HomeMy WebLinkAboutagenda.apz.20110510 AGENDA
ASPEN PLANNING AND ZONING COMMISSION
& PITKIN COUNTY PLANNING AND ZONING COMMISSION
SPECIAL MEETING
TUESDAY, May 10, 2011
4:30 p.m. Council Chambers
CITY HALL
I. ROLL CALL
II. COMMENTS
A. Commissioners
B. Planning Staff
C. Public
III. MINUTES
IV. DECLARATION OF CONFLICT OF INTEREST
V. PUBLIC HEARINGS —
A. Aspen Area Community Plan
VI. OTHER BUSINESS
VII. BOARD REPORTS
VIII. ADJOURN
Next Resolution Number:
MEMORANDUM
TO: City & County Planning & Zoning Commissions
FROM: Jessica Garrow, City Long Range Planner
Ellen Sassano, County Long Range Planner
Ben Gagnon, City Special Projects Planner
Chris Bendon, City Community Development Director
Cindy Houben, County Community Development Director
DATE OF MEMO: May 5, 2011
MEETING DATE: Tuesday, May 10, 2011
4:30 — 7:00 pm, Council Chambers
RE: Joint Public Hearing on AACP, including: 100% Housing
Mitigation, Moderate/Economy Lodging, Regulatory /Guiding
BACKGROUND: The P &Zs held a public hearing on April 25 on the Aspen Idea Chapter.
The group gave staff direction on changes to the chapter. These changes are attached as Exhibit
A. The P &Zs agreed to not go back to chapters that had been reviewed and revised, unless staff
clearly missed a point that had previously been raised by P &Z, or the revised language does not
reflect the changes P &Z discussed. The group agreed to not go back and word smith.
At the April 25 meeting the P &Zs requested the next meeting (May 10) focus on the main
issues that have been raised by the public, including: 100% Housing Mitigation,
Economy/Moderate Lodging, and the Guiding/Regulatory aspect of the Plan. This memo
addresses these topics. All P &Z members have been given a hard copy of the plan, so an
additional copy is not provided with this packet.
A quorum of each board is required for all public hearings. If a quorum is not present, the
meeting will need to be continued to May 24
GUIDING/REGULATORY NATURE OF THE AACP: There has been much discussion
about the use of the Plan as a guiding versus regulatory document. It is important to first note
that the document is used differently in the City and the County. Therefore, the discussion in
this memo has been divided based on jurisdiction. (See also pages 12 — 16 in the draft AACP for
a discussion on how to use and read the plan)
The AACP divides all the Policies into different categories. These categories are intended to
provide some guidance for future policy makers. There are seven categories, six of which are
identified as "guiding" and one as "regulatory."
• Pitkin County: In the County, policy categories are for descriptive purposes only, and
any policy, whether described as "guiding" or "regulatory," may be used in review of
land use applications where consideration of comprehensive plans for such review is
Page 1 of 5
referenced in the Land Use Code. This is consistent with current and historic use of
comprehensive plans in the County.
• City of Aspen: In the City, the P &Zs asked staff to identify which Policies could be
used in a regulatory manner. Certain portions of the City Land Use Code require
"consistency" and "compliance" with the AACP. So, in those reviews the use of the
AACP in a regulatory fashion is permitted. Rather than stating that the entire plan is
regulatory, Staff identified four statements that could be used as regulatory statements.
These four statements are consistent with language currently in the Land Use Code, and
staff believes they could legitimately be used when reviewing Land Use Applications
where "consistency" or "compliance" with the AACP is required.
The four statements that have been identified as "regulatory" are:
o New lodging should be compatible and in harmony with the massing, scale, and
character of the neighborhood. (pg 30)
o New development should be compatible and in harmony with the massing, scale,
and character of the neighborhood. (pg 31)
o The design of new Community Workforce Housing (CWH) should be compatible
with the massing, scale and character of the neighborhood, while optimizing
density. (pg 49)
o Ensure that residents of Community Workforce Housing (CWH) and free - market
housing in the same neighborhood are treated fairly, equally, and consistently. (pg
49)
While the AACP can be used as a regulatory document, there is debate regarding whether
it should be. Some believe that the statements identified as regulatory leave room for
interpretation, which could be confusing to applicants and elected and appointed officials.
One person's version of "compatible and in harmony with" may not be the same as
someone else's. The Planning Commissions may wish to consider one of the following
options to address the issue:
1. Leave statements as they are. It's reasonable to allow applicants, appointed and
elected officials to determine whether proposed development is "compatible and
in harmony with massing, scale and character" of an area or neighborhood on a
case by case basis; or
2. Rewrite one or more of these statements to be guiding, by changing them to state,
" Amend the code to ensure that..."
