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HomeMy WebLinkAboutagenda.council.worksession.20090707~(EMORANDUtii TO: Mayor [reland $11d COUneII FROM: Gram Slaton, Wheeler Opera House DATE: June I S, ?009 RE: Wheeler Expansion SUMMARY: The planning for the possible Wheeler expansion has reached a critical point in its design where the input of City Council would be prudent and give Wheeler staff and its creative team appropriate direction as they move into the next stage of the project's development. In particular, staff and the design team would like to update council and get direction from Council as the owners cif the facility on: • The program plan for the expansion • Conceptual design to date • Timeline for the project to proceed through the land use review and voter approval processes • Funding plan • Design issues and trade-offs DISCUSSION: The 1~~'heelc~r (~pcra 1-{ouse and its creative team have Itad three meetings with the I-Iistoric Preservation Commission and with the Plaltning ~~. Zonin; Commission during Spring 20{?9. Our team has taken input from these meetings and worked to find ways to integrate these concerns in a meaningful way that brings additional value to the proposed expansion. We also conducted multiple {nrblic focus groups and two well-attended open house events to gather input trorn local arts groups and the cc~mnnrnity as the design process got underway. However, at this juncture in the design process Wheeler staff and design team feel it would be advantageous to refresh Council's familiarity with the; project and gather its input as owners of the facility, as there are certain points that require Council's direction befrn~e any further dcaign development should take place. To quickly summarise, the Wheel. r c xpansiun has kx;en in discussion since at least 197, when the: Music Assoriatcs of Aspen brought in master acoustician Christopher Jaffe to do a site visit of the venue and assess the value of a comprehensive renovation and restoration. The summary memo from ;~4r. Jaffe after that visit stated unequivocally lhat "u rc~nnvutit~n prns,~rurn Hurt cJnf~,c not inrlndc~ the c~~~ rstrtn7iun of neu~ uru~illuta~.~crriliti~~s iu tJt<~ t~»ti•cr cnr'c~ nt- nlrrJc-r-;,~r~ntrnd Il~ill uut inrr'euse j~rnc/trc~liort rujnrlulilic~s to ntert the c~nnrrnr.rnitic~s' clrsir'c.fvr c~.~/~andc~d Ifsu~~c. " (?3 January 1971) Subsequent to this finding, a master plan was created for the ~'hecler including an expansion, and in 1979 a ballot measure establishing a Rcal Estate'Transfer'Tax was approved by Aspen voters for the purpose of excctrting this master plan. Dtre to problems with desi~~n and available cash, the expansion pol'tion of the renovation was suspended, even rt5 the privately-held parcel Imnlethately west of file Wheeler was purchased for uch expansion. Quilling improvements to the west side of the historic venue cnrroachcd onto the expansion parcel, bul n0 tUl7her lleVeloplttent oCCUl1'ed lrplll Lltilt point to the presznt day. In 204=1, Aspen City Council charged Whcelcr stmt with the creation of a 21'' Century ~~Iastar Plan, to investigate whether there still remained the need for an ~xpansic>n in the Wheeler's user-group comm--nity. After several meetings and focus groups with local arts groups. i^ ?4O(~ Wheeler staff presented a repcsrt frrnn an outside consultant that verified that the need continued to exist. Staff will discuss the specific huildiirg program needs (attached as r'\ddendum A) that ~~~ere reinforced in those meetings with the arts groups. In 2008. City Council approved Wheeler srtf("s request to seek out and secure a creative team fur development of a Wheeler expansion onto the neighboring parcel, and in December 2008 the Prineeton- based firm of Farewell Ntills Gatsch Ar°chitects LLC (FMG) was selected after a thorough pri)posal review and interviews. FMG began pre-design and planning work in January 2009, exploring multiple ideas for an expanded facility that would work as ogre fully-integrated performing arts venue that could address the longstanding needs of the user-group community, in partnership with local firm Rowland + Broughton Architects. The challenge that FMG has been ta,ked with has been to fulfill the maximum amount of programming needs into a GO' x 140' parcel of land with a ~?' height restriction without compromising the valuz of the addition or the historic integrity of the iconic Wheeler building. 