HomeMy WebLinkAboutagenda.council.worksession.20110919 MEMORANDUM
TO: Mayor and City Council
FROM: Jessica Garrow, City Long Range Planner
Ben Gagnon, City Special Projects Planner
Chris Bendon, City Community Development Director
DATE OF MEMO: September 15, 2011
MEETING DATES: September 19, 2011, 5pm, Council Chambers
September 20, 2011, 4:30pm, Council Chambers
RE: Review of 2011 Aspen Area Community Plan
REQUEST OF COUNCIL: No action is requested at this time. This is the first of
seven work sessions to review the 2011 AACP. This meeting focuses on code changes
that could be adopted simultaneously with the AACP to ensure that Council has purview
over mass, scale and neighborhood compatibility in all land use applications. In addition,
staff will present a strategy for reviewing the document, beginning with the Aspen Idea
chapter.
OVERVIEW: Based on feedback from City Council at the August 30 work session,
Staff proposes the following AACP review schedule:
• Sept 19: Identify potential code changes to ensure mass & scale considerations in
project reviews, identify other potential code amendments, overview of the
chapter review process, review the Aspen Idea chapter.
• Sept 20: Review Historic Preservation and Lifelong Aspenite chapters.
• Oct 4: Review Transportation, Parks /Recreation/Open Space /Trails, and
Environmental Stewardship chapters.
• Nov 7: Review West of Castle Creek Corridor chapter.
• Nov 29: Review Housing and Managing Growth for Community & Economic
Sustainability chapters.
• Dec 5: Review Managing Growth for Community & Economic Sustainability
chapter.
• Dec 6: Review Introduction, Wrap up.
The Planning and Zoning Commission is finalizing their review of the document. They
expect to complete their review in mid - October.
SUMMARY: If the AACP is adopted as a guiding document, the areas of the code that
require "consistency with the Aspen Area Community /Comprehensive Plan" need to be
amended. In the past, the AACP was adopted by ordinance and considered regulatory.
City Council has used the AACP to evaluate the mass and scale of a development as well
as how well the development fits in with the surrounding neighborhood. The use of the
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AACP in this manner was upheld by the Pitkin County District Court in the recent
Wienerstube case.
Since both Staff and the City Planning & Zoning Commission are recommending the
2011 AACP be adopted as a guiding document, it is recommended that code changes be
made simultaneously to ensure City Council has the ability to address mass and scale and
other issues previously addressed by reference to the AACP. Staff believes that
incorporating standards related to mass, scale, and neighborhood context directly into the
Land Use Code at the time that the AACP is passed will provide as strong if not a
stronger position as was provided by relying on references to the AACP within the code.
Staff is suggesting the addition of new language to the land use code under Commercial
Design Review, Subdivision, Historic Preservation and Common Development Review
Procedures. Although these changes would require a separate review and vote, the code
changes should ideally be made at the same time that Council adopts the 2011 Aspen
Area Community Plan to ensure the continued ability to evaluate the mass, scale, and
neighborhood compatibility of projects.
MASS & SCALE CODE CHANGES: Staff is proposing specific language changes to
code sections where mass and scale are likely to be reviewed and sections that reference
the Aspen Area Community Plan.
Commercial Design Review: Commercial Design Review enables the City to review the
mass, scale, and general neighborhood compatibility of a building. The Planning and
Zoning Commission and Historic Preservation Commission conduct this review. When
the Planning and Zoning Commission or Historic Preservation Commission approves a
conceptual Commercial Design Review application, the code currently allows Council to
"call up" the application. However, this Council "call up" is limited to whether the
correct procedure was followed, and does not provide an opportunity for Council to
weigh in on substantive issues such as mass, scale and neighborhood compatibility. Staff
is suggesting a code change that would provide Council the opportunity for a "call
up" review on substantive issues, also known as a "de novo" review.
Historic Preservation: When the Historic Preservation Commission (HPC) renders a
final approval for development, the code currently allows Council to "call up" the
application. However, this Council "call up" is limited to whether the correct procedure
was followed, and does not provide an opportunity for Council to weigh in on substantive
issues such as mass, scale and neighborhood compatibility. Issues like mass and scale are
typically resolved at "conceptual" rather than "final," but the Council "call up" for HPC
design decisions occurs at final review. Staff is suggesting a code change that would
provide Council the opportunity for a "call up" on substantive issues, known as a
"de novo" review. Staff also suggests that this "call up" opportunity should occur
after the HPC approves the conceptual application, rather than after final approval.
Subdivision: When the Planning and Zoning Commission or City Council reviews a
subdivision application, there is currently no standard of review that clearly focuses on
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mass, scale and neighborhood compatibility. The closest standard of review in
subdivision is: "The proposed subdivision shall be consistent with the Aspen Area
Comprehensive Plan." Staff suggests replacing this language with a new standard of
review; something like: "The proposed subdivision shall be compatible with the
context of the neighborhood in terms of mass and scale." Alternatively, language
from the SPA review criteria could be used: "The proposed subdivision shall be
compatible with or enhance the mix of development in the immediate vicinity of the
parcel in terms of land use, density, height, bulk, architecture, landscaping and open
space."
Although this may seem like a major change, the fact is there are very few development
applications that only require Subdivision review. In most cases, a Subdivision proposal
is accompanied by other types of review, such as PUD or SPA, which provide ample
opportunity for Council to review for compatibility, mass and scale.
Planned Unit Development (PUD): The standards of review include:
• "During review of the proposed dimensional requirements, compatibility with
surrounding land uses and existing development patterns shall be emphasized."
• The proposed dimensional requirements permit a scale, massing and quantity of
open space and site coverage appropriate and favorable to the character of the
proposed PUD and the surrounding area."
Specially Planned Area (SPA): The standards of review include:
• "Whether the proposed development is compatible with or enhances the mix of
development in the immediate vicinity of the parcel in terms of land use, density,
height, bulk, architecture, landscaping and open space."
• "Whether the proposed development creatively employs land planning techniques
to preserve significant view planes, avoid adverse environmental impacts and
provide open space, trails and similar amenities for the users of the project and
the public at large."
Common Development Review Procedures: During review of the Wienerstube
application, City Council requested the applicant to provide genuine outreach to the
neighbors. This was also a point that Judge Nichols addressed in her opinion. Staff
proposes adding a requirement that all applicants demonstrate genuine outreach to
neighbors and an opportunity for neighborhood feedback prior to the first public
hearing on the application. This proposed change is not directly related to mass and
scale, but would provide neighbors that may be impacted by a development to voice their
comments and concerns early in the process when they may have an opportunity to
impact the project design.
OTHER POTENTIAL CODE CHANGES: There are other potential code changes
that may be worthwhile pursuing as part of the AACP adoption process.
Adoption of Long -Range Plans: City Council members have expressed a desire to
explore potential modifications to the review and adoption process for the AACP.
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Council members have asked staff to consider the length of the process, the role of the
community, P &Z, Council, and staff in any update, as well as the frequency of updates.
