HomeMy WebLinkAboutagenda.council.joint.20120207 MEETING AGENDA
February 7, 2012
4:OOpm, City Council Chambers
JOINT WORK SESSION OF CITY COUNCIL & BOCC
4:00 General Discussion of City and County Goals
6:00 Adjourn
Information Items:
Affordable Housing Energy Efficiency Pilot Program
Pitkin County and City of Aspen Child Care Assistance Program
USA Pro Cycling Challenge
16 Aspen City Council
Top Ten Goals
THE CITY OF ASPEN 2011 -12
GUIDELINES
• Stick to top priorities
• Involve others in community problem solving
• Be thorough, deliberate and accountable for consequences when
making decisions
MAJOR FOCUS
Environmental Leadership
TOP TEN GOALS
1. Define "Sustainable Aspen," and create 10 environmental goals
with 5 that Council will practice as individuals.
2. Update Entrance to Aspen information and present to community
for clarity of understanding about current options.
3. Complete a study on Lodging that looks at the adequacy of
lodging options in Aspen and suggested areas for improvement.
4. Develop options that establish incubator or low -cost office space
within the urban growth boundary, with attention paid to the use
of city assets.
5. Complete an employee housing strategic review.
6. Start Council review of AACP. Adopt changes to Land Use Code
(LUC) to ensure City Council oversight of scale and mass and
adopt AACP by Spring 2012. Prioritize initiatives amend LUC to
sustain resort community.
7. Design operational guidelines for Wheeler Opera House around
subsidy levels, programming levels, community service, etc.
8. Increase the involvement of Aspenites aged 20 -40 in the civic
process.
9. Develop a plan to dramatically increase usability of Wagner Park
for residents, tourists and events of all types — summer and
winter. Maintain natural grass surface while limiting disruptions
to public and event schedule.
10. Accomplish City of Aspen Departmental review and
implementation of mitigation and preparedness
recommendations as determined by a revised City of Aspen
Emergency Preparedness Plan.
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MEMORANDUM
TO: Mayor and City Council and Board of County Commissioners
FROM: Lauren McDonell, City of Aspen Environmental Initiatives
Program Manager
CC: Steve Barwick, City Manager
DATE OF MEMO: January 31, 2012
MEETING DATE: February 7, 2012
RE: It Starts at Home Affordable Housing Energy Efficiency
Pilot Project
REQUEST OF COUNCIL: Staff requests feedback from City Council and the Board of
County Commissioners on design and implementation strategies for It Starts at Home:
Affordable Housing Pilot Project.
PREVIOUS COUNCIL/BOCC ACTION: None
BACKGROUND: In the U.S., an estimated 40 percent of all energy consumption is from
buildings, 55 percent of which is from the residential sector. In 2007, the City of Aspen adopted
the Canary Action Plan, committing to the reduction of community -wide greenhouse gas
emissions by 30 percent by 2020 and 80 percent by 2050, below 2004 levels. Many affordable
housing units within the Aspen Pitkin County Housing Authority's housing stock are in need of
improvements and there is an excellent opportunity for APCHA and the City to work together to
enhance energy efficiency, comfort and safety for affordable housing residents, while also
benefitting the community.
City staff is proposing to design and launch a one -year pilot project that would make quick, high -
impact energy efficiency improvements to APCHA sale units during the time period when they
are sold to new residents. These upgrades would be possible without creating undue burden to
sellers or buyers in terms of cost or time. The It Starts as Home: Affordable Housing Pilot
Project would provide important information to create a framework for a larger -scale affordable
housing retrofit program that could eventually reach the majority of sale units.
A set of eligibility criteria needs to be created to determine which sale units are appropriate for
participation in the pilot project. Possible criteria include: units with simple sales transactions,
units that have separately metered electricity and units for which there are not comparable units
that have been on the market for more than three months (this is to avoid creating undue burden
Page I of 3
on sellers). Also, for simplicity, resident -owned units would be excluded from participating in
the pilot project.