'I'o that end, FI\-'IG leas followed hVheeler st,-ff's recommendation that a 22~-2G5 seat theatre he located under~Tround, so that the above-ground space may go towards correcting existing problems within the historic facility. expanding community usage, and satisfying additii>nal needs of both the Wheeier and the arts and not-for-profit community. Flowever, even with program compacted as efficiently as possible, there still exists a need for a hcigl~t variance, and other considerations that may deviate from a strict adherence to code as this project procc;eds as a PUD application. In order to move forward, WheeLc;r staff and its creative team request Council direction on the follosviug: • PROGRAM PLAN AND CONCEPTUAL DESIGN. Staf f and the desigr! team -vnufct -ti•elconre m~v questions tluu cnrulcil rnerrrbers Wright ]lave ct.s nx'Y-er'S of the,facrlrty about the building's purpose and conceptual design to date. • TIMELINE. In order to maintain the original goal of a November 2009 ballot question, the Wheeler and FMG teams will need to aggressively push forward with the land use review process and present Council with a substantially firm conceptual plan and estimated cost by the end of August. This will leave about sixty days to mount an effective informational program to inform Aspen's voters. The need for this project has been long-expressed and the Wheeler stands to construct at significant cost savings during a limited window of time that construction costs are affected by the national recession. The alternative would be to continue through the design and approval process over the next several months in order to have final approval, final design documents and a Guaranteed Maximum Price from acontractor-at-risk by late spring 2010, with a November 2010 ballot question. Does Cnrrncrl support aggressively prn•,cuin,~~ a Novenrbcr 2009 ballot isslre? (Note: Ballot question(s) will be needed to e_s~tertd the Wheeler I:E7`T heyc)nd its crrrrent expiration irr 2019 and to approve cr loan or bald issuance for the cost of the project beyonc! the arnorrnt availuble in the reserve fund.) • COST AND FUNDING. The project is estimated at $30 million, and the recommendation of the City's Financial Advisory Board is that we borrow as little as possible through a construction loan with a local bank or consortium of local banks with voter approval, rather than doing a bond issue. At present, the Wheeler has about $26 million available. Is Cc)uncil canfortable with this c~stinruted project cost, am! with the idea n/spending dotti•n Che rruyority cif the reserve funds fen- this project? • HOUSING. The expanded Wheeler is anticipated to require two additional full-time positions (one building and one tech), and Wheeler staff feels that it is the hest interests of the venue to have a staff person situated onsite as afirst-responder for building issues. The Wheeler has additionally paid toward an employee unit to be constructed at the AABC, which will mitigate for 1.75 FTEs. Is Corrru•il cvrnfortable t~~ith the idea of one errrployee housing unit tiec! into the progress for this project, corrsidc ring that the Wheeler lots a designated unit .for its staff ut the AABC, us Kell crs other hvrrsing mitigation programs available to it? • ARTIST HOUSING. The need for artist housing as parrt of the future planning of downtown was cited in the 2000 Aspen Area Corrunuuity Plan and has always been an integral part of the recent program planning for this project. This would be a two- bedroom suite unit that would be available to other not-for-profits at a very attractive rate when not needed by the Wheeler. Ls Council comfortable -~~ith the idea of having this component in the program for t/7e adclitiarr? • FRONT ENTRANCE. The historic Wheeler was apublic-amenity addition to a commercial building, without a true entrance facade and doorways that actually acted more as an exit than an entrance. The venue has used a "new" entrance (through what historically was a leased space) since the 1984 remodel. There is some call to preserve the original entryway, even though reconfiguring internal building components to accommodate this desire may require alteration of the western structural wall and add significantly to the project cost. Does Council .feel strongly about preserving this element? • REDUCTION. Any further shrinking or reduction of the program plan will start to seriously impact the ability of the expansion to answer the needs of the arts community that have been voiced for over thirty years. The first element cut would be the multi- purpose room that has repeatedly been called for, and which can serve as a symposium space, classroom space, rehearsal room, small cinema, reception space, and overflow area for the lobby for banquet and other