City staff believes the document should be guiding as it is applied to the City. After
considering the new draft, the potential regulatory statements, and imagining how these
could best serve the community, staff is recommending the four statements be amended
to read as guiding statements and that the plan be a guiding document. The Commission
(city or both ?) should consider the "coverage" the Commercial Design Standards/Review
provide in the mass and scale discussion.
Page 2 of 5
100% MITIGATION: The draft AACP calls for the code to be changed to require new
development to mitigate 100% of the housing it generates. This is a policy change from past
plans, and from current City practices.
There has been discussion on P &Z and in the public about the 100% mitigation goal. From
staff's perspective, the comment's we've heard can generally be described as:
• Support for 100% mitigation goal because:
o It will enable more people to live and work in Aspen, creating a more vital and
vibrant community.
o The community has not been mitigating for the housing impacts created in the
past, which means we are further behind in proving the housing necessary for a
strong community.
o Housing is like any other infrastructure, and impacts to it need to be mitigated.
• Concern about 100% mitigation goal because:
o It will make any new development cost prohibitive, so no new building or
remodels will be done, which will impact our economy.
o Providing 100% mitigation would result in a significant increase in development,
and there isn't room for it all.
o It will require future developers to pay for the mistakes of the past. While
community vitality is important, this is not the way to achieve it because of the
potential negative economic impacts.
o It could effectively prohibit new development that provides other public benefits.
Staff continues to hear from both sides of this topic that having a vibrant community with full -
time residents that can participate in the community fabric and growing social capital is
important. There are many pieces to this, including housing, recreation, arts and culture, a clean
environment, and a strong economy. Staff believes that the method of achieving this is perhaps
clouding the overall goal of a sustainable community.
It is important to note that the Policy stating "All development should provide housing to
accommodate 100% of the employees it generates," is identified as a Guiding Statement.
Specifically the plan states this is a "Work Program for APCHA and Planning," as well as a
"Proposed/Potential Code Amendment." Because it is already identified as guiding, alternative
language that focuses on the overall goal — having a sustainable community where there is a mix
of people who are vested in the future, can live where they work, and reduce adverse
environmental and transportation impacts on the Valley — may be a positive change. This would
not preclude the important work of updating the housing mitigation program, but it could provide
helpful guidance to policy makers when reviewing the potential code amendment.
ECONOMY/MODERATE LODGING: The draft AACP calls for preventing further loss of
the lodging inventory, and replenishing the inventory with an emphasis on balance and diversity.
The 2000 AACP and current City Policies focus on providing diverse lodging options.
We all have our own perceptions and arm chair analysis of what short comings are in our lodging
profile. If we analyze our bed base, understand what we really need, where we're doing fine,
and what we have too much of, and how these move into the future, then we will have a better
Page 3 of 5
4
grasp of what we are trying to accomplish. This analytical approach to the lodging profile,
ideally, leverages the resources in the entire community — ACRA, the Commercial Core and
Lodging Association, Stay Aspen, lodging association, hotel operators, property managers —
people who are in the know about our inventory, what our visitors are seeking, and how visitor's
value judgments are made. Staff sees the development of this analysis and agreeing on the
strengths and weaknesses of the lodging inventory as the second step.
After there is agreement on what we are trying to achieve, we need look at the barriers to
achieving the inventory we want. If the market demands a type of lodging, why isn't it
happening? Once we know the barriers, we can talk about our desire to remove them or change
development restrictions to promote these types of development or refurbishment of the lodging
base. The discussion of addressing barriers is essentially a debate of trade -offs. It is an
important discussion and will result in weighing the value of community goals — changes in the
types of lodging along with acceptable mass, scale, zoning parameters mitigations, and even
potential financial partnerships or funding mechanisms. The discussion will need to be grounded
with some financial reality and reasonable expectations of property owners. There is a potential
that the discussion will lead to a decision that this lodging goal is not worth the necessary trade-
offs. Either way, it is a healthy conversation.
While there are many methods to providing a diverse lodging bed base, and there is not
agreement on what that should look like right now, Staff believes there is agreement on P &Z and
in the public around an overall lodging goal that promotes a lodging bed base that is as healthy as
possible, with a level of diversity able to withstand changes in the economy, seasons, visitor
preferences and market expectations. If we can agree on an overall goal, the specific methods
for implementing that goal can occur when we take a detailed look at the lodging incentives and
parameters in the Land Use Code. Like housing mitigation, this is something that should happen
during the implementation of the plan.