Currently, the code requires the Planning and Zoning Commission make a
recommendation to City Council on any plan that will be used in a Regulatory manner.
City Council must then adopt the plan through an Ordinance. The Code also allows both
the P &Z and City Council to consider and adopt any plan that is Guiding in nature. This
occurs by Resolution. Though the City has made significant efforts to engage the
community on planning in general and the AACP in particular, the code does not require
public outreach on long range planning efforts. Participation by the community is
essentially limited to the traditional public hearings.
In an effort to clarify the process and enable future long range plans to be reviewed and
adopted expeditiously, staff proposes the following change to the review process for all
long range and master plans:
1. Compile existing conditions/background information as necessary. (staff)
2. Conduct a public outreach process. (staff)
3. Write a draft plan based on step 1 & 2. (staff)
4. Hold a 30 - 90 day comment period for the public. During this time, P &Z and
HPC would be asked to provide formal comments on the plan. (The length of the
comment period would be determined by City Council)
5. Repeat any steps, as determined necessary by City Council.
6. Formal review and adoption of plan by City Council.
This proposal is very similar to how the federal government conducts their public
process. Staff believes this review process would effectively utilize staff resources, and
would likely engage the community more effectively than the current procedures.
Code Amendment Process: Another potential change could be to the procedure for
code amendments. Currently, code amendments are first reviewed at P &Z and then sent
to City Council for review and adoption. Instead of following this procedure, a separate
Code Commission could be created to address the concepts of code amendments, rather
than getting into the detail of the language. Those concepts would then be forwarded to
City Council for review and adoption. If Council disagrees with the concept, then the
code amendment would not be pursued. The group could include representatives from
City Council and P &Z, as well as general community members.
Occasionally staff and P &Z work on the details of a code amendment, but when it is
brought forward to City Council, Council disagrees with the premise or purpose of the
amendment. In addition, there have been times when City Council has asked staff to
work on specific code amendments, but P &Z disagrees with the concept or premise and
has a difficult time reviewing the proposed amendment. A Code Commission could
improve the efficiency of the code amendment process by focusing on concepts rather
than specific language.
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REVIEW OF AACP CHAPTERS: At the August 30 work session City Council
expressed interested in reviewing the AACP on a chapter -by- chapter basis with a focus
on the main philosophies and policies in each. Staff proposes the following format for
reviewing the AACP chapters:
1. Provide an overview of the chapter's main concepts and policy direction.
2. Review the evolution of the chapter's major policies and themes over the past
three years.
3. Highlight changes the P &Zs have made to the chapter since the August 30` draft
Council received at the August work session.
4. Provide a staff recommendation on changes to the chapter. Each chapter will be
attached to the work session memo and staff changes will be incorporated into
them using track changes.
There are a few general changes that have occurred during the P &Z review. Between the
September 2010 draft and the March 2011 draft the following changes were made:
1. Added a section on background/historic information to each chapter ( "What's
Changed Since 2000 ").
2. Added a section on policy difference between the 2000 AACP and the 2011
AACP ( "What's New ").
3. Added a section identifying the ways a topic /chapter is linked to other
topics /chapters ( "Linkages ").
4. Moved all Action Items to an Appendix.
5. Categorized Policy Statements into: Community Goal, Collaborative Initiative,
Incentive Program, Work Program for a City or County Department(s), Data
Needs, Proposed Code Amendment, Regulatory Statement.
Between the March 2011 draft and the August 2011 draft the following general changes
were made:
1. Eliminated the Regulatory Statement category of Policy Statements.
2. The P &Zs attempted to shorten the document where possible by tightening
language.
3. The P &Zs renamed the "Action Items" "Implementation Steps" and attempted to
tone down the language regarding their implementation.
Aspen Idea:
1. The Aspen Idea chapter is the first chapter in the draft AACP. This became the first
chapter after members of the public requested the chapter be moved to provide a
greater focus and emphasis on it. The chapter focuses on revitalizing and sustaining
the Aspen Idea. The Aspen Idea is a core element of Aspen's history and culture, and
the chapter encourages continued efforts to bring it into our everyday lives through
arts, culture, non - profits, and education. The chapter also focuses on ensuring there
are adequate facilities to support these activities.
2. This chapter has remained consistent throughout the review. The chapter was
originally called "Sustaining the Aspen Idea," but was shorted by P &Z to "Aspen
Idea." Some language changes were made to the Vision and Philosophy in an effort
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to improve the tone, but the underlying themes of revitalizing the Aspen Idea,
supporting arts and culture, and encouraging the retention of existing and
development of new facilities that support the Aspen Idea remains. The latest draft
includes a greater focus on the concerns expressed by the community regarding the
loss of some prominent facilities, including Silverlining Ranch and the Given
Institute.
3. The P &Zs made two minor changes to this chapter after August 30th. They
combined action items 1.1.a and I.1.b, and they deleted the bullet points listed in
action item II.I.a.
4. Staff does not have any recommended substantive changes to this chapter. Minor
wording changes are highlighted in the attached draft.
Historic Preservation:
1. The Historic Preservation chapter focuses on the importance of preserving our
history through our built environment, including structures, the ditches,
landscapes, and the historic grid. The chapter states that the public sector should
be a role model in the preservation and adaptive re -use of buildings. The chapter
also focuses on the importance of maintaining a fair, productive, and consistent
review process.
2. The chapter has remained relatively consistent throughout the P &Z review
process. One change resulted from the completion of the Historic Preservation
Task Force's work regarding the preservation of Post -War Structures. The
September draft called for evaluating the significance of Post -War properties
through context papers, designation criteria, scoring sheets, etc. When the Task
Force finalized their work and City Council adopted code amendments to the
program, the draft was amended to reflect that this work was completed.
3. The P &Zs made one minor change to this chapter after August 30th. They
deleted some information in the call -out box that repeated what was in the body of
the chapter text.
4. Staff recommends that Council examine language related to TDRs when Council
review the Growth chapter. Currently, the Historic Preservation chapter calls for
encouraging the use of City TDRs as a method of preserving the historic integrity
of designated structures. The P &Zs are still reviewing the Growth chapter, but
there appears to be some desire to call for the use of County TDRs in the City,
which, if implemented, could negatively impact the city's Historic TDR program.
In addition, Historic Preservation staff recommends that the following action item
be added: "I.2.e Provide educational opportunities and training for historic
preservation contractors." Other minor changes are highlighted in the attached
draft.
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Lifelong Aspenite:
1. The Lifelong Aspenite chapter focuses on providing a range of services and
opportunities for people throughout their lifecycle. The chapter focuses on self -
reliance (ensuring basic needs are met), public safety (ensuring a safe
community), health & well -being (encouraging healthy living), and education
(encouraging lifelong educational opportunities). This is a new chapter to the
AACP, and was created with significant input from various City and County
departments, including Kids First, Public Health, and Health & Human Services,
as well as community groups, including the schools, CMC, AVH, and various
non - profits.
