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AGENDA
CITY COUNCIL WORK SESSION
December 3, 2019
4:00 PM, City Council Chambers
130 S Galena Street, Aspen
I.WORK SESSION
I.A.2020 City Council Legislative Agenda
I.B.Special Events Workplan
I.C.Dry Floor Events at the Aspen Ice Garden
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MEMORANDUM
TO: Mayor and City Council
FROM: Tara Nelson
THRU: Sara Ott, City Manager
DATE OF MEMO: November 29, 2019
MEETING DATE: December 3, 2019
RE: Legislative Update – Policy Agenda Priorities & Principles
REQUEST OF COUNCIL: The purpose of this work session is to present, discuss, craft and
set the City of Aspen's policy agenda. As the City adopts positions each year on state and federal
policy matters it is important to predicate our position on clear firm ground. The flow and content
presented during the work session will consist of a draft 2020 policy agenda proposal which will
pose as a guideline to regional, state and federal policy leaders as a reference when considering
decisions that impact the City of Aspen and surrounding jurisdictional boundaries.
PREVIOUS COUNCIL ACTION: Previous Council action in August 2019 identified
correspondence which was sent relative to support for the Colorado Water Plan and modification
of NEPA proposals. Since August, City Council has identified four policy matters that will be
proposed to the Colorado Municipal League for amendments to their policy statement which
include:
1) 2020 Census Funding
2) Early childcare education funding and expansion of high quality early childhood
centers to provide benefits that ensure a sufficient workforce that meets the needs of
the community
3) Support the local control of the preemption on the regulation of plastics
4) Support for the funding of the Colorado Water plan as passed by Proposition DD
Further, City Council solidified support for Propositions CC and DD as well as the opposition to
the expansion of the Mid-Continent Quarry a/k/a Transfer Trail Mine in Glenwood Springs.
Finally, Mayor Torre met and spoke with Leroy Garcia, Present of the Senate where he shared
our four CML policy recommendations.
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BACKGROUND: City Council has not previously adopted a policy agenda.
DISCUSSION:This agenda aims to become the cornerstone for City Council to make informed
decisions for which policy matters are determined. As outlined, the purpose of the Policy Agenda
will be used by individual City Council members and city staff to inform city positions taken on
specific bills once the legislative session begins.
I have divided the discussion into small, focused categories consisting of Principles and
Priorities. As further identified by staff, and in alignment with our Aspen Area Community Plan,
those principles and priorities are outlined below for individual discussion.
PRINCIPLES:
Deliver Quality Essential Services
Lands & Natural Resources
Health & Housing & Human Services
Service Integration & Collaboration
Local Control
Fiscal Responsibility
Deliver AACP Themes
PRIORITIES:
Affordable Housing
Climate Action
Public Lands – Natural Resources, Wildlife, Parks, Recreation
Public Health & Safety
Telecommunications
Water Availability & Conservation
Early Childhood
Renewable Energy
River Health
Regionalism
Transportation
RECOMMENDED ACTION:Discussion only. Formal adoption of a policy agenda for
positions on 2020 legislative matters can be adopted by formal resolution at a future City Council
meeting in mid-December 2019.
ALTERNATIVES:Add an intergovernmental affairs section to post all City Council support
letters and policy agenda on www.cityofaspen.com
CITY MANAGER COMMENTS:
ATTACHMENTS:DRAFT City of Aspen 2020 Regional, State and Federal Policy Agenda
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2020 REGIONAL, STATE
AND FEDERAL POLICY AGENDA
APPROVED ______________, 2019
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NAME CONTACT INFORMATION
Ward Hauenstein, Mayor Pro-Tem Ward.Hauenstein@cityofaspen.com
(970) 618-2116
Skippy Mesirow Skippy.Mesirow@cityofaspen.com
(847) 530-0811
Ann Mullins Ann.Mullins@cityofaspen.com
(720) 308-7115
Rachael Richards Rachael.Richards@cityofaspen.com
(970) 710-1038
Torre, Mayor Torre@cityofaspen.com
(970) 948-2023
City Manager City Attorney Policy Fellow
Sara Ott James. R. True Tara Nelson
Sara.Ott@cityofaspen.com Jim.True@cityofaspen.com Tara.Nelson@cityofaspen.com
(970) 920-5083 (970) 920-5108 (970) 920-5059
Mailing & Physical Address Website
130 South Galena Street www.cityofaspen.com
Aspen, CO 81611
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Table of Contents
PURPOSE OF THE POLICY AGENDA………………………………………………. 4-5
PRINCIPLES
DELIVER QUALITY ESSENTIAL SERVICES………………………………… 5
ENVIRONMENTAL SUSTAINABILITY………………………………………. 5