The AACP is a tool to help map out the future. For both housing mitigation and lodging, it is
important to state the core goal, and provide a basic outline of how to move forward. A
community plan should not solve all the issues of the day, but it should provide a guide to how to
conduct future policy discussions about implementing our goals.
P &Z REVIEW SCHEDULE: At the April 26 meeting the P &Z asked staff to come back with
a proposed review schedule that allows more time to review the draft. The group agreed to add
Thursday evening meetings to the schedule in order to continue the momentum behind reviewing
the document. Attached as Exhibit D is the proposed review schedule. All meetings are 4:30pm
— 7:OOpm. This proposal would allow for adoption of the plan by the P &Z at the end of July.
BACKGROUND INFORMATION USED BY P &Z: There were a number of documents the
P &Z used in the initial drafting of these topics. These include:
• State of the Aspen Area Report Managing Growth Chapter.,
• State of the Aspen Area Report Economics Chapter.
• State of the Aspen Area Report Housing Chapter,
• Economic White Paper,
• Build -out Analysis,
Page 4 of 5
• Population Estimates,,
• History of Managing Growth Paper,
• Carrying Capacity White Paper,
• 2009 Clicker Session data, and
• 2008 Survey data.
All are available at www.AspenCommunityVision.com. In addition, all the past P &Z packets
are available under the Adoption section of the website, or by clicking the links below:
Growth Packets: Recent Review Packets:
• April 7, 2009 • January 5, 2011 (review of house
• August 18, 2009 size, pace of construction,
• August 25, 2009 affordable housing mitigation)
• September 1, 2009 • January 18, 2011 (review of
• September 8, 2009 revised introduction, and chapter
September 8, 2009 Addendum
re-formatting)
• September 22, 2009 • February 2, 2011 (review of
• October 13, 2009 Lodging, Development Review
• October 27, 2009 Process, Transportation, UGB
• November 10, 2009 Changes)
• November 24, 2009 • February 22, 2011 (review public
• December 1, 2009 comments)
• December 8, 2009
• January 12, 2010
The most recent clicker sessions (Nov 2010) and survey (March 2011) are also available
online.
ATTACHMENTS:
Exhibit A: PDF of revised Aspen Idea Chapter
Exhibit B: Track Changes Version of Aspen Idea Chapter
Exhibit C: ACRA Resolution regarding the AACP
Exhibit D: Proposed AACP Review Schedule
Page 5 of 5
April 27, 2011 Revisions 2011 Aspen Area Community Plan
Vision Exhibit A
• We are committed to sustaining and revitalizing the Aspen Idea.
y
x
a . •
_., : ii ,/,...
Philosophy
• The Aspen Idea is a legacy that has established Aspen as a
place to cultivate lifelong education, civic engagement, physical
pf
health, personal responsibility, spiritual development and an
. i 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
1 e entails the cultivation of all three. At a basic level, this valuable
to -- — - concept can help provide balance to our community and to our
individual lives.
0 The concept is attributable to Walter and Elizabeth Paepcke,
.....■ = z' and a circle of friends from Chicago who began convening
' ' e 4 intellectuals, artists, skiers, philanthropists and philosophers in
Aspen after World War II.
s ;,-i -' ► We value authentic engagement with others, including civil
discourse about the kind of community we want to create and
maintain. The Aspen Idea is a core element of the community's
I: . heritage and identity, enriching our quality of life and
..•
reinforcing Aspen's national and international profile.
(111) 4y .. Despite its central role in forming Aspen's character, the Aspen
Idea can sometimes feel like a historic chapter in our past,
•
rather than an enduring and uniting concept that defines our
community and sets us apart in a unique and positive way.
( C i . lila
- There are promising opportunities to raise the profile of the
Aspen Idea while widening and broadening how Aspen is
114 perceived. A collaboration including local business, ACRA, the
public sector, key institutions, non - profits, and individuals can
explore strategies to collectively rediscover and reinvigorate the
Aspen Idea.
A collaborative approach to reinvigorating the Aspen Idea
can also rebuild local enthusiasm for the Aspen Idea, create
_ , ,, common ground to reduce stratification in the community and
, . 'a: J. • diversify and strengthen our visitor base.