non-theatrical income opportunities. Hox~ does Council feel crborrt corrrpressinn of the program drat -rruy cause a cunrprorrused project? • LEASE SPACES. The vacation of the present box office area and basement will create the opportunity to have more leasable square footage that would better support the operations of the Wheeler and local arts groups. What direction rrorrld Council like to see the Wheeler set for its leasable spaces, including the ttit•o present areas (Bc~rrtley's oral the Vcdlev Fine Art Gcrllerv)? • HEIGHT AND ROOF ACCESS. Some HPC and P&Z members have expressed concern about the originally-proposed 4'~' floor (with artist and employee housing units). A suggestion has been made to minimize the uses on the 4`t' floor and to make the rooftop a publicly-accessible gathering space. How does council feel about progrunrming the rooftop and ar>.v ~1"~ floor area? Wheeler staff and its cn;itive team are available both before and durin~~ the work scasion t~~ rrnsw~r questions from Council on these issues. and can make ~i number of dexxuments available on short notice that can better detail the cun~iderahle history on many of these concerns. CITY MANAGER CO~IIIIF,NTS: Addendum A: Elements of the Wheeler Expansion Program Plan • New underground flexible theatre for up to 265 seats. This is u number Hurt the arts corrnmmity Iras rc~yrrested for cr more intirnute, uudiertce-sized theatrical space. • New purpose-driven, climate-controlled box office lobby and public amenity space. This will ulloK~ the WlTeeler to better serve the casual visitor as tia•ell ns respond to -1•criting audiences with un appropriately-sized space. • Expanded second-floor lobby to accommodate entire historic venue capacity. Doubling the lob(w will allow the historic Wheeler's lobby chcrrnber to meet current codes and hold the entire capacity of the theatre arrdierzce. • New centrally-located Wheeler offices. These are needed fnr affective r-espnrtse tune to theatre needs us well us u better functioning work environment. • Onsite employee housing for critical response time. This is necessary fnr all varieties of building svstem~ and building perimeter safety issr~res. • Multi-purpose space (rehearsal room, break-out room, boutique cinema, etc.). T/ris portion of the progrcrrn has long been missing in the inventory of available spaces in Aspen. • Artist housing/reception-use space. Thi.c element -vill allow cn-ts groups and others to better use their limited bardgets for prograrnrrrirrg, as well as provide u flexible publicl>>-available gathering .1paCe fOY a VC7rfetV Of mPetnrg llse,ti. • Repurposed basement spaces for storage, possible onsite residency of media station. This r~~ill ullou• effective reuse of precious basement space, us well us provide a Icrrger rental space fnr at !cost o-re Asper:-based media c•onrpuny. 141ENIORANDU~1 TO: Mayor Ireland and Council THROUGH: Randy Ready, Assistant City Manager Wheeler Board of Directors FROM: Ron Erickson, Wheeler Board Chairperson Gram Slaton, Executive Director DATE: June 20, 2009 RE: Assessment of 2005 Genovese Vanderhoof & Associates Organizational Audit For The Wheeler Opera House SUMMARY: The salient points of the 2005 Organizational Audit for the Wheeler Opera House have been addressed by staff and Board, and it is recommended that follow-up on the Organizational Audit now be considered to be complete as the Wheeler's staff and Board advance into the next stage of the venue's history (audit included as Attachment A). PREVIOUS COUNCIL ACTION AND BACKGROUND: In 2005, the City Council approved the Wheeler Board's request to expend funds to secure an outside consulting firm for the purpose of a full organizational audit of the Wheeler Opera House, in light of certain issues that were restricting the venue's ability to fully serve the Aspen community. Toronto-based theater consulting firm Genovese Vanderhoof & Associates (GVA) was secured for this service, and on June 30, 2005, submitted its draft report to the Aspen City Council for its review and subsequent action. The report was accepted by City Council, and shortly after that time the search for a new Executive Director was concluded and work on addressing the sixteen key issues raised in the GVA report was begun. DISCUSSION: The GVA organizational audit was conducted during the spring months of 2005, after the resignation of the Wheeler Executive Director, in the hopes of identifying and addressing physical and organizational issues with the Wheeler that were preventing it from fully serving as Aspen's premiere performance and community venue. Issues