LANDS & NATURAL RESOURCES…………………………………………… 6
HEALTH, HOUSING & HUMAN SERVICES…………………………………. 6
SERVICE INTEGRATION & COLLABORATION……………………………. 7
LOCAL CONTROL……………………………………………………………… 7
FISCAL RESPONSIBILITY…………………………………………………….7
DELIVER ASPEN AREA COMMUNITY PLAN THEMES……………….….8
PRIORITIES
AFFORDABLE HOUSING………………………………………………………. 9
CLIMATE ACTION………………………………………………………………. 10
PUBLIC LANDS –NATURAL RESOURCES, WILDLIFE, PARKS, RECREATION…… 10
PUBLIC HEALTH & SAFETY……………………………………………….…. 11
TELECOMMUNICATIONS……………………………………………………… 11
WATER AVAILABILITY & CONSERVATION………………………………... 12
EARLY CHILDHOOD…………………………………………………………… 12
RENEWABLE ENERGY………………………………………………………… 13
RIVER HEALTH…………………………………………………………………. 13
REGIONALISM…………………………………………………………….……. 13
TRANSPORTATION……………………………………………………………. 14
PROCESS
WHOSE WHO - OUR LEGISLATORS………………………………………… 15-19
DISTRICT MAPS AND DISTRICT NUMBERS ………………………………16-19
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PURPOSE OF THE POLICY AGENDA
The purpose of the City of Aspen’s 2020 Regional, State and Federal Policy Agenda (hereinafter
“Policy Agenda”) is to inform city advocacy on policy decisions that have the potential to
significantly impact 81611 and surrounding jurisdictional boundaries. This includes legislative
decisions that may be made by the Colorado General Assembly or the U.S. Congress. It also
includes various non-legislative decisions that can be opined at the federal, state and regional
levels, including but not limited to those before Colorado agencies (i.e., Air Quality Control
Commission, Public Utilities Commission, Department of Transportation, Department of
Regulatory Affairs), federal agencies (i.e., Environmental Protection Agency, Department of
Transportation, the Federal Communications Commission), regional governments (i.e., Regional
Transportation District) and intergovernmental coalitions (i.e., Colorado Municipal League,
Mountain Pact, Colorado Communities for Climate Action, Climate Mayors, Northwest Colorado
Council of Governments, Colorado Association of Ski Towns, Water Quality/Quantity
Committee, EOTC)
The City offers the Policy Agenda a guideline to regional, state and federal policy leaders for
reference when considering decisions impacting the City of Aspen. This agenda was developed in
advance of the 2020 Colorado General Assembly. With the coordination of the Policy Advisor
Fellow and the City Manager, it will be used by individual City Council members and city staff to
inform city positions taken on specific bills once these legislative sessions begin. At that point,
Council may consider adopting amendments to the Policy Agenda to address specific bills that
have been proposed.
Council may revisit the Policy Agenda at any point. It may do so as a body or with the Policy
Advisor fellow as no intergovernmental affairs committee exists. City Manager has created this
Policy fellow position for the purpose of convening on an ad hoc basis and other city staff as
necessary when one or more of the following circumstances exist:
1. There is an immediate need for council members to participate with staff in developing a
strategy to advance or defeat a proposed policy which is clearly addressed by the City’s
Policy Agenda or other council-approved policy documents, or
2. A decision is expected to be made on regional, state or federal policy that affects a matter
which council has previously provided general direction on and that could significantly
impact the city, but which council did not provide sufficient specific direction on (either
through its Policy Agenda or other approved policy documents) and with timing that will
not allow for council direction to be obtained. In these limited situations, the City Manager
and Policy Advisor fellow may discuss such policy proposals so that the city can advocate
accordingly. Council is to be informed whenever such direction has been provided and
may choose to subsequently revisit such direction.
Modifications to this Policy Agenda require consistency, when applicable, with the criteria listed
below:
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1. Uniformity with current city council goals;
2. Expected relevance in the upcoming or present state and federal legislative sessions;
3. Uniqueness of issue or impact to the City of Aspen;
4. Viability or likelihood of achieving goal;
5. Opportunity for providing funding for City of Aspen; and,
6. Availability of metrics of success that would allow the position to be deleted from future
agendas if achieved
Departures from these criteria are made in unique circumstances as determined by council, such
as when adoption of a city position is important to support its regional partners, even while the
policy in question is otherwise of limited consequences to the city.