Efficiency upgrades would be selected based on highest efficiency gains as determined by a
professional energy assessment and may include sealing and insulating units, installing
programmable thermostats and low -flow fixtures, and insulating or replacing water heaters. Cost
of improvements would be rolled into the unit price and the increase in mortgage would be offset
by estimated energy savings (based on average occupant usage). A financial incentive (possibly
$100 -$400) could be offered to encourage sellers (or in certain cases buyers) to give the City
access to units for 5 -10 days for energy assessments and improvements. This would prevent the
need for APCHA to take possession of a unit for any significant period of time, thereby reducing
potential costs to APCHA and the program.
When an eligible APCHA unit comes on the market, the process for conducting energy
assessments and improvements could follow one of the following scenarios:
Scenario 1:
1. Seller puts a unit on the market.
2. APCHA determines if the unit meets eligibility criteria, offers a financial incentive for
the City to access the property for assessment and improvements.
3. If seller agrees, improvement budget is determined; energy assessment and improvements
are completed (temporarily funded by APCHA).
4. The cost of improvements is added to the sale price (rolled into buyer's mortgage).
5. APCHA's improvement funds are reimbursed at the closing.
Scenario 2:
1. Seller puts a unit on the market.
2. APCHA determines if the unit meets eligibility criteria, offers a financial incentive for
the City to access property for improvements.
3. If seller declines, improvement budget is estimated, cost is added to the sale price (to be
rolled into buyer's mortgage).
4. APCHA offers buyer a financial incentive for the City to access the property for
improvements after closing.
5. APCHA is paid improvement costs at closing.
6. Energy assessment and improvements are done after the buyer takes possession of the
unit.
FINANCIALBUDGET IMPACTS: A funding source needs to be identified for the financial
incentives for sellers or buyers who give the City access to units for energy assessments and
improvements. These incentives could be in the $100 -$400 range (per unit). In cases where
sellers provide access, APCHA would temporarily fund improvements with a revolving loan
fund and would be reimbursed by the buyer at the time of sale. In cases where sellers deny
access to units and buyers agree to provide access, the cost of improvements would be added to
the unit sale price and no external funds would be needed.
Page 2 of 3
ENVIRONMENTAL IMPACTS: This pilot project would contribute to energy efficiency in
Aspen's affordable housing stock and reduce community -wide greenhouse gas emissions.
RECOMMENDED ACTION: Provide feedback, suggestions and questions to help create a
successful pilot project.
CITY MANAGER COMMENTS:
ATTACHMENTS: PowerPoint presentation slides
Page 3 of 3
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2/1/2012
Opportunity
It Starts at Home • 40% of energy consumption is from buildings
• Many APCHA units are in need of improvements
Affordable Housing Efficiency Program • Retrofitting buildings gives more bang for the buck
than new construction
`' - • Project will significantly improve efficiency and
g � comfort for residents, benefit the community
• Provide a unique financing mechanism
\1 � • Win - win -win solution
Project Goal Stakeholders
• APCHA • Building Dept
To enhance the energy efficiency and APCHA Board • CORE
• comfort of Aspen's affordable housing .City Council • Unit Sellers
stock through quick, high- impact BOCC Unit Buyers
improvements to sale units • Title Companies
at the time of sale. • City Mgmt
• Asset Dept • Lenders
•
1
2/1/2012
Possible Eligibility Criteria
Scope
• Units built prior to 2003 •Energy assessment
— blower door test
• Only simple transactions - thermal imaging
• No Resident Occupied (RO)units - ecommendations
• Units with separately metered electric • Iden effective improvements n
—
• Average time on market for comparable sealing air leaks
—
units less than 3 months programmable t h ermostats
— replacing water heaters
— insulating existing water heaters
— low -flow fixtures, toilets
— Provide buyers with information on appliance rebates
Determining Budget Process: Scenario 1
• Cost of improvements would be rolled into unit price 1. Seller puts unit on market
• Increase in mortgage would be offset by estimated 2. APCHA determines if unit meets criteria, offers $
energy savings
Net monthly expenses for buyer should stay the incentive to access property for improvements
3. If seller agrees, budget is determined (based on
•
Same estimate), energy assessment and improvements
• Example: - are done (temporarily APCHA- funded)
$3,000 in improvements (approx. $8.33 /month 4. Cost of improvements is added to sale price (rolled
increase in mortgage payment) into buyer's mortgage)
Estimated monthly utility savin s > S. APCHA is reimbursed at closing
saving 5. $8.33 /month
2
2/1 /2012
Process: Scenario 2 Process: Scenario 3?