2. This chapter evolved throughout the P &Z's review process because it is new and
covers issues the P &Zs do not regularly address. The chapter was originally
called "Planning for the Lifelong Aspenite," but was shorted by P &Z to "Lifelong
Aspenite." The chapter has gotten significantly shorter throughout the review
process, but the chapter contains a lengthy list of Implementation Steps. The
main content has been consistent throughout the versions, but the August draft
was the first one that brought education to the forefront as a policy area. The
policies and action items were previously listed under Self - Reliance, but the
P &Zs determined that a separate category was more appropriate.
3. The P &Zs made one minor change to this chapter after August 30th. They edited
Policy IV.1 to read "Ensure all residents have access to local educational
opportunities."
4. Overall, this chapter has already become a useful tool to the agencies that are
addressed in it. Staff does not recommend any substantive changes to this chapter
at this time. City Departments are currently reviewing the document, with Kids
First, Police, and Environmental Health focusing on this chapter. Staff will
forward their comments, if they have any as part of the final wrap up review in
December. One item Council may want to consider is if the document adequately
addresses the needs of disabled Aspenites. County section leaders commented
that this might be an area that could use improvement generally, and specifically
related to housing opportunities. Minor wording changes are highlighted in the
attached draft.
Attachments:
Exhibit A: Aspen Idea Chapter - proposed staff changes
Exhibit B: Historic Preservation Chapter - proposed staff changes
Exhibit C: Lifelong Aspenite Chapter - proposed staff changes
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i
2011 Aspen Area Community Plan - Sept 15, 2011 ExhA
, , .,_ ,._.
$ 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. 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
f a individual lives. • The concept is attributable to Walter and Elizabeth Paepcke,
�••.a-�0� � and a circle of friends from Chicago who began convening
intellectuals, artists, skiers, philanthropists and philosophers in
M O . . c Aspen after World War II.
4- '''-- ,' ► '' Despite its central role in forming Aspen's character, the Aspen
Idea can sometimes feel like a historic chapter in our past,
t _ rather than an enduring and uniting concept that defines our
C • - j community and sets us apart in a unique and positive way. Flipped
We value authentic engagement with others, including civil paragraphs) /
W discourse about the kind of community we want to create and
. ... a. : N. maintain. The Aspen Idea is a core element of the community's
• heritage and identity, enriching our quality of life and
Cm. 1 reinforcing Aspen's national and international profile.
in - - There are promising opportunities to raise the profile of the
Aspen Idea while widening and broadening how Aspen is
1 ICC : 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
_ . n -- 9 : diversify and strengthen our visitor base.
Aspen Idea
16
2011 Aspen Area Community Plan - Sept 15, 2011
What's Changed Since 2000:
A number of local institutions and non - profits have expanded : 41-
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)
• Voter approved tax to support the Healthy Community Fund
(passed 2002) `
• Aspen Recreation Center (2004) The Aspen Area is home to a
• Aspen Ideas Festival (2007) wide variety of events - from
• Aspen Fire Protection District Headquarters station (2010) the Music School and Festival
Pitkin Count Animal Shelter (2005) to Food & Wine to Winterskol
• Y ( ) (pictured above) to X - Games
• Aspen Environment Forum (Est. 2007) - that play an important role
• Shigeru Ban - designed Aspen Art Museum (Approved 2010) in the communication of the
Renovation of the historic Wheeler Opera House (2011) Aspen Idea to visitors and
• locals alike.
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.
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
tuft-her loss of quasi - public institutions.
Aspen
Linkages ,Idea
The Aspen Idea is the basic underpinning of our thriving ---":2°1114‘ - community. It is manifested in many ways, including through
our outdoor lifestyle, arts and cultural events, continuing
education and the preservation of the natural environment. Economy
The many activities and events that embody the Aspen
Idea also help support our economy.
Aspen Idea
17
2011 Aspen Area Community Plan - Sept 15, 2011
•
•
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. 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 Managing Growth for Community & Economic
Sustainability Chapter)
Aspen Idea
18
2011 Aspen Area Community Plan - Sept 15, 2011
•
•
•
•
•
•
•
•
•
•
•
•
1
•
•
•
•
Aspen Idea
19
2011 Aspen Area Community Plan - Sept 15, 2011
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 and establish an educational program,
including on -line programming, to help rediscover and revitalize the original Aspen Idea concept.
(I - Aspen Institute, Aspen Historical Society, local organizations, CR)
I.2. Encourage collaboration among non -profit organizations, local government, local
businesses, and individuals. (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
for Community & Economic Sustainability Action Item I.4.b. (Achieving Community & Economic
Sustainability). 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)
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
Appendix - 4
2011 Aspen Area Community Plan - Sept 15, 2011
Aspen Idea Policies and Action Items
II. 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 Managing Growth for Community & Economic Sustainability Chapter)
(Community Goal, Collaborative Initiative)
II.1.a Explore amendments to the City and County Land Use Codes to implement the policy. (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
Appendix - 5
2011 Aspen Area Community Plan - Sept 15, 2011
Elhibiia
Vision
: Historic preservation connects us to our heritage, enabling us
: to learn from and appreciate the stories and context of our
: past. Preserving our historic resources differentiates us as a
: community and contributes to our long -term cultural awareness
C . _
: and sustainability as a community.
•
O n
a
N Om
If • Philosophy
Ishi -
1- Preserving the historic built environment is vital to our culture: •
We are all stewards of our history. We must consider what
+! ►,�
• we hope to pass on to future generations. Through effective II
PO outreach and education, we strive to raise community
- • awareness so that all of us feel responsible for the preservation
: of our history. While the overall goal of preservation is
foremost, the process should be one of balance, predictability,
L fairness, consistency and integrity.
W , • Preservation of historic structures and sites, the historic town
>" • layout, landscapes, and neighborhood ditches __ ___
.k,. 1 , connect us to the people, patterns,
I M „..,,, 4! • and events that are the fabric of our town in a way that l II ( enriches our future. In preserving our history, we ensure
• our culture and legacy is imparted to future generations. A
-- -`�` I I : respectfully restored historic structure or site honors the history
,� _, _ 11_. : and culture of our town, whereas a demolished one erases a
L . _ t - piece of the Aspen story forever.
We must build on what we have by authentically preserving
: historic structures and creating thoughtful new buildings
• that are compatible with that feeling of historical continuity.
Sensitivity to mass, scale, and building proportions directly
U influence how people perceive our town. Our built environment
reflects the character of our town's layering of history. By
1 _ : authentically preserving historic structures and creating
L : thoughtful new buildings we achieve historical continuity. While
we encourage creativity, new buildings must be
. • sensitive to historic patterns.
0 : ...
'I", What's Changed Since 2000
_ Over the past ten years, historic preservation policies have
undergone significant changes.
X .