The City welcomes the opportunity to discuss the Policy Agenda. Please direct any questions to
City Council members or to the City’s Policy Advisor fellow, Tara Nelson at (970) 920-5059.
PRINCIPLES AT A GLANCE
Deliver Quality Essential Services
The City urges Congress and the General Assembly to expand resources for those essential
services that serve the city’s most vulnerable, including child care assistance, access to
affordable health care, mental health and addiction services, and protect the community and the
environment. As identified in the Aspen Area Community Plan, the City of Aspen’s intent is to
ensure a broad visitor base over the long-term, bolstering the sustainability of our visitor-based
industry. In addition, this plan calls for more aggressive measures to ensure that the commercial
sector provides essential products and services, and to ensure balance between a local-serving
and visitor-oriented commercial sector. We foster policy to facilitate the sustainability of
essential businesses that provide basic community needs. It is apparent that gaps still exist in
the provision of essential services including adequate housing and health care options for all
community residents. We value a collaborative approach to finding creative, sustainable
solutions. As a principle, we are guided by professional, legal and community standards that
provide opportunities for people of all ages and abilities to achieve a higher quality of life
through: self-reliance, public safety, health and well-being, education and lifelong learning
Environmental Sustainability
City of Aspen maintains its commitment to promote environmental stewardship and lead climate
action efforts throughout the Roaring Fork Valley. We will continue to advance policy that
supports our ability to conserve resources and protect our future. Aspen’s Climate Action Plan
is the community’s roadmap for reducing GHG emissions and envisioning what a low-carbon
Aspen looks like. We commit to protecting the health, prosperity and safety of our residents by
facilitating greater regional collaboration and acting on climate efforts.
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Lands & Natural Resources
The City of Aspen has established a dynamic natural resource program that encompasses both
the urban forest and the surrounding natural resources. With over 1,100 acres of open space
within and around us we are committed to preserving, protecting these vital resources as well
as enhancing our natural surroundings. We work to preserve open spaces for recreational use,
wildlife habitat, and sustainment of our agricultural heritage; protect water sources and ensure
a sustainable water supply; protect air and water quality to reduce impacts to residents
Health, Housing & Human Services
Aspen is dedicated to supporting and sustaining healthy communities that strengthen individuals
and families while providing reasonable health and human services for anyone who calls the
Aspen Area “home”. 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,
such as education, public safety and health through all phases of life. We value a collaborative
approach to finding creative, sustainable solutions and are guided by professional, legal and
community standards in providing opportunities for people of all ages and abilities to 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 self-sufficient to the greatest extent possible.
• Public Safety: We must continue to ensure that our safety services (police, sheriff, fire, child
and adult protection, Mountain Rescue and emergency response, etc.) are efficient, effective,
accessible and coordinated.
• 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 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 together to ensure educational
opportunities are available to all members of our community
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Service Integration & Collaboration
City of Aspen aims to ensure effective use of taxpayer funds and successful outcomes through
efficient service delivery and integration of public programs and services. To increase efficiency
and effectiveness, City of Aspen engages in and strongly supports collaborative efforts within
city departments and with partner agencies and organizations in the local community,
regionally, and state-wide.
Local Control
As a home rule municipality, the City of Aspen believes the authority to address issues that
pertain to the city must reside within. Local governments are best suited to identify solutions to
local issues particularly regarding the services provided and land use decisions we make. Local
authority also includes the flexibility to determine use of funding locally and precludes
unfunded mandates from the state or federal government.
Fiscal Responsibility
City of Aspen budgeting reflects a priority on high-quality government services through six
strategic focus area being:
Community engagement
Fiscal health & economic vitality
Smart customer-focused government
Environmental protection
Safe, lived-in community of choice
City of Aspen believes it is critical to the health of our economy to address the state revenue
structure that restricts the state’s ability to respond to changing economic conditions, including
the Taxpayer Bill of Rights (TABOR), Amendment 23, and the Gallagher Amendment.