1. Seller puts unit on market 1. Seller sells to APCHA (closing #1)
2. APCHA determines if unit meets criteria, offers $ 2. APCHA keeps possession for 5 -10 days while
incentive to access property for improvements assessment and improvements are done
3. If seller declines, budget is determined, cost is added 3. Unit price is adjusted
to sale price (to be rolled into buyer's mortgage) 4. Buyer buys from APCHA (closing #2)
4. APCHA offers buyer $ incentive to access property for 5. APCHA is reimbursed at closing
improvements after closing
5. APCHA is paid improvement costs at closing
6. Energy assessment and improvements are done after
buyer takes possession
Questions for you
• What other benefits do you see?
• What are possible stumbling blocks and how
can your board help influence them?
• Are there changes we can make to enhance
benefits to affordable housing residents?
• What do you think buyer /seller concerns
might be?
• What are we missing?
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AGENDA ITEM SUMMARY
JOINT MEETING DATE: Tuesday, February 7, 2012
AGENDA ITEM TITLE: Update on Pitkin County and City of Aspen Child Care
Assistance Programs
STAFF RESPONSIBLE: Nan Sundeen, Shirley Ritter
ISSUE STATEMENT:
The Board of County Commissioners and Aspen City Council have requested updates on two
issues related to Child Care Assistance in Pitkin County. First, this memo will discuss the
Colorado Child Care Assistance Program (CCCAP) eligibility threshold and its impact on the
Kids First budget. Second, you will find a brief description of the staff effort to find efficiencies
between Kids First and CCCAP in the provision of child care services to low income families.
CCCAP ELIGIBLITY- CAP ON FAMILIES
The Colorado Child Care Assistance Program (CCCAP) is a state mandated program that
provides low- income families, with children under 13 years of age, a financial benefit that covers
a portion of the family's childcare expenses while the parent(s) is working, looking for work,
attending GED or high school, or attending secondary education programs. CCCAP is funded by
a mix of Federal, State and County dollars. In addition, parents pay 7 -14% of their household
income toward the cost of care. The program is delegated to the county from the state through
Colorado Revised Statues (C.R.S. 26 -2 -805 Services) outlined below:
" (1) (a) Subject to available appropriations, and pursuant to rules promulgated by
the state department, a county shall provide childcare assistance to a participant or any
person or family whose income is not more than one hundred thirty percent of the federal
poverty line."
In 2007, there were only 1 -2 CCCAP cases per month. Families simply did not qualify because
they held multiple jobs and were over income. In order to support more low income families Pitkin
County increased the eligibility from 185% to 225 %. The caseload grew to about 5 cases per month
in 2008 and by January 2011, because of the economic downturn, there were 19 cases.
On January 18th, 2011, the Board of County Commissioners were presented with projections
that in SFY 2011 client demand and eligibility for CCCAP had increased so much that it could
cost the county more than double the annual allocation of $81,476. The BOCC decided to adjust
the eligibility threshold for CCCAP from 225% Federal Poverty Guidelines (FPG) down to
185% FPG. In addition, the BOCC implemented a cap of 13 families that could be receive the
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benefit at any given time (note: CCCAP is required to serve families with incomes below 130%
or teen parents regardless of a cap). Eagle County promptly notified all Pitkin County CCCAP
families of the changes that were effective immediately by letter and by phone to assist them
with other options. Families that were over the 185% FPG were given six months notice that
they would not qualify unless something changed in their household income. Through regular
program attrition Pitkin County only had one family on the caseload that was over 185% FPG in
July and that case was closed at the end of the month.