ranged from staff exhaustion to structural concerns, culminating in a list of sixteen key recommendations for the Wheeler's board and future Executive Director to consider. The sixteen recommendations are included here as Attachment B. Issues regarding Board structure and cont1icts of interest (recommendations #2 and #13) were addressed immediately, ahead of the selection of the Executive Director. Gram Slaton began his tenure as Executive Director in October 2005 and was charged with addressing these recommendations as a top priority. Programming and venue issues were dealt with first (recommendations #l, #4, and #10), closely followed by staff organization issues (recommendations #3, #6, #S, #9, and #I 1). Structural, comfort, and customer satisfaction issues were dealt with next (recommendations #7, #I5, and #l6). All of these were implemented or put into planning in the first ninety days of the new Executive Director's tenure. Some recommendations were rejected: Recommendation #5, having to do with subcontracting out [he Wheeler's concessions, was really more of a comment on the venue's inability to find a good working model and put it into operation, which was quickly accomplished in late 2005 and has made the bar a good sales center for the Wheeler. Recommendation #14, regarding amillion-dollar-plus purchase to have the ability to do large-screen simulcasting of events going on in the Wheeler, seemed a very large expense for a use that at best would be very occasional, and for which there has proven to be no strong demand. However, the AMFS has rented equipment and broadcast an opera performance on a large screen in Wagner Park during each of the past two summers. Recommendation # 12, regarding traffic issues at the bottom of the "pink stairs" that lead from the house right area down into the lobby and intersect with backstage doors and access, is one that was deeply considered but could not be realistically address without an extensive architectural reconstruction of this area. instead, we have addressed the backstage-penetration issue through electronic monitoring and stepped-up circulation of the building by Wheeler staff. The most challenging recommendation was #3, suggesting that the prior Executive Director position be split and daily operations be impat'ted to a new position of Operations Manager. Identifying and bringing on an appropriate person for this position took nine months, and initially was unsuccessful. However, in bringing in a good candidate for that role through a lower position and slowly bringing that employee up in knowledge and experience, the Wheeler did in July 2008 fulfill this recommendation. It is the opinion of the Wheeler Board that the GVA organizational audit was an extremely valuable process and provided the platform for initiating a number of significant changes that have made the Wheeler Opera House capable of reaching its full potential again. Through its findings, enormous positive changes have occurred in staffing, organization, renovation, event co-production, event creation, and community resourcing; however, it is important to realize that reports such as the GVA audit have a defined shelf life, and once the issues raised by such reports have been successfully addressed it is important to acknowledge these successes by formally bringing the report to closure. FINANCIAL IMPLICATIONS: None ENVIRONMENTAL IMPLICATIONS: None. RECOMMENDATION: Staff and Board recommend that City Council recognize the responsible organizational changes enacted through the suggestions in the GVA report, and agree that follow-up work on the organizational audit is now complete. 2005 Genovese Vanderhoof Organizational Audit for the Wheeler Opera House: _ Key Recommendations 2005 SUGGESTION ~ AS OF 2009 ~~' 1. The Wheeler 0 era House, as a civic-owned facility, would best serve the p Some aspects of this were adopted, but the community and maximize the efficiency and effectiveness of the administrative staff Wheeler still presents and even creates i t by performing the role of a civic theater: Providing a space for public assembly, for ain a n product now to achieve and. ma ' the broader As en community's use, and not engaging in production competition p s high profile of entertainment in Aspen with the community arts presenters and producers. high seasons. The Wheeler Board, as a non fund-raisinglcommunity trustee board, should act 2 ,;While not carried out exactly as prescribed, . as the community steward on behalf of City Council. Its actions and interests ~ the intent of this recommendation has been should be overned by the mission for the facility. The development of the mission 9 adopted. Wheeler Board has redrafted the however, the City's responsibility as the owner of the Wheeler-- for the Wheeler is m~ss~on statement with input from the City , not the Board`s. The mission should be developed by the City in a written format Manager's Office. ED reviews are based and should be included in the ED's job description. Evaluation of the Executive ~` on the job description, as per standard Director's performance by the City Administration should be based on the fulfillment ~ COA policy. of that mission. 