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AGENDA
CITY COUNCIL WORK SESSION
February 16, 2021
4:00 PM, City Council Chambers
130 S Galena Street, Aspen
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Meeting Number 182 316 5820
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I.WORK SESSION
I.A.Financial Update
I.B.Update on COVID Recovery Outcomes
I.C.Update on Winter and Summer 2021 Economic Vitality in Aspen Planning Efforts
I.D.Update on Council Goals
I.E.Council Board Reports
I.F.Council Roundtable
1
Memorandum
To: Aspen City Council
From: Sara Ott, City Manager
Date: February 12, 2021
Re: February 16 Work Session Overview
The February 16th work session is an exciting opportunity to discuss the advancement of several
key topics for the community. There is a lot of material to cover, and this cover memorandum is
intended to help orient the flow and expectations of each agenda topic. The first two agenda
items provide background for Council’s discussion on the remaining items for the evening. I am
anticipating a longer work session for this evening – one that celebrates significant progress and
guides future actions for 2021.
Request of Council:
The agenda for the February 16, 2021 work session is focused on several inter-related areas.
Staff has prepared to present to Council in the following sequence.
1. Finance Update – lead presenter Pete Strecker. This update is to recap 2020 revenues,
discuss fee-based revenue variances, and CARES Act reimbursements. Exhibit A contains
the presentation slides for the update and exhibit B is the December 2020 Sales Tax
Report.
2. Update on COVID Recovery Outcomes – lead presenter Sara Ott. Significant progress on
COVID outcomes occurred in 2020. In continued support, the discussion will focus on
what’s occurring now with rental assistance, childcare support, and business support. CJ
Oliver will provide an update on the 5-Star program as well.
Background:
The Council adopted six COVID-19 Outcome Statements and Objectives in Resolution 33
on April 9, 2020 (exhibit C):
• Outcome 1: Increase economic security to individuals and families by aiding
in securing shelter, food, utilities, healthcare, childcare and transportation
• Outcome 2: Encourage good mental health hygiene
• Outcome 3: Support the Pitkin County Incident Management Team
2
• Outcome 4: Proactively and swiftly work to minimize further economic
disruption and actively encourage its recovery
• Outcome 5: Provide essential municipal government services with minimal
interruption
• Outcome 6: Effectively and regularly communicate with, and listen to, the
community during the response and recovery efforts.
The first Council Goal update occurred during a July 27th, 2020 work session and served
as the inaugural quarterly update to Council. Goal leads were able to gather additional
direction and goal prioritization from Council. The second Council Goal update occurred
during a November 2, 2020 work session during which Council was updated on the status
of each goal as well as a brief summary of quarterly accomplishments and future plans.
Staff have continued to be responsive to the community by offering innovative programs
to help keep Aspen safe and open. The COVID-19 recovery programs have included a
broad scope based on the outcomes including but not limited to business support, family
and individual assistance, and public health investments. Exhibit D contains slides
highlighting a few recent accomplishments.
In addition to the financial tracking of expenditures, a COVID-19 Recovery Report
detailing the programs and services is currently scheduled to be available in June 2021.
The COVID-19 Recovery Report was delayed from its previously scheduled release in
November 2020 to include information on winter-time programs. For the time being,
staff included a presentation with information on some of the wintertime COVID-19
recovery programs that the City has enacted for review.
Exhibit E provides an update on expenditures and activities associated with the $6 M
Covid-19 Outcomes.
3. Update on Winter and Summer 2021 Economic Vitality in Aspen Planning Efforts – lead
presenter Ron LeBlanc with several subject matter experts. Memo (Exhibit F) and slides
(Exhibit G) are attached. This discussion will include high level overviews of the work
underway, as well as seek Council direction in specific areas.
Background:
As Council enters this discussion, staff has made base planning assumptions to guide
decisions and implementation. These assumptions are:
a. It will be a busy tourism summer as pent-up demand seeks drivable tourism
destinations
b. Conditions are, and will continue, to improve for retail and restaurant capacity
c. Some accommodation is warranted to provide for social distancing
d. Use of the community’s assets (parks, land, right of way) must be sensibly
managed between privatization and general access and safety
3
e. Activation of public and private spaces will be done thoughtfully to balance
impacts to the traveling public – whether walking, biking, busing, or driving.
Staff seeks Council discussion around the following next steps.
f. Expedited Community Development Review and Approval Process
g. Use of Public Right of Way
h. Parks
i. Special Events
j. Public Engagement and Outreach
4. Update on Council Goals – lead presenter Sara Ott, with subject matter experts for each
goal area. This discussion will be update focused. No direction will be sought during the
work session. Staff will return in future work sessions for more detailed discussions and
direction.