(' ° "'" " `"` In 2005, Pitkin County passed a significant revision to the
Land Use Code providing for the voluntary protection of
_ : the important historic properties within the Urban Growth
-' - - Boundary. These code provisions have been successful
_: - _ _ _, _ in encouraging historic preservation. In 2008 the County
completed work onthe .Historic Preservation Handbook, which
includes background information on the history of the County,
a description of the incentives available to historic property
owners and a listing of good preservation practices.
Historic Preservation
62
2011 Aspen Area Community Plan - Sept 15, 2011
In December 2006, the City Council established an emergency
moratorium on building permits in the Commercial Core (CC) History of Preservation in
zone district while staff researched options on preserving the the Aspen Area
interiors of historically designated buildings. In December 2008,
the City Council lifted the moratorium without taking specific
action on the issue. The City of Aspen first took
steps to preserve historic
properties when the Main
In July 2007, City Council placed temporary protections on Street Historic District and
post -war properties that might be worthy of preservation. the Commercial Core Historic
There was extensive community discussion and debate District were established in
about the appropriate protections for these resources. In the early 1970s. In addition,
January 2011, after hearing recommendations from a Historic a handful of historic structures
Preservation Task Force, City Council approved changes to the were designated as landmarks
Historic Preservation Program to recognize the importance of through the 1970s - but a
both Victorian and Modern (post -war) buildings. Referred to more comprehensive approach
as AspenModern, the preservation of Modern or mid - century was taken in the `80s and '90s
when more than 200 historic
buildings is entirely voluntary, similar to the Pitkin County properties were landmarked.
program, which requires owner consent for designation. The city currently has almost
AspenModern seeks to incentivize the preservation of important 300 properties that are
buildings that are representative of Aspen's early ski era, its designated historic.
emergence as an intellectual center, and development as a ski
town. Definitions:
• Historic Preservation
• Benefit Package: A group
L I� I 1 1 of incentives offered
What's N e V V i n the . h e 2 0 1 1 to owners of historic
landmarks to encourage
AACP Good historic preservation
practices and to assist in
their role as stewards of
There are no substantive differences in the 2011 AACP Aspen's heritage.
compared to the 2000 AACP. Historic Preservation continues TDR DR Program: Allows
to be an important community goal. One new policy calls for City Jandmarks to permanently
further exploring methods to preserve historically significant remove unused square
interiors in publicly accessible buildings. footage, in increments of
250 square feet, from the
historic property to be
sold on the free market
as extra floor area to be
Linkages constructed on another
property within the city
limits. This program
Historic preservation is an important element of the resort reduces development
economy because it helps us to physically illustrate our cultural press re on historic
legacy, enabling us to "tell our story" to future generations. oroperties,
"Heritage Tourism" is a widely accepted
and proven strategy that attractstng visitors. This economic
development is an off -shoot benefit of historic preservation. Historic
Preservation Growth &
Economy
, •
•
Historic preservation is also aligned with our environmental •
ethic. The preservation and maintenance of historically
designated buildings is environmentally responsible Communit
compared to recent trends toward demolition and Character
replacement, Energy is saved by retaining existing structures
and making them more efficient, rather than demolishing the
structure and building anew.
Historic Preservation 63
2011 Aspen Area Community Plan - Sept 15, 2011 •
•
•
Historic Preservation Policy
Policies Categories
I .IISTORIC PRESERVATION EDUCATION
I.1. Raise public awareness and appreciation for the many eras Collaborative Initiative
of Aspen's story.
I.2. Improve public awareness and understanding of the City Collaborative Initiative
and County Historic Preservation Programs.
II. UPDATING THE HISTORIC PRESERVATION PROGRAM
II.1. Ensure that city codes support the historic integrity Work Program for Planning,
of designated structures and ensure compatibility with the Proposed Code Amendment
surrounding context in terms of site coverage, mass, scale,
height and form. (See Managing Growth for Community &
Economic Sustainbility Policy IV.3)
II.2. Ensure that the Historic Preservation Benefits Package Work Program for Planning
encourages owners of landmark property to preserve structures Department
to the highest possible degree of historic integrity while
minimizing adverse impacts to the neighborhood.
II.3. Encourage the use of the City's Historic Transferable Work Program for Planning
Development Right Program (TDR) as a method of preserving Department
the historic integrity of designated structures.
III. PUBLIC SECTOR
III.1. The public sector should set an example as a responsible Work Program for Planning
steward of preservation and adaptive re -use of historic and Asset Management
buildings. Departments
IV. PUBLICLY ACCESSIBLE INTERIORS
IV.1. Explore code changes to preserve exceptional character- Proposed Code Amendment
defining historic interiors in public buildings and publicly
accessible buildings.
Historic Preservation
64
2Q11 Aspen Area Community Plan - Sept 15, 2011
Historic Preservation Policy
Policies Categories
IPMEVIEW PROCESS & ENFORCEMENT
V.1. The Historic Preservation Commission's review process Work Program for Planning
should be positive, productive and fair, with a high level of Department and HPC
integrity, consistency and collaboration.
V.2. Routinely and fairly- consistentlyenforce property specific Work Program for Planning
approvals. Department and HPC
VI. ENERGY EFFICIENCY
VI.1. All historic landmark properties should be maintained in Proposed Code Amendment
a manner that improves energy efficiency
without compromising architectural integrity.
Historic Preservation
65
2011 Aspen Area Community Plan - Sept 15, 2011
Historic Preservation Policies and Action
Items
I. HISORIC PRESERVATION EDUCATION
I.1. Raise public awareness and appreciation for the many eras of Aspen's story.
(Collaborative Initiative)
I.1.a Create a publicly - accessible online database to collect and distribute information about our
historic buildings. (I - P, Aspen Historical Society)
I.1.b Establish a system for compiling information about significant buildings that are demolished,
including photographs and relevant stories about people and events associated with those
buildings. (LT - P, Aspen Historical Society)
I.1.c Establish a Landmark Signage Program with standards for interpretive signs. (I - P, HPC)
I.1.d Collaborate with local organizations to plan events and related materials regarding our history
and architectural innovation. (LT - P, local agencies)
I.2. Improve public awareness and understanding of the City and County Historic
Preservation Programs. (Collaborative Initiative)
I.2.a Implement a comprehensive education program that explains the overall goal of the
preservation programs, and rights and obligations of owners, developers, Realtors® and licensed
historic contractors. (I - P)
I.2.b Update standards for public notices to include a non - technical summary about proposed
projects and links to on -line development plans, staff reports, 3 -D modeling, and meeting
schedules. (I - P)
I.2.c Use 3 -D modeling as an educational tool for the public. (LT - P)
I.2.d Collaborate with local groups, such as the Aspen Historical Society, to plan special events
related to Aspen Area history and architectural innovation, etc. (I - P, local agencies)
1.2.e Provide educational oc,00rtunities and training for historic preservation contractors.