3. The position of Executive Director should be split between an Executive Director ~: In process after a few false starts with ~ n an to serve as the visible external relationship builder and strategic leader, a d ersonnel. p Operations Manager to manage the day-to-day operations and maintenance of the facility. 4. The rima mission of the WOH should be to serve the community as a cultural p ry The Wheeler does co-present and enter ambassador and facility management service. The WOH should not be in the into various creative partnerships. In 2008, presentation business but could encourage the use of the Theater bynot-for-profit the Wheeler created 10 compromoted and for-profit presenters and producers through co-production partnerships. events, with a total of 19 performances. 5. Consideration should be given to the sub-contracting of the concessions and ~~ ~ Rejected, since the problems with the food and beverage service versus in-house management. ~ operation of the concessions were organizational and have since been ~f n corrected. ;; 6. With the elimination of the presentation function, the Wheeler marketing function The Wheeler has only recently begun falls primarily to the presenters and producers using the facility. For the Wheeler r successfully working with a marketing firm the marketing responsibility becomes less arduous and can be performed by itself for narrowly defined projects. All other , the Executive Director's Executive Assistant liaising with asub-contracted outside marketing functions are done in-house. marketing firm. 7. Consideration should be given to the Wheeler Opera House administering a 'Wheeler purchased AMF-modeled ticketin0 central box office for all the Aspen arts activity. To be effective at this function, the system in 2006 and has served as a facility will need to secure new ticketing software that has both ATM and web community box office known as Aspen capability, such as Tessitura or the Aspen Music Festival's new ticketing system Show Tickets. Staff will discuss a currently in development. prospective system upgrade with Council later this year. The need for both the building manager and front of house manager to work a 8 Difficult to separate as suggested; . total show should be re-evaluated in regards to moving toward either an on-call however, we are working on efficient system for the building manager or having the building manager on-site until the strategies. A Wheeler expansion will make show goes up. pre- and post-show use of the lobby much more feasible. ,# 9. The rocedures for volunteer ushers should be changed to an available time p ~ Runs completely counter to why volunteers period sign-up, with the expectation that the volunteer would be available, with loin theatrical organizations, since d i d d t i advance notice, for that time period no matter what type of presentation. Ushers re es o gne ~ volunteers prefer to be ass who choose not to come for their volunteer times would be dropped from the shows. This system is now workincd. ushering list. _- 10. To encourage diversity in programming, the Wheeler Opera House should Has existed since 2006. Co-pro partners establish a co-production fund from its operating budget to use as a partnership have included Mtn Groove, JAS, Wheeler investment in local arts producers and presenters to book and/or produce Associates, Hal Thau, and many more. presentations for the Wheeler. ,. ~a~. ~~ 11. The management and the building should be allowed to take a rest by the Rejected set day-off scenario -not sure mandating of one dark day a week. Additional time for building maintenance should why this was recommended but strain on be set aside annually with a scheduled two-week dark maintenance period. t he building is more of a time management issue. Wheeler has taken regular maintenance breaks inoff-seasons. Further consideration should be given to developing a method to secure the 12 Consideration and study was done, but a . auditorium from the bar area without the need of volunteer door monitors. The ' ~ practical solution for this traffic problem effective without a radical rebuild t b use of the fire stairwells and elevator security issues that relate to customers e canno should be examined with the intent of locking floor access for the general public. --- of the landing. See #8. 