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Deliver Aspen Area Community Plan Themes
We are committed to revitalizing and sustaining the underpinning of our thriving community,
the Aspen Idea. Our vision, map and plan of action for achieving goals rests with our Aspen
Area Community Plan (AACP). We strive to encourage collaboration among non-profit
organizations, local government, local businesses and individuals while fostering greater
inclusivity and participation in cultural events amongst the spectrum of community residents
and visitors while supporting activities and infrastructure, both social and physical, that enable
and sustain the Aspen Idea. Implementing the themes of the 2012 AACP will require
collaboration and cooperation among public sector agencies, businesses, private non-profits,
local institutions and the general public. We are committed to:
Revitalizing and sustaining the Aspen Idea
Achieving sustainable land use practices that support a healthy year-round community
and a thriving, vibrant visitor-based economy
West of Castle Creek Corridor area should provide a transition from rural expanses of
Pitkin County to urbanized atmosphere of downtown Aspen
Providing an efficient, multi-modal and integrated transportation system that reduces
congestion and air pollution
A strong and diverse year-round community and a viable and healthy local workforce
are fundamental cornerstones for the sustainability of the Aspen area community
Aspen will be a local, regional, state and national leader in all aspects of environmental
stewardship
Preserving our historic resources differentiates us a community and contributes to our
long-term cultural awareness and sustainability as a community
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, such as
education, public safety and health through all phases of life
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The following are the City of Aspen’s priorities for the 2020 legislative session, NOT
including references to legislation that will be introduced in the General Assembly. City
staff will closely monitor active legislation introduced in these areas as well as request
regional support for bills that pertain and have interest to us.
PRIORITIES AT A GLANCE
Affordable Housing
This policy area includes deed restricted and free market owner-occupied and rental housing
units which house Aspen and Pitkin County residents whose annual income is between 50% and
240% of AMI. Affordable housing is essential to the economic and social health and
sustainability of the City of Aspen. In the face of some of the highest housing and construction
costs in the United States, the City of Aspen is focused on the provision of quality affordable
housing to ensure the continued viability of the community. As such, the City advocates for
State and Federal policies and regulations which support its affordable housing program,
including:
State laws respecting home-rule authority and permitting municipal government to
raise revenue and budget for the development of affordable housing to meet local
demand;
State laws which enable local government to acquire or dedicate land for the
development of affordable housing;
Increased federal and state funding for affordable housing tax credits, vouchers,
subsidies and other financial tools to support the development of affordable housing;
Federal and state funding assistance for housing authorities to support the development
and management of affordable housing.
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Climate Action
Climate change is leaving an indelible mark on Colorado. The City of Aspen’s Climate Action
office identifies our city as one dependent on a stable climate and natural resources for a thriving
economy. We support climate change preparedness and resiliency efforts, the Colorado Climate
Plan, as well as more aggressive goals of greenhouse gas reductions. Aspen’s local Climate
Action Plan (CAP) identifies the roadmap to our sustainable future. Last released and updated
in 2017 the CAP maintains our ambitious reduction targets and refocuses our commitment to
Aspen’s future. The City works in sync with Colorado Communities for Climate Action
(CC4CA) to set and address the bills that the City expects to focus the bulk of its policy
priorities, resources and political capital on. CC4CA is a coalition of 28 local governments
across the state that work to strengthen state and federal climate policy. Further we support the
preservation and expansion of local governments to engage in climate action efforts that include
local and multi-city commitments. These partnerships and affiliations leverage successes at the
state, national and international level and further value within our community
Public Lands – Natural Resources, Wildlife, Parks, Recreation
Pitkin County is 88% public land. Those lands provide essential resources, landscapes, and
recreation opportunities which support the health and sustainability of our community,
economy, and ecosystems. The proper management of public lands mitigates community
impacts from natural disasters, ensures these lands support ecological health and biodiversity,
provides diverse recreation opportunities, and supports commercial and conservation uses.
Given Aspen’s proximity to public lands, dependence on those lands for community
sustainability, and prioritization of climate and environmental action, the City advocates for
policies and regulations which deliver the following:
Proactive forest management and wildfire mitigation which reduces threats from
wildfire at the Wildland-Urban Interface and provides resources for wildland fire
mitigation and management;
Federal lands management rooted in best practices and which balances recreation
development and commercial uses with conservation ensuring the long-term health and
biodiversity of public lands;
Federal lands policy and regulatory processes focused on public engagement and input,
collaboration, responsiveness, and adaptation to local needs and conditions;
Recreation management focused on habitat preservation, user experience, diversity of
travel and access opportunities, and the sustainable management of existing resources.
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Public Health & Safety
Providing for these quality of life factors is one of the core functions of municipal government.
Community policing, clean drinking water, a healthy environment, development regulations,
safe transportation, and parks, recreation and open space programs are essential elements of a
health community. The City of Aspen is dedicated to providing these community services. The
City is focused on advocating for policies and regulations which assist in providing the services
essential to a healthy, safe community, including:
Federal and state policies supporting community policing, intervention, prevention,
public health, and rehabilitation programs which support local control of public safety
and health outcomes;
Financial and policy support for inter-governmental coordination in the provision of
public safety and health services and programs;
Local control over land use and development regulations which guarantee Aspen’s
ability to implement planning, zoning, and design controls on the built environment, and
assess impact fees and other exactions on development activities to deliver community
goods and off-set the impacts from development;
Regulatory and financial support for the conservation of lands and provision of
recreation services to support public and environmental health.