. y i
11
Aspen Idea
1
2011 Aspen Area Community Plan April 27, 2011 Revisions
What's Changed Since 2000
A number of local institutions and non - profits have expanded
their programs and facilities since 2000. The following are just
a few examples:
• Aspen Music Festival Music Tent (2000)
• Spiritual Paths Foundation at Community Chapel (Est. 2000) 4
• Voter approved tax to support the Healthy Community Fund
(passed 2002)
• Aspen Recreation Center (2004)
• Aspen Ideas Festival (2007)
• Aspen Fire Protection District Headquarters station (2010)
• Pitkin County Animal Shelter (200x)
• Aspen Environment Forum (Est. 2007)
• Shigeru Ban - designed Aspen Art Museum (Approved 2010) The Aspen Area is home to a
• Renovation of the historic Wheeler Opera House (2011) wide variety of events from
the Music School and Festival
to Food & Wine to Winterskol
The many arts and cultural events in Aspen have long (pictured above) to X - Games
supported the Aspen Idea. A 2004 study found they average - that play an important role
a $36 million impact to the local economy - with a majority of in the communication of the
expenditures coming in the summer months. Aspen Idea to visitors and
locals alike.
At the same time, there have been some unsettling changes
to local institutions, including the closure of the Silver Lining
Ranch, a non -profit supporting children with cancer; and
the demolition of The Given Institute, which had sponsored
retreats, conferences and public lectures since 1972 under the
auspices of the University of Colorado.
What's New in the 2011 AACP
This chapter was originally titled "Arts, Culture & Education" in
the 2000 Aspen Area Community Plan.
This new chapter also focuses on the accessibility of events
and educational opportunities related to arts and culture, and
suggests a set of standards to consider when developing new
facilities or refurbishing existing ones.
Finally, this chapter calls for exploring methods to address the
further loss of quasi - public institutions.
Li nkages
This plan recognizes that community goals are often
inextricably linked: sometimes they complement each other,
and at times they come into conflict. The Aspen Idea is the
basic underpinning of our thriving community. It is manifested
in many ways, including our outdoor lifestyle, arts and cultural
events, continuing education and the preservation of the
natural environment.
Aspen Idea
2
April 27, 2011 Revisions 2011 Aspen Area Community Plan
Aspen Idea Policies Policy
•
Categories
I. REVITALIZING THE ASPEN IDEA
I.1. Support education efforts about, and encourage local and Community Goal,
visitor participation in, the Aspen Idea. Collaborative Initiative
I.2. Encourage collaboration among non - profit organizations, Community Goal,
local government, local Businesses, and individuals. Collaborative Initiative
I.3. Foster greater inclusivity and participation in cultural events Community Goal,
from within the spectrum of community residents and visitors. Collaborative Initiative
I.4. Support and encourage activities and community Community Goal,
infrastructure, both social and physical, that enable and sustain Collaborative Initiative
the Aspen Idea.
II. ARTS FACILITIES
II.1. Maintain the legacy of the Aspen Idea by enhancing and Community Goal,
preserving our non -profit and quasi - public facilities and spaces Collaborative Initiative
and ensuring that development of new facilities is consistent with
community goals, including:
• use by a diverse range of people;
• collaboration with other groups;
• programs that reach outside the facility itself and into the
public realm,
• meaningful and affordable local participation in programs and
offerings,
• encouraging local talent;
• an emphasis on renovation and adaptation of current
structures;
• multi - purpose space; and
• use of reusable materials and renewable energy in its design
and construction.
(see also Growth Management for Community & Economic
Sustainability Chapter)
Aspen Idea
3
.■
2011 Aspen Area Community Plan April 27, 2011 Revisions
Aspen Idea Policies and Action Items
I. REVITALIZING THE ASPEN IDEA
I.1. Support education efforts about, and encourage local and visitor participation in, the
Aspen Idea. (Community Goal, Collaborative Initiative)
I.1.a Research the historical roots of the Aspen Idea to help rediscover and revitalize the original
concept. (I - Aspen Institute, Aspen Historical Society, local organizations)
I.1.b Establish a program to educate the community and potential visitors about the Aspen Idea,
including on -line programming. (LT - CR)
I.2. Encourage collaboration among non -profit organizations, local government and local
businesses. (Community Goal, Collaborative Initiative)
I.2.a Explore a working group to promote collaboration and coordinate planning. This working
group could be identical to, or related to, the working group referenced in Managing Growth &
Economic Sustainability Action Item I.1.a. (Maintain Our Tourist -Based Economy). Its mission could
include the following concepts, as well as many others:
i) Coordinate special events so they are balanced throughout the winter and summer seasons.
ii) Collaborate to create experiences that embody the Aspen Idea through a range of activities that
balance the mind, body, and spirit.
(I - Working Group, ACRA, SkiCo, City of Aspen, Red Brick etc.)