(1 - P)
II. UPDATING THE HISTORIC PRESERVATION PROGRAM
II.1. Ensure that city codes support innovative development while respecting the historic
integrity of designated structures and ensuring compatibility with the surrounding
context in terms of site coverage, mass, scale, height and form. See Managing Growthfor
Community & Economic Sustainability Policy IV.3 (Work Program for Planning, Proposed
Code Amendment)
II.1.a Review Historic Preservation Design Guidelines and Commercial Design Guidelines to ensure
that development is compatible with historic resources. (I - P)
II.1.b Use 3 -D modeling to implement the policy. (I - P)
Historic Preservation - Appendix
Appendix - 40
2011 Aspen Area Community Plan - Sept 15, 2011
II.2. Ensure that the Historic Preservation Benefits Package encourages owners of
landmark property to preserve structures to the highest possible degree of historic
integrity while minimizing adverse impacts to the neighborhood. (Work Program for
Planning)
II.2.a Use 3 -D modeling to compare and contrast what has been allowed under the Historic
Preservation Design Guidelines and Benefits Package to what would have been allowed under
regular zoning requirements. Consider amending the code to address impacts on the neighborhood
based on the findings. (I - P)
II.2.b Research benefit packages for preserving properties in other communities, and incorporate
best practices into City and County codes. (I - P)
II.2.c Explore the creation of benefits that do not affect development size, such as fee waivers or
tax incentives, for historic properties (LT - P)
II.3. Maximize the use of the City's Historic Transferable Development Right Program
(TDR) as a method of preserving the historic integrity of designated structures. (Work
Program for Planning Department)
II.3.a Explore amending the Code to require Planned Unit Developments (PUD ) to purchase TDRs
for any square footage above the underlying zone district allotment. (LT - P)
III. PUBLIC SECTOR
III.1. The public sector should set an example as a responsible steward of preservation
and adaptive re -use of historic buildings. (Work Program for Planning Department)
III.1.a Establish a long -term plan for the viability, functionality and energy efficiency of all publicly -
owned historic buildings. (I - P)
III.1.b Evaluate publicly -owned buildings and sites that are potential historic resources for
possible designation while also exploring appropriate changes in use or additions using new
Context Papers, Designation Criteria and Integrity Scoring System. (I - P)
III.1.c Explore purchasing historic properties that can also meet buy -down program goals for
Community Workforce Housing. (I - P, APCHA)
lia ACCESSIBLE INTERIORS
IV.1. Explore code changes to preserve exceptional character - defining historic interiors
in public buildings and publicly accessible buildings. (Work Program for Planning and
Asset Management Departments)
IV.1.a Inventory historic landmarks that are publicly accessible and identify character - defining
interior features. (I - P)
1 IV.1.b Establish criteria for historic designation of character - defining historic interiors that balance
preservation, functionality, and energy efficiency. (I - P)
IV.1.c Use the Secretary of the Interior's Standards for the preservation of historic interiors as
guidelines for amendments to the Land Use Code. (LT - P)
Historic Preservation - Appendix
Appendix - 41
2011 Aspen Area Community Plan - Sept 15, 2011
V. REVIEW PROCESS & ENFORCEMENT
V.1. The Historic Preservation Commission's review process should be positive,
productive and fair, with a high level of integrity, consistency and collaboration. (Work
Program for Planning Department and HPC)
V.1.a Ensure updates to the Historic Preservation program reflect the policy. (I - P)
V.2. Routinely and fairly- consistently enforce property specific approvals. (Work Program
for Planning Department and HPC)
V.2.a Improve the City's and County's enforcement of its rules and regulations related to historic
preservation. (I - P)
V.2.b Require on -going communication with staff during any renovation of or addition to historic
structures or sites. (I - P)
V.2.c Examine the penalties for owners and historic contractors when they violate approvals to
determine if these penalties are effective and fair. Amend the code based on the findings. (LT - P)
VI. ENERGY EFFICIENCY
VI.1. All historic landmark properties should be maintained in a manner that improves
energy efficiency architectural integrity.
(Proposed Code Amendment)
VI.1.a Provide owners of historic landmarks with free assistenee- advice from the Building
Department to facilitate energy- efficiency upgrades. (I - B)
VI.1.b Provide information about energy - efficiency loans, tax credits, and other resources to all
property owners that go through the historic preservation review process. (LT - P, B)
Historic Preservation - Appendix
Appendix - 42
Sept
20i 1 Aspen Area Community Plan - 1 S , 2011 1E. C.
Vision
: We will strengthen the quality of life and well -being for
: all people in our community by providing or promoting
: opportunities in housing, jobs and access to services through all
a ll i phases of life, from education to public safety and health.
. •■1.1 . i --- •: Philosophy
11111 , - . ,4
.
t 2 : Providing health and human services for anyone who calls the
C •. - : ! : Aspen Area "home" is integral to the long term sustainability
j *.� 1. of our community. Local governments, non - profits and
.'� • 4 " : community roups have made progress in addressing the needs
1 11111) ° f ` . 111 : of the "Lifelong Aspenite," but gaps still exist in the provision of
ii �_ -,,. ,. %,i essential services, including adequate housing and health care
Cl F f . options for all community residents. We value a collaborative
approach to finding creative, sustainable solutions.
(1) ,
We are guided by professional, legal and community standards
in providing opportunities for people of all ages and abilities to
4 _ . achieve a higher quality of life through:
• Self- Reliance: We must work together to help each person
in our community meet his or her basic needs and remain
_Ir ,
l f
. self - sufficient to the greatest extent possible.
�a
• Public Safety: We must continue to ensure that our safety
• i services (police, sheriff, fire, child and adult protection,
I: f ‘4. •41111 \►' 4 Mountain Rescue and emergency response, etc.) are
efficient, effective, accessible and coordinated.
o i i iI • Health and Well- Being: We must encourage the highest
level of personal health for everyone in our community
through programs that encourage healthy lifestyles, reduce
CD .
risks, and create access to quality health care regardless
of age, income or ability. Local and regional public health
agencies, local boards of health, providers, and non - profits
must work together to ensure community-wide access to a
comprehensive set of health services.
• Education and Lifelong Learning: We must work
o w together to ensure educational opportunities are available to
all members of our community.
INE 1
;1,SPEht
.
• um F IREs,.,
I ui PROTECTION -, /
DISTRICT • (
4
The Lifelong Aspenite
66
2011 Aspen Area Community Plan - Sept 15, 2011
What's Changed Since Definitions
2000 Community Health Impact
Assessment: a process that
measures health statutes and
The recent economic downturn has increased the demand for health risks of the population
health and human services throughout the country, including and the capacity of the public
here in Aspen. While demand has increased, funding sources health system to meet those
have not been able to keep pace, and private philanthropy, as needs. It is a formal approach
well as state and federal funding has decreased. to identifying health needs
and health problems in a
This chapter identifies many programs and initiatives that will community.
require funding into the future. Securing these sources will be Board of Health / Local
an important part of implementing the policies in this chapter. Public Health Agency:
The 2008 Public Health Act
Aspen has the only dedicated sales tax funding early childhood requires local designation of
education in the nation. Voters approved the sales tax in 1990, Local Public Health Agencies
and re- authorized it in 2008. This sales tax funds over 90% to oversee public health
of the costs to run Kids First, which provides childcare in the priorities and services. In the
Aspen Area. The tax is set to expire in 2040. Aspen Area the City Council
and the Board of County
Pitkin County voters approved a new property tax in 2002 to Commissioners are each Local
Public Health Agencies for
• support the Healthy Community Fund, and voted to renew their jurisdictions.
and increase revenues in 2006. The fund provides grants to
area non - profits that support health and well -being in the Self Sufficiency Standard:
community. In 2010, more than $1.4 million was granted to 61 Measures how much income
health & human service and community non -profit programs. working families need to
The tax is set to expire in 2012 unless it is renewed again. meet their basic costs without
public or private assistance.