Telecommunications
Like transportation, water, sewer, and energy services, telecommunications infrastructure is an
essential public utility. The 21st Century economy relies on fast, reliable, accessible, and
affordable telecommunications services. As a rural community, Aspen and its surrounding area
are underserved by private telecommunications providers, particularly widely accessible high-
speed broadband access. Aspen is focused on ensuring that telecommunications infrastructure
is responsibility deployed and managed to mitigate impacts to community aesthetics, public
health, and public property while providing accessible, reliable telecommunications utility
services. Aspen supports policies and regulations which:
Support the development of municipally owned or managed telecommunications
utilities infrastructure and franchises, including cellular and broadband services;
Oppose federal or state preemption of municipal control over access to and development
of infrastructure, including development within public rights-of-way and the imposition
of design controls over utilities infrastructure;
Ensure equitable and affordable access to high-speed, quality mobile and broadband
telecommunications services
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Water Availability & Conservation
Providing a safe, legal and reliable water supply to the City’s water customers is necessary for
supporting a vibrant community. Water, especially in the West, is a precious resource that must
be diligently protected. The City promotes the efficient management of water through:
Long-range planning efforts to identify future water needs and projects;
Legal strategies that protect the city’s water rights;
Conservation programs that promote efficient water use;
Coordinated responses for drought management;
Participation in State-wide efforts to manage water resources to the benefit of Colorado
communities, especially on the West Slope;
Recognition of the importance of water storage in providing a reliable water supply.
With less than a day’s worth of storage, Aspen is especially vulnerable to disruptions in
the water supply.
Early Childhood
Early childhood education is a pressing issue holding back a thriving economy. When parents
who want to work can’t fully participate, we hurt ourselves. Childcare is difficult to find,
especially infant care, forcing many families to use less desirable care, work less, delay returning
to work, or leave the community. Childcare is expensive, often costing a family more than
housing. The rising cost of childcare has dampened women’s employment by 13 % for those
with children under age 5.
Childcare is a 3-legged stool: a functioning system that supports families and childcare
businesses requires investing in affordability, accessibility and high quality. If a childcare
proposal focuses only on bolstering one leg, the others will grow weaker under the pressure.
More childcare spots won’t necessarily mean parents can afford them. More money for parents
won’t help address quality or access.
The City of Aspen advocates for:
An early childhood education comprehensive plan that addresses high quality, access,
and affordability.
Paid Family Leave that benefits children, families, and the community
Labor and workforce recognition and support for the needs of families with young
children
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Renewable Energy
Aspen has long-supported efforts to minimize reliance on fossil fuels. In 2015 the City became
the 3rd City in the nation to provide 100% renewable energy to its customers. Aspen continues
to support efforts by other communities to reduce reliance on fossil fuels.
River Health
Like all of our natural environment, our local rivers are some of the community’s greatest
assets and the reason many people choose to visit or make the Aspen area their home. Our
rivers provide for a high quality life; support recreational, real estate, and tourism economies;
and provide our downstream neighbors with drinking water. The health of these rivers
remains of highest importance to our citizens and is identified in several guiding documents
for the City, including the Aspen Area Community Plan and the Ecological Bill of Rights. As
such, the City is committed to making choices and implementing programs that protect,
preserve, and promote river health now and into the future, and is focused on advocating for
policies and regulation which deliver the following:
Watershed and water resources protection and/or enhancement;
Local control over water resources projects and regulations that have the potential to
impact the quality or quantity of water in the Roaring Fork watershed;
Local control over land use and development regulations which guarantee Aspen’s
ability to implement planning, zoning, and design controls on the built environment,
and assess impact fees and other exactions on development activities to deliver
environmental protection and off-set the impacts from development;
Regionalism
By exploring innovative and collaborative ways to close the gaps and meet demands, the City
government plays an important leadership role in the ethic of community. Regional and multi-
jurisdictional cooperation and collaboration enhances our quality of life. The City of Aspen
engages in and strongly supports collaborative efforts within city departments and with partner
agencies and organizations in the local community, regionally, and state-wide. The City of
Aspen supports statewide legislation that would encourage:
Cooperation amongst community including affordable housing goals
Health and well being
Trails & Open space systems and acquisitions
Multi-modal transportation options
Stormwater treatment
Early childhood education funding
Emergency plans / public safety / emergency response
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Transportation
The City of Aspen is a leader in Transportation Demand Management, actively supporting
programs, services and infrastructure that promote the use of transit, cycling, walking and
shared mobility over single occupant vehicle travel. We support commuter fringe benefits that
encourage transit, bicycle, walk and other non-SOV transportation modes and oppose fringe
benefits for parking and others that encourage SOV travel for commute trips. As new
transportation technologies and service emerge and evolve (eg: dockless mobility, autonomous
vehicles, etc) the City of Aspen supports efforts to maintain the authority for local regulation
of these services. The City supports efforts aimed at regulating the share mobility industry to
ensure safety, equity, data sharing, customer privacy and fair treatment of employees.