13. Conflicts of interest should be eliminated from Wheeler Board membership. Done 14. Wheeler 0 era House management should give consideration to the use of p h Rejected as an unnecessary expense for Plaza-Casting in order to create destination product for Aspen. y very little actual usage. Wheeler has not experienced a need for such service nor . anticipates any in the near-future, but has : assisted AMF&S with Plaza-Casting one ~ opera per year since 2007. 15. A structural engineer should evaluate the building's orchestra, pit covering, and ith i Structural situation was worse than ected and substructure was rebuilt with ex ons, w balcony's ability to sustain jumping and dancing during live presentat p 2009 Ma l i t consideration to reinforcing of the orchestra pit cover, if necessary, so as to remov e . n y ee s a potential public safety hazard. n 16. The box-office should replace the existing ticketing system with a new system ~ Done; however, a ticket system upgrade is that accommodates direct web purchases and automated ticketing machines. This needed later this year, as technology has would enable the box office to function on a reduced day and hour schedule, and changed significantly in three years. simultaneously expand the public hours of access to ticketing to 2417 Mayor and City Council 130 S. Galena St. Aspen, Co. 81611 June 15, 2009 Deaz Mayor and City Council Members: Attached please find a summary of actions taken by the Wheeler staff resulting from the Genovese Vanderhoof and Associates audit recommendations on Wheeler operations in 2005. It is the Wheeler Opera House Boazd of Directors position that all of the progress that has been made in the last four years in community outreach, building operations, staff improvement and expanded programming is directly attributable to the outstanding leadership exhibited by Gram Slaton, Executive Director of the Wheeler. Over the past four yeazs, the board has often received positive feedback from the community regazding improvements in attitude and operation of the Wheeler. Additionally, many of the projects and concerns that had languished under the former director have been quickly and successfully been completed. We aze extremely pleased with Gram's approach and hard work ethic. As we continue to pursue the Wheeler Expansion as pazt of the 21St Century Master Plan, we feel that we have the right person, in the right place, at the right time to complete this project in a timely, cost-effective manner which will be received with overwhelming acceptance by the Aspen community. As an attachment, I am also forwazding a letter from the Aspen Music Festival and School's General Manager, Matt Loden, expressing his thoughts on the operation of the Wheeler over the past few yeazs. If you have any questions, please do not hesitate to contact me. Sincerely, A. Ronald Erickson Chair, Wheeler Opera House Board of Directors. To whom it may concern: The Aspen Music Festival and School (AMFS) shazes a unique and symbiotic relationship with Aspen's historic Wheeler Opera House; our recent successful collaborations aze due in lazge part to the efforts of Executive Director Gram Slaton. Gram has consistently provided flexible leadership throughout the summer season when AMFS occupies the Wheeler, and his staff and crews aze uniformly efficient and pleasant to work with. Gram has assembled a staff of smart and capable emplo~'ees who routinely make the extra effort to provide whatever service may be necessa~y for the patrons, aztists and general public at the Wheeler. Gram always seeks creative solutions and has regulazly presented excellent ideas to help highlight the wealth of offerings at the Wheeler; his understanding and commitment to the citizens of Aspen recognizes the critical place the Wheeler holds for cultural and economic success. With successful ventures such as a regulaz free summer AMFS/Wheeler opera broadcast in Wagner park and the inaugural launch of a new film festival in August 2009, Gram is enhancing the reputation of the Wheeler as a cultural center and an economic driver for the local economy. I have always enjoyed my many interactions with Gram and look forwazd to continuing to work with him. Should you have any questions or require additional information, please