage Ordinance – completed Landscape Ordinance – initiated in 2016, staff will present to Council this spring a proposed Phase 1 Landscaping Ordinance. Water Distribution System review – as recommended in the efficiency plan, staff retained consultant services in 2016 to initiate a review according to standards of the American Water Works Association. Staff will continue this review and provide updates. Annual Water Conservation Program 2017 – staff are designing the 2017 water conservation program. • Re-use Water System o City staff continue to work with ACSD to finalize an updated Letter of Intent (LOI) and Site Application Amendment to Colorado Department of Public Health and Environment (CDPHE), which will allow the City to reuse treated wastewater effluent. o A contract was signed in December 2016 with Carollo Engineers to develop a work plan for securing a CDPHE Notice of Authorization (NOA) for the proposed reuse system. P68 II. • Integrated Groundwater Resources o Queen Street Well is included in the City’s water court application in Case No. 15CW3119. o Contract signed with HRS Consultants to determine timing of depletions and augmentation for Queen Street Well. • Alternative underground storage resources o Mine resources, in-situ storage, etc. o Contract signed with Deere and Ault Consultants in January 2017 to complete a preliminary feasibility analysis of the potential of this resource. o On January 26, 2017, consultants Don Deere and Victor DeWolf met with staff and performed on site investigative tour of local mines. • Refinement of Future Water Supply and Demand Scenarios o Entered into a contract with Headwaters Inc. to perform a preliminary review of risks in Aspen’s demand and supply through 2065. Dr. George Oamek performed a risk analysis assessment. 2) Collaborative Community-Based Process to identify system needs and potential solutions Initiate a collaborative process to evaluate existing and identify new alternatives and any other necessary actions to fill the currently projected and updated anticipated water supply and demand gap • Entered into a contract with Consensus Building Institute (CBI) to perform a convening assessment. Information about the convening assessment is included in Attachment C. It is critical to use an effective community-based approach in order to leverage the expertise in the community and develop a long-term water supply plan with the greatest chance of success to secure Aspen’s water future. The first step in this collaborative process is to include stakeholders in the development of a framework and design for the engagement process. This convening assessment is an opportunity to expand mutual trust and credibility amongst all participants. CBI will gather input from potential participants to inform a collaborative process that: o Fosters trust and transparency. o Leads to a thoughtful, inclusive, comprehensive exploration and understanding of relevant data and potential additional options to supplement the City’s current water sources. o Generates an atmosphere of collaborative and creative problem-solving. o Provides City with informed community views regarding different viable options for meeting the City’s long-term water supply needs. o Identifies and understands the expectations of stakeholders. • Information gathered through the convening assessment will be used to develop the community based collaborative process. The convening assessment is the first step in the collaborative process and is expected to take 2 months. • It is anticipated that the collaborative process will kick-off in early summer 2017. P69 II. 3) Legal Proceedings File and pursue an application for finding of reasonable diligence in the development of the Castle and Maroon Creek conditional water rights on or before October 31, 2016. Applications for findings of reasonable diligence were timely filed in the Division 5 Water Court for the Maroon Creek Reservoir (Case No. 16CW3128) and Castle Creek Reservoir (16CW3129). Statements of opposition were filed to both applications by 6 parties. An additional 2 statements of opposition were filed for each case. The Division Engineer has issued his consultation report in both cases, and the cases are set for a joint initial telephone conference with the water referee on February 9, 2017. 4) Investigation of reservoir resizing and/or relocation Enhance and increase the City’s efforts to investigate alternative locations and sizing requirements of the Maroon Creek Reservoir and/or Castle Creek Reservoir, and to report findings back to City Council for further consideration and action as appropriate. • Update of surveying o Entered into a contract with Sopris Engineering to update surveying for Castle Creek Reservoir • Review of geological data o Met with dam and reservoir expert, Terry Arnold, to review certain existing geological data. COUNCIL DIRECTION REQUESTED: This presentation is intended to be informational and no formal action is requested of Council. ENVIRONMENTAL IMPACTS: The City is committed to reducing its footprint (carbon and water) and fighting climate change, but