We support new transportation funding for:
projects that maintain existing infrastructure and that are multimodal in design,
legislation that encourages “complete streets” that accommodate people using all
modes of travel
policies that support increased transportation funding for both ongoing and new transit
planning efforts, transit operations, clean transit vehicles and safe transit infrastructure
that reduce the reliance on single occupant vehicle travel
innovative multi-modal projects including bicycle, pedestrian and first/last mile
services
for demonstration or “sandbox” projects that provide the opportunity to test emerging
technologies
resort communities for recognizing that the needs of a commuting public and the
importance of a tourism economy are directly tied to transportation improvements and
reduction in traffic congestion.
encouragement of a balanced state transportation policy that addresses the need to
maintain and expand roadway, bicycle, pedestrian, transit, carpool/vanpool and
demand management options to improve Colorado’s transportation system including
preservation of the constitutional requirement that highway user revenues be used for
the construction, maintenance and supervision of the public highways and bridges of
the state
legislation that enables and encourages autonomous vehicles that are clean-fueled and
safe, while preserving local control over regulation and local implementation
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LEGISLATORS
PROCESS
To be most effective with our voice it is vital to establish
a line of communication with our affiliated district
representatives. This direct method will help us be most
successful with our pertinent goals and where we can
provide the most assistance.
3rd Congressional District:
U.S. Congressman
Scott Tipton
Senior Senator:
Michael Bennet
Junior U.S. Senator
Cory Gardner
House District 61:
Rep. Julie McCluskie
Senate District 5:
Senator Kerry Donovan
*Tara Nelson (Policy Fellow) & Kara Silbernagel
(Pitkin County Policy and Project Manager) have
separate portal for Gardner, Bennet and Tipton staff.
Please reach out for direct email contact / addresses.
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U. S. Congressman Scott Tipton
U. S. Congress - 3
rd District
Phone: (970) 241-2499 (Grand Junction)
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U.S. Senator Michael F. Bennet
Phone: (970) 241-6631 (Grand Junction)
U.S. Senator Cory Gardner
Phone: (970) 245-9553 (Grand Junction)
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Rep. Julie McCluskie
State House District 61
Email: julie.mccluskie.house@state.co.us
Phone: (303) 866-2952
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Senator Kerry Donovan
State Senate District 5
Email: kerry.donovan.senate@state.co.us
Phone: (303) 866-4871
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MEMORANDUM
TO:Mayor Torre and City Council
FROM:Nancy Lesley, Director of Events
THROUGH:Jeff Woods, Manager Parks and Recreation
MEMO DATE:November 29, 2019
MEETING DATE:December 3, 2019
RE:SPECIAL EVENTS
REQUEST OF COUNCIL:The intent of this work session is to provide Council with a variety of
updates and information related to special events, including the permit process and future
planning. Staff would like to hear from council on their perspectives of the event calendar as
well as some policy direction on using parking places for non-traditional/event use.
BACKGROUND:
Special Events Department
The Events Department is comprised of 3 FTE’s and has a budget of approximately $650,000.
The Events Department has three main areas of responsibility:
1. Producing Signature Events: Events that the City produces and operates in full:
Fat Bike Race
Owl Creek Chase
America’s Uphill
Aspen Backcountry Marathon and Heavy Half Marathon
Men’s Lacrosse Tournament
Golden Leaf Half Marathon
2. Hosting Community Events: Events that are free and open to the public:
4th of July Parade
New Year’s Eve Celebration
Community Picnic
Aspen Ascent/Demo Days
Wheeler Fun Run
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3.Permit Process
Additionally, the Events department oversees the issuance of permits for externally
produced events. Event applications are reviewed by a committee comprised of relevant
city departments, emergency services, and at times, other jurisdictions. Event Staff works
as a liaison between the internal committee and external customer to ensure the one
point of contact is efficient with prompt responses. Thus far in 2019 we have issued 80
event permits.