In 2010, Aspen Valley Hospital received approval to begin a It is calculated on a county -
facilities expansion. This is funded in part by a bond approved by county basis, and includes
all costs a working family
by voters in Nov 2010. has, including housing, child
care, food, health care,
While City and County governments play an important transportation, and taxes.
leadership role in addressing the health and human services
gaps and demands in service (as the local Boards of Health and Restorative Justice: An
with direct responsibility for Kid's First, Senior Services and approach to justice where
the Healthy Community Fund),. there are dozens of non - profits, offenders are encouraged to
taxing districts (such as Aspen Valley Hospital, schools, CMC) take responsibility for their
and other entities that provide health and human services. One actions and "to repair the
harm they've done" - by
of the primary goals of this new chapter is to bring a range of (for example) apologizing,
groups together to explore innovative and collaborative ways returning stolen money,
to provide health and human services to our community. This or (far - example} doing
ethic of community and regional cooperation and collaboration community service.
enhances our quality of life.
Family Friendly: A variety of
working practices designed to
enable employees to achieve a
satisfactory work -life balance.
Healthy Family
Functioning: Healthy families
promote the emotional,
physical and social welfare of
individual family members.
Among the many factors that
contribute to this process are
a family's internal strengths
and the durability of the
family unit.
The Lifelong Aspenite 67
2011 Aspen Area Community Plan - Sept 15, 2011
What's New in the 2011
AACP
For the first time, the Aspen Area Community Plan includes a
chapter that highlights the services needed to help nurture and
support a healthy community. While past community plans have
promoted a high quality of life through growth management
tools, affordable housing policies, environmental programs,
and transportation initiatives, they have not comprehensively
addressed the health and human services needed to support
our community. This chapter focuses on the sustainability of our
entire community through health, safety, etre} economic,, and
family services.
Linkages
Our success in creating affordable housing and a Lifelong
demographically diverse year -round community has resulted in Aspenite Housing
increased needs for services related to health, education and
safety. Creating job, volunteer, and educational opportunities
that support our economy will help ensure the community
continues to support the Lifelong Aspenite. Our affordable
housing program is critical to the success of ensuring future .
generations are able to call Aspen home. A spen Idea
Parks,
Recreaction
Open Space &
Trails
The Lifelong Aspenite
68
2011 Aspen Area Community Plan - Sept 15, 2011
•
The Lifelon g Aspenite Policy
Policies Categories
•
SE REIANCE
I.1. Ensure that affordable, accessible high quality childcare is Community Goal
available for all families who need it.
I.2. Encourage businesses to adopt family - friendly employment Collaborative Initiative
policies.
I.3. Promote self - sufficiency and self - reliance through Collaborative Initiative,
coordinated, comprehensive and sustainable programs. Work Program for Health
and Human Services
I.4. Expand the opportunity for safe and healthy housing for Work Program for Health
those in need, including older adults, people with disabilities, : and Human Services and
and low- income populations. APCHA
I.5. Ensure that all community members have access to all Work Program for Health
public assistance programs for which they qualify. : and Human Services
II. PUBLIC SAFETY
II.1. Ensure a safe community. Community Goal
II.2. Ensure a safety net exists for e+1-at-risk Aspen Area Community Goal
residents, visitors and workers who may be at risk.
II.3. Reduce juvenile and adult crime. Work Program for Health
and Safety Agencies
The Lifelong Aspenite 69
2011 Aspen Area Community Plan - Sept 15, 2011
The Lifelong Aspenite Policy
Policies Categories
1 111711EALTH AND WELL -BEING •
III.1. Promote community -wide collaboration to address health Community Goal, Work
and social service needs throughout the community and in Program for Health and
association with new development. Human Services, Proposed
Code Amendment
III.2. Ensure that a comprehensive health care system exists Community Goal,
and that the community is aware of the system. Collaborative Initiative
III.3. Ensure that residents, regardless of payer source, Community Goal,
have access to primary care including prevention, palliative Collaborative Initiative
care, long -term care and health maintenance services,
—
Community Goal,
III.4. Ensure that residents of all ages and abilities have access Collaborative Initiative
to a comprehensive mental health and substance abuse system
that addresses acute and chronic mental health needs.
Community Goal,
III.5. Ensure that all residents have access to a comprehensive Collaborative Initiative
dental program.
Collaborative Initiative
III.6. Promote healthy family functioning.
Community Goal,
III.7. Promote and provide access to organic and sustainable Collaborative Initiative
local and regional food production.