Background:
During the 1st Quarter of 2020, City Council formally adopted Resolution #16 establishing
the 2020-2021 Council Goals, exhibit H. The 2020/2021 Council Goals consist of eight
individual goals organized into two distinct tiers, as follows:
Tier I Goals
1. Affordable Housing
2. Childcare Sustainability
3. Waste Management
4. Stormwater Financing
Tier II Goals
5. Energy Conservation
6. Community Engagement
7. Local Businesses
8. Boards and Commissions
COVID-19 response and recovery efforts continue be the focus of many areas within the
City, including departments that are also championing Council goals. Based on Council
feedback during the last two updates, staff have been able to refocus efforts to progress
City Council goals while continuing to contribute towards COVID initiatives as the primary
objective. Since the last update staff have continued to present specific, in-depth updates
on goals or initiatives tied to goals at Council Work Sessions. A few accomplishments and
activities of particular note include:
• Distribution and completion of the Communications Satisfaction and Preference
survey.
• Commencement of community classes focused on infant and toddler care.
4
• Evaluation of and drafting of proposed changes to the solid waste portion of the
Municipal Code.
• Completion of the first stage of community engagement and draft ordinance
language with regards to Building IQ.
Each goal lead will present a brief update and field any questions. Goal leads are as follows:
1. Affordable Housing – Sara Ott, Phillip Supino, Pete Strecker, and Scott
Miller
2. Childcare Sustainability – Shirley Ritter and Ron LeBlanc
3. Waste Management – CJ Oliver and Liz Chapman
4. Stormwater Financing - Scott Miller and April Long
5. Energy Conservation – CJ Oliver and Ashley Perl
6. Communications Strategy – Alissa Farrell and Denise White
7. Local Businesses – Phillip Supino, Mitch Osur and Ron LeBlanc
Exhibit I provides a scorecard on the current status of the Council Goals and Exhibit J
contains memos on various goals issued since November for easy reference.
5. Council Board Reports – Council led.
6. Council Roundtable – Council led.
Exhibit List
A – Slide Deck re: Finance Update (Pete)
B – December 2020 Tax Report
C – Resolution 33-20 COVID Recovery Outcomes
D – Slide Deck COVID Recovery Activities (Alissa)
E – COVID Recovery Expenditure Report
F – Memo Summer Planning Efforts
G – Slides Deck Summer Planning Efforts (Trish)
H – Resolution 16-20 Council Goals
I – Council Goal Scorecard
J – Various Reference Memos
5
Financial
Update
February 16, 2021
6
2020 -What a Ride…
•2020 City Sales Tax
Tax Type
2020
Original
March
Update
July
Update
Sept
Update
2020
Actuals
1.00% Tax: Parks & Open Space $8,084,500 $5,341,400 $7,006,400 $6,769,000 $7,650,903
0.50% Tax: Parks & Open Space $4,042,300 $2,670,700 $3,503,200 $3,384,500 $3,824,031
0.15% Tax: Transportation $1,212,600 $801,200 $1,050,900 $1,015,400 $1,146,678
0.45% Tax: Housing / Childcare $3,638,100 $2,403,600 $3,152,900 $3,046,000 $3,442,019
Total –2.1% City Tax Retained $16,977,500 $11,216,900 $14,713,400 $14,214,900 $16,063,631
0.30% Tax: Education $2,425,400 $1,602,400 $2,102,000 $2,030,600 $2,294,992
Grand Total -2.4% City Tax $19,402,900 $12,819,300 $16,815,400 $16,245,500 $18,358,623
Vs. Original 2020 Estimate (34%)(13%)(16%)(5%)
7
2020 Taxable Sales
•Lodging / Restaurants Felt Pandemic Greatest
Category
2019
Actuals
2020
Actuals
%
Change
Accommodations $236,082,300 $177,528,453 (25%)
Restaurants $139,010,013 $122,853,349 (12%)
Sporting Goods $52,980,072 $53,563,008 1%
Clothing $63,969,866 $62,993,392 (2%)
Food & Drug $59,563,090 $61,629,252 4%
Liquor $10,937,381 $13,529,367 24%
Marijuana $11,944,810 $11,382,892 (5%)
General & Miscellaneous $72,672,112 $85,137,395 16%
Luxury Goods $38,561,939 $38,852,570 1%
Utilities $45,624,748 $45,546,726 0%
Construction $70,395,055 $71,846,936 2%
Automobile $19,433,589 $24,140,324 24%
Bank / Finance (new)$1,204,639 N/A
Health / Beauty (new)$1,394,812 N/A
Total Taxable $821,174,975 $771,603,115 (6%)8
2.0% Lodging Tax
•Daily Rate Was Resilient
$295 $319 $293 $287 $277 $295 $314 $332 $348 $383 $408 $432 $454 $427
$0
$100
$200
$300
$400
$500
$600
$700
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Seasonal Average ADR
Winter Avg. (Jan-Mar)Off-Season Avg. (Apr-May)
Summer Avg. (Jun-Aug)Avg. ADR (Jan - Aug)
9
2.0% Lodging Tax
•Volume Based Business
50%52%