Events can also be categorized depending on attendance size, street closures, alcohol and
duration. These classifications are defined as: Administrative, Minor, Moderate or Major.
0 5 10 15 20
Community Events
Athletic Events
Fundraising Events
Arts Music and Cultural
Film and Photo Shoots
Parade Permits
Administrative Permits
Private events
2019 Permits by Event Type
2019 Permits by Size and Impact
Major Moderate Minor Administrative Film and Photo Permits
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DISCUSSION EVENTS:
During the work session both Signature and Community Events will be reviewed with the focus
on a council discussion regarding community events.
Staff would like to hear from council if they are comfortable with the current balance of Signature
and Community Events.
As events are known economic drivers, staff recognizes that some are an instant boost to the
local economy, and some are more of a marketing investment into the future. Attached (Exhibit
A) is a current and historical (no more than 3 years) list of events that receive money from the
city either through the Grant Committee or a direct contribution. Please note, staff focused on
amounts greater than $25,000. During the budget presentations, the Grant Committee already
presented to Council the non-profits and events that were awarded through the grant process.
For a complete list of 2020 grants, Council may refer to the Proposed Operating and Capital
Budget pages 47 – 50.
The following is a comprehensive list of events that receive in-kind or financial assistance.
Historically, in kind services can be determined at the staff level.
X Games Jazz Aspen Food and Wine
Ruggerfest Motherlode Ducky Derby
Saturday Market Spring Jam Core Party AHS Pep Rally and Bonfire
Eagles Club Picnic ELC Kids Carnival Winterskol
ACRA Art Fair 12 Days of Aspen
ACRA/AVFD/MRA Block Party
Does Council concur that events continue to receive in kind funding for economic development?
DISCUSSION PERMIT PROCESS:
Staff permits events that happen on city property or impact public property or need essential
public services. Essential public services can be, but not limited to, Fire, Police, Transportation
and Water.
Through the permit process staff also manages the calendar to ensure that major community
events don’t overlap. Staff work closely with Pitkin County and Town of Snowmass Village to
ensure that all stakeholders are aware of impacts and issues when dealing with a “multi-
jurisdictional” event such as Ride the Rockies or the WEDU 50. Attached (Exhibit B) is the 2019
Events Calendar.
The special events department also establishes “black out” dates and considers “event fatigue”
when planning and permitting events. Black out dates occur when other City departments, such
as the Police, feel that the infrastructure is at capacity and adding another element (an event)
would be too much of a strain on the system; or the Parks Department takes a park offline (for
example Wagner in July) to be used for public consumption without the interference of an event.
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Staff works closely with all other City departments as well as taking public comment regarding
event fatigue. Staff believes it is important to have those weeks and months when there are not
events– for example, late October/November and late April/early May.
Staff receives frequent calls regarding store owners requesting to “rent” the parking places
outside of their stores for use other than parking. Previous council direction has been to deny
these requests and continue to use parking places in the traditional manner. Does Council agree
that parking places are for traditional use only?
Staff is in the process of collecting data through 2020 to discuss fee structure for Special Events
and related fees and policy. While staff believes the actual cost of the permit ($50 for a non-
profit, $125 for-profit) is on track with other communities, there are a number of other event
related fees that add to the total cost of hosting an event within the City. Some examples of these
fees are: Park Rental, Parking, Tent Permit, Police Services as well as bringing a “Street Closure”
fee into the matrix.
FINANCIAL IMPACTS:
The Events Department is operating within budget and not asking for additional funding. The
increase in safety related planning and coordination (which will be discussed at the December
16th work session) will be funded through use of departmental savings.
CITY MANAGER COMMENTS:
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Exhibit A
Events that receive monies through the City of Aspen – please note – this is not a comprehensive list
but focusing on amounts greater than $25,000.
Jazz Aspen has received money every year since 1999 with the smallest amount in 1999 at
$7,000 and currently they are receiving $31,500 and have been for the last 2 years.
X-Games/Aspen Skiing Company has been receiving money since 2004 with the smallest
amount of $100,000 and the current amount at $137,500.