IV. EDUCATION AND LIFELONG LEARNING
IV.1. Ensure all residents have access to local educational Community Goal,
opportunities. Collaborative Initiative
70
2011 Aspen Area Community Plan - Sept 15, 2011
The Lifelong Aspenite
Policies and Action Items
I. S - RELIANCE
I.1. Ensure that affordable, accessible high quality childcare is available for all families
who need it. (Community Goal)
I.1.a Establish an on -going program that encourages and supports parent engagement and
leadership in childcare programs and schools. (LT - Aspen K -12, KF, PH, Community Non - Profits,
HHS)
I.1.b Work with local, regional, state, and federal organizations to maintain and increase funding so
that early childhood education remains affordable. (I - KF)
I.1.c Improve the quality of childcare through a variety of tools, such as grants, coaching, pre -
licensing support and Qualistar Rating. (I - KF)
I.2. Encourage businesses to adopt family - friendly employment policies. (Collaborative
Initiative)
I.2.a Educate employers, increase public awareness and explore lobbying for legislation regarding
the "best business practices" to enhance business productivity while supporting families. (I - HHS,
KF, CMC, Private Sector)
I.2.b The public sector should serve as a model for implementing this policy. (LT - HHS, KF, City
Manager, County Manager)
I.3. Promote self- sufficiency and self - reliance through coordinated, comprehensive and
sustainable programs. (Collaborative Initiative, Work Program for Health and Human
Services)
I.3.a Educate our community about the Self- Sufficiency Standard, the importance of earning a
livable wage, and the resources available to promote self - sufficiency. (I - HHS, PH, Aspen K -12, KF)
I.3.b Identify all local subsidies, such as RFTA, APCHA, Child Care assistance, food programs and
health care, and educate our community about their monetary value. (LT - HHS, RFTA, APCHA, KF,
PH, Community Non - Profits, Private Sector)
I.3.c Encourage programs that will foster cultural and language integration in businesses and
schools. (LT- Community Organizations)
I.3.d Ensure that community is literate by providing opportunities for English and other language
learning. (LT- Aspen K -12, CMC, Community Organizations)
I.3.e Promote enforcement of fair job and housing laws and ensure effective bilingual
communication. (LT- Community Non - Profits, APCHA)
1.4. Expand the opportunity for safe and healthy housing for those in need, including
older adults, people with disabilities, and low- income populations. (Work Program for
Health and Human Services and APCHA)
I.4.a Establish a comprehensive network of in -home services to support seniors and people with
disabilities. (I - HHS, SrS, Senior Council, Private Sector)
The Lifelong Aspenite - Appendix
Appendix - 43
2011 Aspen Area Community Plan - Sept 15, 2011
I.4.b Explore a range of options to ensure availability of all levels of care accommodations and
services for older adults and the disabled so they can chose to remain members of the community
for life. (LT- SrS, Senior Council, Private Sector)
I.4.c Explore the concept of transitional and permanent low- income housing for community
members striving to become self - reliant. (LT - Private Sector, HHS, Community Non - Profits, APCHA,
P)
I.5. Ensure that all community members have access to all public assistance programs
for which they qualify. (Work Program for Health and Human Services)
I.5.a As the budget allows, maximize all state /federal allocations by increasing the income levels
under which members of the community may access public assistance programs. (I - HHS, KF, •
APCHA)
I.5.b Lobby the state and federal government to change assistance guidelines and funding to
reflect the self - sufficiency standard. (I - HHS, City Manager, County Manager)
I.5.c Explore public transportation options to enable community members to access public
assistance programs throughout the Roaring Fork Valley. (I - RFTA, T, HHS)
II. PUBLIC SAFETY
II.1. Ensure a safe community. (Community Goal)
II.1.a Strengthen coordination between public safety, schools and non - profits to support education,
awareness and prevention programs. (Ex: Teen and Dating Violence Education courses at Aspen
HS) (I - HHS, LE, Community Non - Profits, Aspen K -12)
II.l.b Establish reliable funding and staffing levels to provide public safety operations to meet
growing public needs and unfunded mandates. (LT - HHS, PH, LE)
II.1.c Promote conflict resolution skills amongst neighbors and homeowners' associations. (I - LE,
Community Non - Profits)
II.1.d Explore expanding community policing and neighborhood watch programs. (LT - LE)
II.1.e Participate in local and regional training on emergency plan components and instill a strong
incident command culture (LT - LE)
II.1.f Encourage the Public Safety Council to continue clarifying roles and responsibilities in order
to be responsive to changes in homeland security and to protect the Aspen Area residents, workers
and visitors. (LT - LE)
II.1.g Strengthen local and regional emergency response teams. (LT - LE, PH, HHS, AVH, Aspen K-
12, CMC)
II.2. Ensure a safety net exists for alrat-r-isk Aspen Area residents, visitors and workers_
who may be at risk. (Community Goal)
II.2.a Create programming to reduce the incidence of family violence and ensure the safety,
permanency and well -being of children in the Aspen area. (I - HHS, LE, PH, Aspen K -12, KF,
Community Non - Profits)
II.l.b Streamline and coordinate the community response to incidents, such as family violence,
financial exploitation of adults and people with disabilities, and sexual assault, through enhanced
collaboration among the appropriate agencies. (I - HHS, Response, DA's office, Law Enforcement,
Mental Health and Substance Abuse counselors, Probation, Case management programs,
Community Non - profits)
The Lifelong Aspenite - Appendix
Appendix - 44
2011 Aspen Area Community Plan - Sept 15, 2011
II.2.c Develop a comprehensive inmate re -entry program. (LT - LE, HHS, Community Non - Profits)
II.2.d Explore the creation of year -round homeless shelters, half -way houses and programs that
address mental health, substance abuse, physical health, job assistance and case management. (LT
- Community Non - Profits, HHS)
II.2.e Ensure dedicated funding and comprehensive resource development to provide coordinated,
timely and quality services to at risk Aspenites. (LT- HHS, City Manager, County Manager, LPHA,
PH)
II.3. Reduce juvenile and adult crime. (Work Program for Health and Safety Agencies)
II.3.a. Support recreational, cultural, and educational choices for youth to keep kids safe and
engaged in the community, including mentoring and after- school and recreation programming (I
- HHS, Community Non - Profits, CR, Aspen K -12)
II.3.b. Create a Restorative Justice Program and /or other alternative sentencing for juveniles and
adults that allow for people to learn from and make amends for their crimes (I - LE, Community
Non - Profits)
II.3.c. Develop and implement programs that provide prevention, intervention and treatment for
juvenile sexual offenders. (LT - HHS, Community Non - Profits)
m ak HEALTH AND WELL -BEING
III.1. Promote community -wide collaboration to address health and social service needs
throughout the community and in association with new development. (Community Goal,
Work Program for health and Human Services, Proposed Code Amendment)
III.1.a Conduct a Community Health Assessment for the Aspen Area every 5 years and analyze,
prioritize and implement findings. (I - HHS, PH, LPHA, EH, AVH, Community Non - Profits)
III.1.b Identify specific gaps in our health and social service networks. (I - HHS, PH, LPHA, EH,
AVH, Community Non - Profits)
III.1.c Establish and implement a long term strategic plan to fund creative and sustainable
solutions to the gaps in service. (I - HHS, LPHA, PH, EH, City Manager, County Manager)
III.1.d Address the gaps in the health and social service networks, with a goal of providing
accessibility and affordability. (LT- Aspen K -12, HHS, Private Sector, Community Organizations, KF)
III.1.e Explore possible amendments to the City and County codes to include review criteria for
self - reliance, health, and safety issues. (I - P, HHS)
III.1.f Explore the creation of a fee or other methods to mitigate impacts from development. (I
- HHS, P, PH, SE)
III.1.g Add Health and Human Services to the regular internal review as a referral for land use
applications. (I - HHS, P, APCHA, PH, LE, Community Non- Profits, EH)