Between July and November, 2011, Pitkin County served an average of 13 families per month
with an average monthly payroll (amount paid to CCCAP providers) of $10,945. Most of the
year there were 2 -3 families on the CCCAP waitlist. In an effort to recognize both the
importance of supporting work related activities for low income families as well as the value of
early childhood education the BOCC approved a 2012 CCCAP budget of $171,000 and on
January 25, 2012, voted by resolution to remove the cap. Staff projects that with no cap we may
have an average of 3 additional families qualify for CCCAP. Each additional family will cost
Pitkin County approximately $9,756 per year.
KIDS FIRST CHILDCARE FINANCIAL AID
Kids First began using a portion of the dedicated tax funding from the .45% city sales tax to help
families pay for childcare in 1992. The problem that our funding addresses is commonly called
the "cliff' effect that happens when families make more than the maximum income allowed to
qualify for CCCAP, are working families, but who still struggle with the high cost of childcare in
Pitkin County. Kids First uses a sliding fee scale that begins where CCCAP cuts off, in order to
help lower income families to a greater extent, tapering off with decreasing amounts of help to
middle income families.
Currently the cost of childcare in Pitkin County can be as high as $18,200 for one infant in
fulltime, year -round care. This expense is over $1,500 a month per child, so for some families it
is as high or higher than their mortgage or rent. In 2011 Kids First made financial aid
contributions to childcare programs on behalf of qualifying families totaling $294,809. Serving
between 26 and 40 families, with 35 to 51 children in 11 licensed childcare programs, the
average cost per child was $7,300 in 2011. The average cost per child in a family at 185% FPG
is $8,590 annually.
Because Kids First Advisory Board saw a dramatic escalation in need and the affect that had on
our budget between 2010 and 2011 (over a 40% increase, putting us over budget for the first time
in recent memory), they began to consider ways to meet the need for families, not put a cap on
the number of families served by Kids First, but stay within budget. After looking at all the
options, Kids First Advisory Board made several decisions; the first being to reduce the
maximum income to qualify from 560% of Federal Poverty Level to 400% FPG, or about
$90,000 (gross adjusted income) for a family of 4. Kids First Advisory Board also slightly
increased the percentage that families are expected to pay; our range now is from 14 -16% of the
tuition cost, again picking up where CCCAP ends for families. Most recently, Kids First
Advisory Board decided to restrict financial aid to only those families who live or work within
the City of Aspen Urban Growth Boundary, and reduced the amount paid for more than one
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child in a family receiving Kids First financial aid. This was done in order to bring operations
back within a sustainable manner. Kid's First operations in 2011 resulted in a decrease to fund
balance of nearly $850,000 and changes had to be made in order to maintain fiscal integrity
within the fund (and keep secure the capital reserve set aside).
•
This began to happen at the same time Pitkin County began to make changes to the CCCAP
program. The later changes made to Kids First financial aid program were a result of more
families between 185 and 225% FPG now applying to and receiving childcare financial aid
through Kids First. Additionally Kids First began to serve some families below 185% but who
were wait listed with CCCAP. In 2011 serving all families below 225% FPG who qualified for
Kids First financial aid resulted in 6 to 10 more families turning to Kids First for childcare
financial aid in 2011, at an additional cost to the city of $ 82,349.
The recent Pitkin BOCC resolution to lift the cap on the number of families that can be served
below the 185% FPG will support families more completely and will provide some relief to the
budget for childcare financial aid for Kids First. In 2012 our financial aid contribution budget is
$375,000 and we expect to operate within that amount while continuing to meet the need for
qualifying families' childcare assistance. Overall for 2012 Kids First contribution budget is
$825,000; which includes childcare financial aid, grants to childcare programs, and professional
development for childcare staff. Despite these changes, fund operations are still projected to run
with a deficit contribution for 2012 ($140,000) and for the next four years after that (cumulative
amounts of ($232,000) before returning to fiscal health in 2017. These deficits will reduce fund
balance to 106% of policy levels before returning to positive fund balance contributions
beginning in 2017.