World Cup/Aspen Skiing Company received $10,000 from 2008 to 2015 minus the year
2013. In 2017 World Cup/Aspen Skiing Company received $75,000.
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Load in/Out
Events
COA produced events
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Load in/Out
Administrative
Minor
Moderate
Major
Photoshoot
October November
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June
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MEMORANDUM
TO:Mayor and Council
FROM:Cory Vander Veen, Recreation Director
Mitch Osur, Director of Parking and Downtown Services
THROUGH:Jeff Woods, Manager Parks and Recreation
MEMO DATE:November 29, 2019
MEETING DATE:December 3, 2019
RE:Aspen Ice Garden Facility Rental
REQUEST OF COUNCIL:Staff is requesting Council authorization to continue the
leasing of the Aspen Ice Garden (AIG) for private events. These private events
provide significant revenue to the Recreation Department which helps reduce the
cost of recreational programs while lowering the overall annual subsidy provided by
the General Fund.
SUMMARY AND BACKGROUND: At the work sessions held on September 12, 2017
and November 29, 2016 Council directed staff to continue a multi-year lease with
vendors for the AIG for private rentals. At the work session held in 2016 Council had
directed staff to work with the Aspen Chamber Resort Association (ACRA) and
downtown merchants to create new programs that would facilitate increased foot traffic
to downtown arts centered stores during AIG rental events and during the ACRA Art
Festival. Mitch Osur implemented the Shop Aspen initiative in 2017.
Over the past 10 years, the Recreation Department has rented out the AIG to two
private retail customers during its summer off-season. This “dry-floor condition” is when
the ice is taken out during this summer season. These dry floor events have helped
keep the price of ice activities low to our ice users. The first of these is The Aspen
Antiques and Jewelry Show (now Rare Aspen) and is held within the first half of July.
This year the event was held July 9-14. The second event is Art Aspen held on July
25-28, which is the week before Aspen Art Museum’s ArtCrush event.
DISCUSSION: A survey was conducted in 2017 of the event attendees and vendors.
During the survey, staff were able to gather approximately 35 responses each day at
the AIG, and staff expanded the survey to include visitors in the downtown mall area
in order to gain further insight and perspective. Staff was able to gather the following
visitor feedback from these surveys:
Most attendees at the AIG centered events were visitors to Aspen.
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The AIG events were not the driving reason visitors came to Aspen.
Most attendees came because they had a previous and on-going relationship
with one of the AIG event vendors and they had been invited to see a specific
item on behalf of that vendor.
Attendees have disposable income and are drawn to these shows because of
the museum quality merchandise.
Feedback from merchants showed that while at the AIG centered events, vendors
stayed in local hotels, ate meals in Aspen restaurants, shopped at local businesses. The
survey results showed each vendor spent approximately $6,000 in local establishments
while they were in Aspen. During these two AIG dry floor events, there were a total of
80 vendors which may be extrapolated into $480,000 spent in Aspen during the events
by vendors.
Most visitors surveyed on the downtown mall stated that they did not know about these
events ahead of time before coming to Aspen, and that they would be interested in
attending events like this in the future. This may be an opportunity for growth for more
AIG private events in the future which could help offset Recreation programming costs
and general fund subsidy.
For 2020, Recreation staff are exploring additional community uses for the Aspen Ice
Garden such as using the upstairs rooms for community organizations. Staff feel that
there is an opportunity for increased community recreational uses within the facility in the
months of May, June, and August when there is no ice in the building.
FINANCIAL IMPACTS: The Recreation Department contracted with these entities in
2019 for a daily rate of $4,750 for each day the vendor assumed control of the event
space, including set-up and tear-down time. The average revenue gained for the
Recreation Department through past three year is $91,333 (2017 $88,000, 2018
$92,000, 2019 $94,000). In 2020 the fees were raised to $5,250 per day.
ENVIRONMENTAL IMPACTS:
While the ice is out for these summer months the utility saving is approximately $3,000
per month. If ice was in the ice garden it would be approximately 300 gallons of water
per hour of programming to resurface the ice. To put the ice back into the ice garden in
September it takes about 17,000 gallons of water to make the many layers to form the
one and half inch-thick ice surface that takes staff about three weeks install and two week
to take out.
ALTERNATIVES: Council may direct staff not to continue leasing the AIG for private
events. In this case, staff would seek council direction on alternates that would
generate the revenue needed to maintain 2020 budget levels for the Recreation
Department. Staff have considered two options: 1) The Recreation Department would
could submit a supplemental request of $90,166 from the General Fund in order to
retain current programming and pricing, or 2) The Recreation Department could
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increase ice rental fees for nonprofit and for-profit users by approximately $119.00 per
hour.
RECOMMENDATIONS:The Recreation Department staff recommends that Council
approves the continuation of AIG dry floor private events and that staff continues to
explore creative uses of the AIG facility in the future. Staff have current contracts through
2020 for these two existing dry floor vendors.
CITY MANAGER COMMENTS:
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