I.3. Foster greater inclusivity and participation in cultural events from within the
spectrum of community residents and visitors. (Community Goal, Collaborative
Initiative)
I.3.a Establish and leverage a comprehensive, user - friendly, web based calendar / resource to
facilitate dissemination of information and schedules of events. (I - ACRA)
NI
I.3.b Make arts and culture, including live programming, visible in the streetscapes and landscapes
of the community. (I - City Manager, County Manager, local organizations)
I.4. Support and encourage activities and community infrastructure, both social and
physical, that enable and sustain the Aspen Idea. (Community Goal, Collaborative
Initiative)
I.4.a Encourage recreational and cultural programs that support personal growth, enhance family
relationships and encourage civic involvement. (LT- Community non - profits, CR, City Manager,
County Manager)
I.4.b Create incentives for alcohol free, family friendly community events (LT- Special Events)
Aspen Idea Action Items - Appendix
4
April 27, 2011 Revisions 2011 Aspen Area Community Plan
Aspen Idea Policies and Action Items
II. ARTS FACILITIES
II.1. Maintain the legacy of the Aspen Idea by enhancing and preserving our non -profit
and quasi - public facilities and spaces and ensuring that development of new facilities is
consistent with community goals , including:
• use by a diverse range of people;
• collaboration with other groups;
• programs that reach outside the facility itself and into the public realm,
• meaningful and affordable local participation in programs and offerings,
• encouraging local talent;
• an emphasis on renovation and adaptation of current structures;
• multi - purpose space; and
• use of reusable materials and renewable energy in its design and construction.
(see also Growth Management for Community & Economic Sustainability Chapter)
(Community Goal, Collaborative Initiative)
II.1.a Explore amendments to the City and County Land Use Codes to include standards to ensure
that when a facility expansion, redevelopment and /or new development is proposed it:
• Allows for use by a diverse range of people;
• Includes programs that reach outside the facility itself and into the public realm, making art and
culture visible in the community;
• Facilitates meaningful and affordable local participation in its programs and offerings, and
encourage local talent;
• Emphasizes renovation and adaptation of current structures;
• Requires reusable materials and renewable energy in its design and construction;
• Requires collaboration with other non -profit groups during the design to broaden the utility of
public space;
• Provides multi - purpose space for the Aspen Area community; and
• Maintains high quality facilities.
(I - P, City Manager, County Manager, non -profit groups, etc)
II.1.b Explore community partnerships, amendments to the City and County Codes, and other
methods to prevent the conversion of civic or non -profit facilities to private use. (I - P, City
Manager, County Manager, non -profit groups, etc)
•
Aspen Idea Action Items - Appendix
5
Exhibit B
The Aspen Idea
Vision
We are committed to sustaining and revitalizing the Aspen Idea.
Philosophy
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. The- Aspen- IdeaIt 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 us-provide
balance to our community and to our every- dayindividual liv€es.
The concept is attributable to Walter and Elizabeth Paepcke, and a circle of friends from Chicago
who began convening intellectuals, artists, skiers, philanthropists and philosophers in Aspen after
World War II.
-• . . • . _ . We also-value authentic engagement with others,
including civil discourse about the kind of community we want to create and maintain. The
Aspen Idea is a core element of the community's heritage and identity, enriching our quality of
life and reinforcing Aspen's national and international profile.
1 Despite its central role in forming Aspen's character, the Aspen Idea can sometimes feels like a
historic chapter in our past, rather than an enduring and uniting concept that defines our
community and sets us apart in a unique and positive way.
There are promising opportunities to raise the profile of the Aspen Idea while widening and
broadening the perception of Aspen how Aspen is perceived. A collaboration including local
business, ACRA, the public sector, key institutions, anon- profits, and individuals can explore
strategies to collectively rediscover and reinvigorate the Aspen Idea. We can illustrate how the
experience of Aspen can stimulate mind, body and spirit.
businesses focus on recreation and other groups have a strong spiritual component. It is difficult,
and perhaps unnecessary, to categorize ono activity as only focused on the mind, or only related
to the body, or the spirit. For example, skiing, backcountry hiking or hang gliding arc about the
a seminar on the classics can stimulate the mind and the spirit at the same time.
In a s asonal resort environment, it is understandable that many local organizations arc in
of value, it is that collaboration across the private and public sectors can result in a bigger picture
that is somehow greater than the sum of its parts.
1
A collaborative approach to reinvigorating the Aspen Idea can also create common ground
into the future. rebuild local enthusiasm for the Aspen Idea, create common ground to reduce
stratification in the community and diversify and strengthen our visitor base.