KID'S FIRST AND CCCAP OPERATIONS
In most counties childcare tuition assistance and licensing programs are managed by counties. In
Pitkin County, however, the City of Aspen established a significant resource to support childcare
assistance and quality programming through the dedicated .45% affordable housing /daycare city
sales tax. As a result, Pitkin County has managed the CCCAP program to support very low
income families and Kids First has used part of their funding to support working families that
don't qualify for CCCAP but who struggle to afford the high cost of child care. We are fortunate
to have these two resources to support working families.
There are significant differences in the type, level of and focus of services provided by the
Department of Human Services (DHS) and Kids First. DHS tries to optimize self - sufficiency
through eligibility and case management of low income people for over 16 different public
assistance programs (including CCCAP). Kids First focuses entirely on promoting the
availability of quality, affordable early childhood care and education, and providing access to
childcare information and resources. To that end they offer childcare referral services, financial
aid, grants to childcare providers, technical assistance, coaching and resource teaching staff,
health/wellness and education initiatives, support for childcare staff to pay for college education,
Qualistar assessments, and social emotional consultation for preschools.
In discussion between Kids First and DHS staff we have identified some strengths and
challenges of the current situation. The overall goal of these two programs is the same — to help
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families pay for childcare so they can work, support their families, and be productive members
of our community. However, the different sources of funding for each program dictate the
targeted clients; the county serving the lowest income families, while Kids First provides a safety
net for families that do not meet the low income qualifications of CCCAP but who still struggle
to pay for childcare in our community.
STRENGTHS CHALLENGES
When families apply to DHS for CCCAP Previously some families were put on a
the same application is used to screen for CCCAP wait list. Those families were
eligibility for a broad range of public referred to Kids First for financial aid. It
assistance programs to low - income was difficult to track if Kids First was able
families including Food Assistance, Family to pick up the families on the CCCAP
Medicaid, Low Income Energy Assistance, waitlist because of confidentiality. Also, it
and Colorado Works. was difficult to determine if families were
not applying for CCCAP because they
heard there was a wait list.
Kids First and Pitkin County provide two Ongoing communication between the city
"doors" for families to find assistance and and county at the staff and BOCC /Council
actively refer to each other based on needs. level could be better when it comes to
anticipating changes, trends, and
challenges. Communication from staff to
BOCC and City Council could be more
frequent especially during challenging
times in order to prevent a crisis for
families.
Since Pitkin County has lifted the cap on The previous cap on the number of families
the number of families served by CCCAP, served by CCCAP created some confusion
each program (Kids First and CCCAP) will for families seeking help and for
have clearly defined limits and target community partners making referrals.
populations.
We are able to maximize very different Two different political processes and
sources of funding (CCCAP involves 80% solutions may affect the same population
State and Federal Funding; Kids First without consideration about the potential
involves 99% local funding) with different impact to families and childcare programs.
obligations to our funding sources.
Kids First and DHS collaborate through It is common statewide for Childcare
participation on Child Protection Team, assistance and quality improvement
Colorado Preschool Program Council, agencies to regularly partner with public
Human Service POD, Rural Resort Region health, public assistance and child
Early Childhood Council, AACP Lifetime protection services. While we collaborate
Aspenite Chapter, and trainings provided on many teams there is room for greater
for childcare staff by Kids First, using inclusion of Kids First with the HHS
County staff specific expertise. management team; as well as for a HHS
management team member to serve on the
Kids First Advisory Board.
Pitkin County has statutory obligations and
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is compliance driven due to accepting
responsibility for state and federal public
assistance funds. These obligations include
frequent financial and case audits, monthly
reporting, responsibility to mandated case
timeliness and implementation of
constantly changing regulations.