do not hesitate to contact me. Sincerely, Matthew Loden General Manager Aspen Music Festival and School MEMORANDUM TO: Mayor and City Council FROM: Aspen Teen Co-Op THRU: Sally Spaulding, Community Relations DATE OF MEMO: July 2, 2009 MEETING DATE: July 7, 2009 RE: Teen Co-Op Support/Possible Funding REQUEST OF COUNCIL: The Teen Co-Op, a newly forming organization of 17 and 18-yeaz- old students from Aspen, requested to meet you and share their ideas. They aze requesting some money to help jump-start their efforts and a fee waiver to rent the Rio Grande space on an occasional basis, likely on the weekends. PREVIOUS COUNCIL ACTION: None. BACKGROUND: A few weeks ago, 18-year-old Gabriella Zahazko approached the City of Aspen with a proposal to create a new entity called the Teen Co-Op. Zahazko envisioned using the old Youth Center (Rio Grande Room) occasionally on Fridays and the weekend as a space for teens to congregate, sell their wazes, offer classes, hold dances and generally provide a space to keep teens "out of trouble" and employed during a difficult economic climate. After meeting with the Aspen Youth Center to discuss the group's ideas, it was recommended by Youth Center staff that the group not tie themselves to any pazticulaz room or location but instead start by using a variety of spaces in town. Aspen Youth Center staff were open to having some after-hours events at their Aspen Recreation Center location. They were not able to provide other support for the Co-Op due to budget and staff restraints. With the city's help, Zahazko and company have since attended an open house for second homeowners, offering their job services. Low attendance resulted in no job opportunities. However, a booth at the Aspen Saturday Mazket for the Co-Op has opened up many employment opportunities for the teens. Zahazko is also in the process of working with Community Relations and the City Finance Department to obtain a business license for the group so they can sell products at the market. Zahazko is exploring gathering funds from interested students to cover the roughly $200 business license fee. Zaharko has scaled back her original idea for the old Youth Center space and now envisions utilizing that space primazily for special events, rather than the main operation center for the Co- Page I of 2 Op. She would like to first hold a dance (with a D.J.) and then judge the level of attendance. Ideally, she and the Co-Op would like to hold events such as movie nights, lectures, discussions, art shows and other special events as the group grows in populazity and strength. DISCUSSION: The City of Aspen for many years sponsored the Aspen Youth Council. Their mission statement was as follows: "The Aspen Youth Council is committed to giving power to its community by empowering its youth. As a council we will serve as a group of action, a mentor, a voice and a bridge between the youth and their community." The Youth Council largely held parties and other community events, as well as administered scholarships to youth for summer enrichment activities. Unfortunately, the Aspen Youth Council's active members graduated in 2007, leaving no students to continue the group. Efforts to recruit at the high school have not been successful, particulazly since students are already so busy with existing programs, student government, etc. It is staff s suggestion that perhaps the Co-Op could "replace" the Aspen Youth Council as the new voice for youth in our community, having a similar mission. Zahazko and her group are very open to this idea and like the idea of encouraging civic dialogue and student input through the Co-Op. There are concerns regarding liability and adult supervision while the teens use the Rio Grande space. City attorneys recommend that an adult supervise all activities in the Rio Grande room. Aspen Youth Center personnel suggested forming an LLC for the parents/supervisors with clearly defined supervision standards and responsibilities. The city requires than an adult sign the rental agreement for the Rio Grande space. FINANCIALBUDGET IMPACTS: There is a rental fee for the Rio Grande Room of $25 per hour. The Co-Op is requesting a waiver of this fee. Also, the remaining budget for Aspen Youth Council stands at $1,111.11. (You think I'm kidding.) There aze currently no financial plans to replenish this fund. ENVIRONMENTAL IMPACTS: None. RECOMMENDED ACTION: Staff requests that Council consider using existing Aspen Youth Council funding for the Teen Co-Op and form a more formal alliance with the group for continued success. CITY MANAGER COMMENTS: Page 2 of 2