What's Changed Since 2000 +
What's New in the 2011 AACP
What's Changed Since 2000
A number of local institutions and non - profits have expanded their programs and facilities and
since 2000. The following are just a few examples:
• Aspen Music Festival Music Tent (2000)
• Spiritual Paths Foundation at Community Chapel (Est. 2000)
• Voter approved tax to support the Healthy Community Fund (passed 2002)
• Aspen Recreation Center (2004)
• Aspen Ideas Festival (2007)
• Doerr Hosier Center at the Aspen InstituteAspen Fire Protection District Headquarters
station (201094)
• Pitkin County Animal Shelter (200x)
• Aspen Environment Forum (Est. 2007)
• Shigeru Ban - designed Aspen Art Museum (Approved 2010)
• Renovation of the historic Wheeler Opera House (2011)
The many arts and cultural events in Aspen have long supported the Aspen Idea. A 2004 study
found they average a $36 million impact to the local economy — with a majority of expenditures
coming in the summer months. A 2001 Economic Impact of the Arts Study showed that total
expenditures by audiences for arts and cultural events average $31.3 million in the summer, and
$1.8 million in the winter.
At the same time, there has have been some disconcerting unsettling
regarding changes to seine -local institutions, including the closure of the Silver Lining Ranch, a
non - profit supporting children with cancer; and the closure demolition of The Given Institute,
which hads been sponsoreding retreats, conferences and public lectures since 1972 under the
auspices of the University of Colorado.
What's New in the 2011 AACP
This chapter was originally titled "Arts, Culture & Education" in the 2000 Aspen Area
Community Plan. - - - • - .' - _ .. •_ . - . . . . - - - - - - . - -
Aspcn Idca.
This new chapter also focuses on the accessibility of events and educational opportunities related
to arts and culture, and al-se-suggests a set of standards to consider when developing new
facilities or refurbishing existing ones.
Finally, this chapter calls for exploring methods to address the further loss of quasi - public
institutions.
Linkages:
This plan recognizes that community goals are often inextricably linked: sometimes they
complement each other, and at times they come into conflict. The Aspen Idea is the basic
1 underpinning of our hriving community. It is manifested in many ways,
including our outdoor lifestyle, arts and cultural events, continuing education and the
preservation of the natural environment.
4 Policies
I. REVITALIZING THE ASPEN IDEA
1 I.1. Support education efforts about, and encourage local and visitor participation in, the Aspen
Idea. • - ' . ' - . . . . - - . •: - - : - - • - . (Community Goal,
Collaborative Initiative)
I.2. Encourage collaboration among non - profit organizations, local government, and local
Businesses, and individuals. (Community Goal, Collaborative Initiative)
I.3. Foster greater inclusivity and participation in cultural events from within the spectrum of
community residents and visitors. (Community Goal, Collaborative Initiative)
1.4. Support and encourage activities and community infrastructure, both social and physical,
that enable and sustain the Aspen Idea. (Community Goal, Collaborative Initiative)
II. ARTS FACILITIES
II.1. Maintain the legacy of the Aspen Idea by enhancing and preserving our non - profit and
quasi- public facilities and spaces and ensuring that development of new facilities is consistent
with community goals, including:
• -use by a diverse range of people;
• • collaboration with other groups;
• programs that reach outside the facility itself and into the public realm,
• meaningful and affordable local participation in programs and offerings,
• encouraging local talent;
I • an emphasis on renovation and adaptation of current structures;
• multi - purpose space; and
• use of reusable materials and renewable energy in its design and construction.
•
1 (see also Growth Management for Community & Economic Sustainability Chapter) (Community
Goal, Collaborative Initiative)
Policies and Action Items
I. REVITALIZING THE ASPEN IDEA
M. Support education efforts about, and encourage local and visitor participation in, the
A spen Idea. ' • ' . '. • ... • .• • • • --'1' . , . • ... • , . Community Goal,
Collaborative Initiative)
I.1.a Research the historical roots of the Aspen Idea to help rediscover and revitalize the original
concept. (I — Aspen Institute, Aspen Historical Society, local organizations)
1.1 .b Establish a program to educate the community and potential visitors about the Aspen Idea,
including on -line programming. (LT - CR)
I.2. Encourage collaboration among non - profit organizations, local government and local
businesses. (Community Goal, Collaborative Initiative)
I.2.a Explore a working group to promote collaboration and coordinate planning. This
working group could be identical to, or related to, the working group referenced in
Managing Growth & Economic Sustainability Action Item I.1.a. (Maintain Our Tourist -
Based Economy). Its mission could include the following concepts, as well as many
others:
i) Coordinate special events so they are balanced throughout the winter and summer
seasons.
ii) Collaborate to create experiences that embody the Aspen Idea through a range of
activities that balance the mind, body, and spirit.