Kids First childcare financial aid is locally
funded through the .45% City of Aspen
dedicated sales tax, which also funds
several other early childhood programs and
grants through Kids First. Kids First
advocates for all families and childcare
programs through these many different
programs and services. They have the
capacity to advocate for childcare at a level
that DHS would not be able to without
additional staff.
Kids First has CCCAP applications to give
to families when we refer them. CCCAP is
also available to complete online: Kids
First financial aid application and pre -
calculator is available online as well.
The Colorado Workforce Center has a
dedicated computer at the Pitkin County
Library with direct links to the CCCAP
application.
DHS relies on Kids First data on market
rates to set the reimbursement rate for
CCCAP payment rates to the childcare
providers.
Both the City of Aspen through Kids First
and Pitkin County through the Department
of Health and Human Services have voices
at the regional and state levels so we are
able to provide more attention to the needs
of vulnerable families. Both entities
advocate at the state level through different
channels to achieve higher awareness for •
needs in our community.
Both distinct childcare assistance programs
cost money to administer; however, at this
time the cost is shared between the city and
county.
Page 5
Staff explored ideas that can be considered or implemented in the short term to enhance
collaboration, cooperation and communication and ultimately work to strengthen our support of
low income families including:
C Links on each of our websites (and others) to both childcare assistance websites.
C. Link to Kids First childcare financial aid web page at Pitkin County Library workforce
computer terminal.
+ A link to Kids First on the new "Peak Portal" at the Health & Human Services building.
This is a new dedicated computer outside the public assistance office that potential clients
can use to begin applying for public assistance benefits.
• Kids First Director to be included in the HHS managers meeting
❖ Pitkin County Department of HHS Director to participate on the Kids First Advisory
Board.
Staff is committed to continuing to discuss other ways to increase communication &
collaboration between agencies.
RECOMMENDED ACTION: None, Informational Only
•
Page 6
MEMORANDUM
TO: Mayor, City Council and Board of County Commissioners
FROM: Nancy Lesley, Director of Special Events ka/
Jeff Woods, Manager, Parks and Recreation
THRU: Steve Barwick, City Manager
Jon Peacock, County Manager
DATE OF MEMO: January 28, 2012
MEETING DATE: February 7, 2012
RE: USA Pro Cycling Challenge - Aspen Stage Finish and Start
REQUEST OF COUNCIL& BOCC: Staff is requesting from our partner, Pitkin County,
that all County services related to the 2012 USA Pro Cycling Challenge be provided in -kind,
including Sheriff's office services and administrative costs incurred with the permitting
process. The City of Aspen will provide all city related services at no cost.
BACKGROUND: In 2011 Aspen hosted a very successful finish to the Queen Stage of the
USA Pro Challenge. In its inaugural year, the Pro Challenge was able to pull in some very
impressive numbers. It had a $83.5 million economic impact on the State of Colorado, of
that, $67.4 was in direct spending. It drew 1- million spectators, 94.2% of whom said they
planned to return in 2012. There were 23% out of state visitors and of those, 71.6% said the
Pro Challenge was the sole reason for the trip. Of the out of state visitors, 84% are likely to
visit Colorado again. Regarding the spectators, 98.4% will recommend this event to a friend
and 95 % were satisfied with the race. On a local level, Aspen found strong support from the
lodging and business community. While in 2011 the hotels only saw a slight increase in
revenue from this event, they see the larger impact from hosting it in future years. A survey
of the business community immediately following the race reflected the business community
didn't see a tremendous increase either, but also gave it a strong vote of confidence with 95 %
wanting to see it return.
DISCUSSION: New to the 2012 Aspen stages of the Pro Challenge are our partnerships with
Pitkin County and the Forest Service. Both of these entities and partnerships played a key role
in helping Aspen to land the only multi -stage stop in the entire tour. Planning is underway in
earnest. There are still many outstanding details to be worked through this winter and spring,
but here's an overview of what we know.