III.1.h Ensure all residents have access to quality and affordable fitness programs, including
adaptive care. (LT - HHS, ARD, P /OS)
IIi.2. Ensure that a comprehensive health care system exists and that the community is
aware of the system. (Community Goal, Collaborative Initiative)
III.2.a Educate the community about the importance of environmental and lifestyle risk factors,
and provide programs to help reduce those risks (I - EH, HHS, LPHA, PH)
The Lifelong Aspenite - Appendix
Appendix - 45
2011 Aspen Area Community Plan - Sept 15, 2011
III.2.b Strengthen partnerships and communication between health care agencies and providers
to enhance community health programming, cohesive case management and electronic
communication. (LT- PH, HHS, AVH, Private Sector Health Providers, KF, EH, LPHA)
III.2.c Create a seamless system of services for families to support their children's positive
development from birth through school -age. (LT - KF, PH, Aspen K -12)
III.2.d Create an outreach program to link community members to health insurance. (I - HHS,
Private Sector Health Providers)
III.2.e Support future opportunities and programs that will maximize the local benefits of Health
Care Reform. (LT - HHS, PH, AVH, Private Sector, Community Non - Profits)
III.2.f Educate the community regarding the connection between improved child development and
success in school and life. (I - KF, Aspen K -12, PH, HHS)
III.2.g Create comprehensive, accessible and bilingual tools, such as a phone and web directory,
that provide information about available health, safety, education and social services. (I - HHS,
LPHC, All Departments /Agencies)
III.2.h Continue collaboration and communication between the City and County Boards of Health. (I
- PH, EH, LPHA)
III.3. Ensure that residents, regardless of payer source, have access to primary care
including prevention, palliative care, Tong -term care and health maintenance services—
. (Community Goal, Collaborative Initiative)
III.3.a Work with local and regional healthcare partners to develop, implement and align
community health priorities through the Community Health Assessment. (I - PH, LPHA, EH, AVH,
Community Non - Profits)
III.3.b Determine and address the need for improved access to Medicare, Medicaid, CHP+ and
indigent care providers in the Aspen Area. (I - PH, Community Non - Profits, HHS, AVH, private
providers, SrS)
III.3.c Collaborate with local, regional and state organizations to implement the policy. (LT - KF,
PH, AVH, HHS)
III.3.d Support community efforts to attract and engage health care providers to share in the
provision of health services to residents over 65 and people with disabilities (Medicare insured). (I
- PH, HHS, SrS, AVH, Private Sector)
III.3.e Explore the creation of a school -based health clinic and resource center in the Aspen School
District (LT - Community Non - Profits, Aspen K -12 , HHS)
III.3.f Address the causes of childhood and adult obesity through development of comprehensive
programs and education about nutrition, physical activity and access to healthy food. (LT - PH,
LPHA, Aspen K- 12, Community Non - Profits, Private Sector)
III.3.g Support partnerships to create year -round safety education and prevention programs, and
secure funding. (LT - AVH, PH, EH, LE, Aspen K -12, RFTA, CMC)
1I1.4. Ensure that residents of all ages and abilities have access to a comprehensive
mental health and substance abuse system that addresses acute and chronic mental
health needs. (Community Goal, Collaborative Initiative)
III.4.a. Work with community non - profits and local mental health and health care providers, to
create a comprehensive, integrated and sustainable mental health system. (I - Community Non -
Profits, HHS, Private Sector)
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2011 Aspen Area Community Plan - Sept 15, 2011
III.4.b Collaborate with local, regional and state organizations that work with children and families,
to increase access to preventive care in all mental health areas for children. (LT - KF, Community
Non - Profits, HHS)
III.4.c. Ensure that accessible and affordable mental health screening and treatment is available. (I
- Community Non - Profits, SrS, HHS)
III.4.d. Work with public and private mental health practitioners to create an action plan that
addresses senior issues, especially depression and anxiety. (I - SrS, Community Non - Profits)
III.4.e Support the creation and implementation of a comprehensive suicide prevention program. (I
- Community Non - Profits, HHS)
III.4.f. Enhance substance abuse prevention education for children, adults and families. (I -
Community Non - Profits, Aspen K -12, HHS)
III.4.g. Establish sustainable detoxification services and programs for the Aspen Area. (LT -
Community Non - Profits, HHS)
III.5. Ensure that all residents have access to a comprehensive dental program.
(Community Goal, Collaborative Initiative)
III.5.a. Explore the creation of a local and /or regional low- income dental care program. (I- PH,
LPHA, HHS, Community Non - Profits)
III.5.b Provide community outreach, communication, and education on the importance of oral
health and the availability of affordable dental services available in the Roaring Fork Valley. (I
- Community Non - Profits, PH, HHS)
III.5.c Ensure dentistry for all ages is accessible and affordable. (LT - Private Sector)
III.6. Promote healthy family functioning. (Collaborative Initiative)
III.6.a. Provide consistent, quality education about what behaviors reflect healthy family
functioning and about the availability of resources that support healthy family development. (LT
- KF, PH, HHS, Aspen K- 12)
III.6.b Create a network of "Family to Family support programs to use local families to mentor
residents who have relocated to the area, who may be isolated from extended family or who
may lack the knowledge or skills related to healthy development and interactions. (LT - HHS, PH,
Community Non - profits)
III.6.c Support intergenerational and intercultural programming in all public facilities. (LT - KF, SrS,
HHS)
III.6.d Establish an "Active Retiree Database" that includes a list of retirees and their talents /skills,
along with a list of volunteer and part-time/ full -time "help wanted" opportunities to match people
with activities /jobs (LT - ACRA, Private sector, SrS)
III.7. Promote and provide access to organic and sustainable local and regional food
production. (Community Goal, Collaborative Initiative)
III.7.a Implement programs and policies to support co- operatives and local production of
good, clean, and fairly priced food. (LT - City Manager, County Manager, LPHA, EH, Community
Organizations)
III.7.b Amend City and County land use codes to eliminate regulatory barriers to small -scale
personal agriculture, such as rooftop gardens, green roofs, cold frames, and green houses. (LT - P)
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2011 Aspen Area Community Plan - Sept 15, 2011
III.7.c Explore the use of public lands for community gardens and permaculture activities. (I - P,
P /OS, Community Organizations)
III.7.d Coordinate efforts to educate the community about local food production, including
programs that teach gardening. (LT - CMC, EH, Community Organizations)
III.7.e Create incentives so Women Infants and Children (WIC) nutrition program vouchers are
accepted for fresh produce at the Aspen Farmer's Market. (I- PH, LPHA, City Manager, County
Manager)
IV. EDUCATION AND LIFELONG LEARNING
IV.1. Ensure all residents have access to local educational opportunities. (Community
Goal, Collaborative Initiative)
IV.1.a Develop targeted education programs, such as reducing early parenthood, to maximize
teens' ability to be self- sufficient as adults. (I - Community Non - Profits, HHS, Aspen K -12, CMC)
IV.1.b Provide access to career paths using local educational partners - Colorado Mountain College,
Aspen School District and others - for community members of all abilities to train and pursue
educational interests leading to locally -based careers. (LT - CMC, Aspen K -12, HHS)
IV.1.c Explore opportunities for our youth, including those with disabilities, to return or remain here
into adulthood. (I - Private Sector, CMC, Community Non - Profits)
IV.1.d Incentivize the creation of jobs and volunteer opportunities for youth, seniors and people
with disabilities. (LT- City Manager, County Manager, HHS)
IV.1.e Explore opportunities for continuing education programs for adults, seniors and anyone who
may be isolated. (LT - HHS, Community Non - Profits)
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