(I — Working Group, ACRA, SkiCo, City of Aspen, Red Brick etc.) •
I.3. Foster greater inclusivity and participation in cultural events from within the spectrum
of community residents and visitors. (Community Goal, Collaborative Initiative)
I.3.a Establish and leverage a comprehensive, user - friendly, web based calendar / resource to
facilitate dissemination of information and schedules of events. (I — ACRA)
1
I.3.b Make arts and culture, including live programming, visible in the streetscapes and
landscapes of the community. (I — City Manager, County Manager, local organizations)
C.. ...._,.. fetmt......
I.4. Support and encourage activities and community infrastructure, both social and
physical, that enable and sustain the Aspen Idea. (Community Goal, Collaborative Initiative)
I.4.a e Encoura' a recreational and cultural • ro .rams that su • • ort • ersonal • rowth -nhance
family relationships and encourage civic involvement. (LT- Community non - profits. CR, City
Mana ' er Coun Mana ' er
I.4.b3.d Create incentives for alcohol free famil frien• l communit events LT- Siecial
Events)
II. ARTS FACILITIES
II.1. Maintain the legacy of the Aspen Idea by enhancing and preserving our non - profit
and quasi - public facilities and spaces and ensuring that development of new facilities is
consistent with community goals: , including:
• use by a diverse range of people;
• collaboration with other groups~
• programs that reach outside the facility itself and into the public realm,
• meaningful and affordable local participation in programs and offerings,
• encouraging local talent;
• an emphasis on renovation and adaptation of current structures;
• multi - purpose space; and
• use of reusable materials and renewable energy in its design and construction.
(see also Growth Management for Community & Economic Sustainability Chapter)
(Community Goal, Collaborative Initiative)
Il.1.a Explore amendments to the City and County Land Use Codes to include standards to
ensure that when a facility expansion, redevelopment and /or new development is proposed it:
• Allows for use by a diverse range of people;
• Includes programs that reach outside the facility itself and into the public realm, making
art and culture visible in the community;
• Facilitates meaningful and affordable local participation in its programs and offerings,
and encourage local talent;
• Emphasizes renovation and adaptation of current structures;
• Requires reusable materials and renewable energy in its design and construction;
• Requires collaboration with other non - profit groups during the design to broaden the
utility of public space;
• Provides multi - purpose space for the Aspen Area community; and
• Maintains high quality facilities.
(1 - P, City Manager, County Manager, non-profit groups, etc)
1
II.1.b Explore community partnerships, amendments to the City and County Codes, and other
methods to prevent the conversion of civic or non - profit facilities to private use. (I - P, City
Manager, County Manager, non-profit groups, etc)
Exhi bit C
ASPEN C C HAM BE R
RESORT ASSOCIATION
RESOLUTION OF SUPPORT FOR A FORMAL LODGING STUDY INCLUDED WITH
THE 2011 ASPEN AREA COMMUNITY PLAN AND UPDATE TO THE 2007 -2008
ECONOMIC STUDY.
1
WHEREAS, the Aspen Chamber Resort Association is the only business advocacy group in the
Aspen area with over 730 member businesses representing the local business and resort
perspective and interest;
WHEREAS the Aspen Chamber Resort Association Board of Directors and member
businesses, have actively sought to participate in the 2010 Aspen Area Community Plan
(AACP) over the course of the last three years and identified it as the number one local issue in
the spring 2011 membership survey;
WHEREAS, the Aspen Chamber Resort Association recognizes that the AACP is a vision for
the future of the Aspen Area that will help guide community decision - making for the next ten
years; and
'I WHEREAS, the Aspen Chamber Resort Association recognizes that many of the limitations
included in the AACP are based on the economic study done in 2007 -2008, when the economy
and economic activity were much more robust and before the severe downturn in the nation's
economy and its impact locally in Aspen and Pitkin County; and
WHEREAS, the Aspen Chamber Resort Association has consistently engaged in public
comment on the AACP and has expressed dissatisfaction that no economic report is included
and have publicly stated the plan should be aspirational not regulatory in nature.
WHEREAS, the Aspen Chamber Resort Association recognizes that individual member views
may differ on the specifics of the AACP, but believes that our membership is in agreement that
this is an issue that needs to be constructively addressed; and
NOW THEREFORE BE IT RESOLVED, that the Board of Directors of the Aspen Chamber
Resort Association requests the City of Aspen in cooperation with the Aspen Chamber Resort
Association and other interested parties to pursue an update to the 2007 -08 economic study on
which much of the currently proposed AACP was based; and that the City of Aspen, the Aspen
Chamber Resort Association and other interested parties jointly hire an independent consultant
to determine if the goal of encouraging "economy to moderate" lodging is realistic or even
possible when considering the significant cost impact of mitigation fees, housing requirements,
low impact mass and scale limitations, and overall construction and operation costs as
proposed in the Aspen Area Community Plan.