Page 1 of 3
Aspen will host the Queen Stage from Gunnison to Aspen, same route as last year, on
Wednesday, August 22, 2012. The finish line will again be on Main Street. Aspen will host a
start stage on Thursday, August 23, 2012 with a start in downtown Aspen. The
Aspen/Snowmass Women's Race will also be a prominent feature of this year's Pro Challenge.
Starting Monday, August 20 and finishing on Thursday, August 23, the women will compete
in various disciplines in and around Aspen and Snowmass. Starting with the Komen race and
ending with the Aspen Backcountry Marathon, staff is looking at 9 days worth of events
leading up to and following the Pro Challenge.
Staff is working closely with the following agencies to create and implement a plan for
managing Independence Pass and the thousands of spectators expected to line the course on
both days; our Partners, Pitkin County, Forest Service, CDOT, Independence Pass
Foundation, Sheriff's office, Aspen Police, Colorado State Patrol and of course, the Pro
Challenge. Staff and the previously mentioned agencies are all working together and meeting
on a regular basis.
Staff is putting together a local organizing committee similar to last year. While the
committee isn't complete, currently it is comprised of the following:
Chair /Nancy Lesley, City of Aspen,
Marketing Director /Julia Theisen, ACRA,
PR Director /Maureen Poshman, Promo Communications,
Operations Director /Bill Tomcich, StayAspenSnowmass,
Fundraising Director /Barb Frank, AVSC,
Independence Pass Director /Bill Kight, US Forest Service,
Transportation and Parking Director /Lynn Rumbaugh, City of Aspen,
Women's Race Director /Justin Todd, The Little Nell,
Festival Director /Devin Padgett and Mike Morgan, Devincorporated,
Green Team Director /Ashley Cantrell, City of Aspen
Community Outreach and Education /Mitzi Rapkin, City of Aspen.
Staff is working closely with the Marketing, PR and Fundraising Chairs on a calendar of
events and activities aimed at not only creating and increasing awareness of the event, but to
begin fundraising immediately and continuing until the event. We have a similar list of
inventory to "sell" as part of our fundraising.efforts, including but not limited to:
VIP car ride on each finish and start stage,
Expo spaces
Signage
VIP tent tickets (both finish and start)
Beer garden
Merchandise
Staff is also working with fundraising director to host some local events starting with a kick-
off party this spring and continuing through the summer fundraising. Sponsorship sales will
be a collaborative effort and must be approved through the Pro Challenge.
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As outlined and discussed with both Council and the BOCC in September of 2011 staff is
taking the lessons learned from the race last year and incorporating them into this year's
planning.
Staff and Operations Director /Bill Tomcich have been working with the lodging committee to
secure the 700 room nights required for this event. All lodging properties have indicated they
are completely behind this event as they were last year.
.FINANCIAL /BUDGET IMPACTS: The 2012 budget will increase over the 2011 budget as
we are hosting an additional stage. Also adding to the cost which is new this year, the host city
is responsible for the cost of lodging the riders and staff. The current budget, while still a
working budget sits at $385,000. Similar to last year, this budget assumes a $100,000
contribution from the City and a $50,000 contribution from ACRA utilizing Destination
Marketing funds. The remaining revenue will be generated from expo booth sales,
sponsorship sales and VIP ticket sales. This budget does not include direct costs to from the
County such as administrative costs and Sheriff's office. The City has agreed to provide all
services in -kind, similar to last year. The following departments played a key role without
monetary reimbursement. The departments headed up by Special Events included Police,
Transportation, Parking, Parks, Streets, Enviromental Health, Finance, GIS /Mapping. At the
direction of the City Manager all City staff became ambassadors and played a key role the day
of the event.
ENVIRONMENTAL IMPACTS: The 2011 Pro Challenge complied with all City
regulations for events as well as diverting 760 lbs of compost and there was 640 lbs of recycle.
While the event does increase vehicular traffic, it showcases Aspen as a bicycle and pedestrian
friendly town with a world -class transit system. Last year's event garnered lots of positive
comments about the closed streets.
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