even with this effort and action the City recognizes that it is best practice to plan for a future that looks very different than today. The City’s efforts to refine its demand and supply projections, along with undertaking a collaborative effort to identify new water infrastructure and management options is necessary to ensure the City’s resiliency. BUDGET IMPACT: The initial study work is absorbed under the current 2017 budget authority. Staff is developing a project specific budget that will include estimates of the cost of community facilitation (based on results of the RFP), identified supporting engineering consultant and expert services, legal expenses, and staffing. This budget will be presented to Council review and approval at a follow-up work session. CITY MANAGER COMMENTS: Attachment A – Resolution #141, Series of 2016 Attachment B – Aspen Water Future Work Plan – Working Draft Attachment C – Convening Assessment P70 II. P71 II. P72 II. P73 II. P74 II.   File and pursue an  application for finding  of reasonable  diligence Continue  development and  implementation of  the City's integrated  water supply  Further  refinement of  climate change  impacts on supply  and demand  Initiate a collaborative  process to evaluate  and identify new  alternatives for filling  supply and demand  Investigate  alternative  locations and  sizings for  reservoirs 2016 Update survey of Castle Creek Reservoir Site XX Risk‐based analysis of demand and supply variables XX X Conservation Efforts XX Augmentation needs to use wells XX X Permitting of Reuse System XX Preliminary analysis of reservoir geology XX 2017 Develop framework for collaborative process X Select Facilitation Team for Collaborative Process XXX Identify policies and assumptions necessary for  determining firm yield and build‐out XX X X Identify Treatment and Distribution goals, constraints  and risks XX X X Alternative Development and Analysis ‐ Establish  Screening / Selection Criteria XX Conservation efforts XX Implementation of Reuse System XX Groundwater System Strategy XX Investigation of mine water/storage potential XX Investigation of in‐situ storage XX Fatal Flaw Analysis of Top Alternatives XX Work with Canary Initiative to identify appropriate  range of climate change models X Update Streamflow and Demand Projections XX X 2018 Alternative Development and Analysis ‐ Identify viable  versus non‐viable alternatives XX Alternative Development and Analysis ‐ Analyze viable  alternatives XX Optimize Reuse System XX Conservation efforts XX 2019 Alternative Development and Analysis XX Conservation efforts XX 2020 Select Preferred Alternative or Group of Alternatives XX Attachment B:  Aspen Water Future Work Plan – Working Draft P75 II. Attachment C: Convening Assessment Convening Assessment – Designing a Community-Based Process for updating Aspen’s long-term water plan The City is charged with and responsible for providing a safe, legal and reliable water supply for its citizens even during times of scarcity. Currently Aspen gets its municipal water supply from snowpack that melts into Castle and Maroon Creeks, with limited storage. With climate change and population growth, this source is not a reliable one for the City to solely rely on to serve the water needs of its residents and guests. Securing a sufficient amount of water into the future is not an easy task. Because Aspen is remote, it does not have the opportunities to connect to nearby neighbors during times of crisis that many cities have and must be ready to supply water to its community with its own resources. Within this challenging environment, the City continues to develop its integrated water system which includes various water rights, both groundwater and surface water. To plan for our water supply future, the City wants to include the community and stakeholders in the discussion about projections of Aspen’s future, potential water development plans and strategies. We realize this is a large undertaking and we want the end result and process to be done right. This is the perfect time for anyone with an interest in Aspen’s water future to engage with the City. We are at the beginning of a new process and just starting to formulate what citizen and stakeholder engagement will look like. To that end, the City is conducting a ‘convening assessment’ to create a framework for a collaborative process that meets the community’s expectations. This is the first step in planning the stakeholder process that will last approximately 2 months. Our goals for the convening assessment include: • fostering trust with the community • developing a transparent process • generating an atmosphere of collaborative and creative problem solving • building on other community efforts focused on the City’s water future • creating a framework for collaboration that is agreeable to the community We anticipate results from the convening assessment at the end of February 2017. Information from the convening assessment will be used to develop the community-based collaborative process, which we anticipate kicking-off in early summer 2017. P76 II.