Adopted this 26 day of April, 2011
Warren Klug, ACRA Board Chair Debbie Braun, President & CEO
Proposed AACP Review Schedule: Exhibit D
All meetings are scheduled from 4:30 — 7/7:30. Regular P &Z meetings are included to provide a
complete picture of the P &Z schedule over the next few months. AACP meetings are in Bold. (A
calendar view is also attached)
Tues May 10 — Discuss special topics — 100% Thurs June 16 - Managing Growth for
mitigation, economy /moderate lodging, and Community & Economic Sustainability
regulatory/guiding
Tues June 21- City regular meeting
Tues May 17 — City /County regular meetings
Thurs June 23 - Managing Growth for
Thurs May 19 — HP /Lifelong Community & Economic
Sustainability /Introduction
Tues May 24 — West of Castle Creek
Corridor /UGB Tues June 28 — City /County regular meetings
Thurs May 26 — Transportation Tues July 5 — City /County regular meetings
Tues May 31— Housing Thurs July 7 — Final Review
Thurs June 2 — Parks /Environment Tues July 12 — Final Review
1
Tues June 7 - City regular meeting Thurs July 14 — Final Review
Thurs June 9 — Managing Growth for Tues July 19 — City /County regular meetings
Community & Economic Sustainability
Thurs July 21— Final Review
Tues June 14 - City /County regular meetings
Tues July 26 — Adoption/Recommendation
1
-- -- z
r.)
N
O
a s'"^r. N
T 1
0
fo N
v
_. Nrne�o `-n V'
0 ryry
N y ...aoaNN
c
S q
-1 N
pppp \ • I CO
1- n --iNN - - _� - _ -� -_- N - -- V•_ _.. _.
O C:•.1NN
f
D t fNOf.O
lA N
C
ryry lL
,. ^77-.NN N.
- ' -'Nr, ID I 0
N M
1E "'.- .�
N o! V r1 '-' CO ..1 f 4 •
MO NN.-, r0
._ .T
..m R'i c_\, - ' C "k
(--',---- I
10
ID
0
a)
V-1
C
r-1 00 Ln 0
d , I '1 ` N n
'F i . 3
--'
o .3 -17) .. f F r
ti )
l Q R,_ n [ v. 1.
CO 1.) 1 U �-1 ^5 N M
>:
CO
13
C
0
Z
N
CD T .,
N r
v
c o
N T
J
>I
O
'° N N o
— °
L l AeW CO
0 8 DPW TZ ICON �W 8Z Z Z AeW bun[ 5Z AEU u
NI
Z
a
N
O
; NO" T.`-'',. ^/
V r: rvl c)
O
N_
V- ~' Y-1121 g; r. ru N
N c
t n _ V1
cr
r
o
. C I. NN
Y4 C -t r■I IN
£ V N %N
r9
�
C -i
ryry LL
K tr
LL "9:=,g, [yl d - -- F� N (.
.. E NO\b ;
N 3 .r CO LAN I .�` � � f IN
.o
•
0 om NN 0 `1 .? S .
i{j M ( � ) ty
N { cn ri N -- f.7
T
10
l a
CV
C
0)
v
\ - i
C N 01
n ap 311 N N
A.
rc
,,� Wi z-- -,
M I, . I —
T
N
r.
u
F
I1 M �p I N ['1
- .-
0
NN 1
C O
O.
a N
N
m N C N
2
in o E
I n - bun(- 6Z Ae6J IT 5 uric 81 _Zi un( 5Z 6T uni Z Inc 9Z tint' Ni
a
d
N
ry 01
N �:-1 \NN r
O
N
: NNra.,,N D \
N
1- 1- :.1:9,A to
0
N
MO�
Q 1 2 NOJbpM N V� ( v 4
O - +WHNO
f
.-
4Y1 :+NN
r
D
P
_
LL
LL .y W -I • I ^ co in N Y
,--4 N
^.:.,NN
N L bf-NN
T
>,
F N
•
f \
I l
0 1 \ ':Is' 1 `I i
M I' 1 N _ q
i
a
v)
aJ
c .,
a
v
O tei N LO } N M
t
T
a ;3
7 \T
1 < - ) N I (f
' <_) to 1 .
N in H , 1 N N -_ --
>
N
-p
01
r. ,I to 0
N ,1 r+ Q
r _ _ ._ . — —
o
N N
1. J
N
v
o^1 - N M E
,3 M 8 n ZIf1C- 9ZU 11 [ 6 - CInC 91 -OTI £Z - LTInC 0£ -bZpi 961 N ,