45%47%50%51%51%53%57%59%59%60%60%
43%
0%
10%
20%
30%
40%
50%
60%
70%
80%
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Seasonal Average Occupancy
Winter Avg. (Jan-Mar)Off-Season Avg. (Apr-May)
Summer Avg. (Jun-Aug)Avg. Occupancy (Jan - Aug)
10
2.0% City Lodging Tax
•Revenues Reflect Similar 27% Drop in ADR
Tax Type
2020
Original
March
Update
July
Update
Sept
Update
2020
Actuals
0.50% Tax: Transportation $997,300 $583,600 $589,000 $706,400 $755,842
1.50% Tax: Tourism Promotion $2,991,800 $1,750,900 $1,767,100 $2,119,200 $2,267,534
Total Lodging Tax $3,989,100 $2,334,500 $2,356,100 $2,825,600 $3,023,376
Vs. Original 2020 Estimate (41%)(41%)(29%)(24%)
Transit Funding
•City Sales Tax
•City Use Tax
•City Lodging Tax
AFTER 1.0% RFTA Sales Tax Applied
11
$5,671,597 $8,387,972 $10,020,525 $6,293,074 $9,938,124 $8,896,761 $8,440,265 $17,589,652 $3,119,174 $4,496,239 $5,392,273 $3,342,440 $5,184,461 $4,633,568 $4,420,027 $9,482,264 $0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
$20,000,000
2013 2014 2015 2016 2017 2018 2019 2020
1.0% HRETT 0.5% WRETT
•2020 Exceeded All Expectations
Real Estate Transfer Taxes
12
Other Notable Revenues
•$1.7M CVRF Reimbursement for Individual
& Commercial Assistance:
1st Round Received: $457,254
2nd Round Pending: $1,227,487
•$2.2M CARES Act Funding for Transit:
1st Round Received: $1,230,648
2nd Round Received: $794,130
3rd Round Pending: $200,000 13
Other Notable Revenues
General Fund
•ComDev: $370K
•Engineering: $360K
•Events / Recreation: $375K
•Red Brick Arts: $85K
Other Funds
•REMP: $400K
•Parking: $300K
•Water: $2.5M
•Electric: $1.2M
•Golf: $840K
14
2020 Expenditures
Original
Budget
$112.9M
COVID
Relief
Package
$6.0M
Spring
Supp’l
$44.3M
Fall
Supp’l
$7.2M
Final
Budget
$170.4
•Spring Changes Largely Roll Forward Items
Included $16M in Cuts Across the Organization
•Fall Supplemental Was Targeted Increases
$1.9M for Isis Theater Refinance
$1.5M for Energy Efficiency Upgrades and Schedule
Impacts from COVID on New Administrative Offices
$2.1M Wheeler Opera House Façade Work
15
2020 Net Appropriations: $170M
Expended
Committed
Remaining
$31M of $43M Remaining is Capital
$16.0M AMP ($14.1M City Offices)
$5.3M Utilities ($1.9M AMI System)
$4.3M Housing Development (P3)
$2.5M Wheeler Opera House 16
2021 Adopted Budget
•Operating Authority Lean (3.4% Cut):
o No Merit Increases
o No GOMs
o 50% of Cafeteria Benefit
o No Increase for Inflationary Pressures
•Growth was Solely In Capital:
o $40M for Burlingame Phase 3
17
Current Trends
Remember
when…
18
Current Trends
•7-Day Incident Rate Has Reached Yellow Levels
19
Current Trends
•Jan / Feb Have Been Very Muted
20
Current Trends
•Flight Schedules Adjusted to Match
Demand (Feb –Mar)
o American:Up 25%
o Delta: Discontinued
o United:Down 38%
21
Outlook
•Anticipate Positive Momentum
•Expectations for Strong Summer
22
To: Aspen City Council
From: Anthony Lewin, Senior Tax Auditor
Date: February 11, 2020
Re: December 2020 Consumption Tax Report
Attached is the City of Aspen’s monthly report for consumption-based tax collections. This includes analysis of
the City’s sales tax and lodging tax collections for December 2020, Aspen’s portion of Pitkin County’s 3.6% sales
tax collections for November 2020, and real estate transfer tax (RETT) collections for January 2021.
Taxable Sales:
In obvious contrast to the recent rollout of vaccinations across the globe, the local economy continues to
experience the effects of Covid-19. With the Board of Public Health decision to move into level red restrictions
on December 21, Aspen’s December tourism-centric economy experienced a one-third drop in local spend. This
drop was again felt most pointedly in the lodging and restaurant industries and was reflective of occupancy
figures in traditional lodge offerings hovering just over 40% vs. historical norms of 60-62% experienced in each
of the last five years. While a handful of other industries also saw soft figures in this final month of the calendar
year; overall, these same industries saw aggregate growth in 2020 taxable sales relative to 2019.
Actual Sales and Lodging Tax:
December’s sales tax collections were down 18.8%, respectively from the same period last year; 6.6% down in
total for the year. Lodging tax collections were down 40.7% in contrast to last year’s monthly revenues; 22.2%
down for the year.
The stark variance between these two tax streams again reflects how the accommodations industry has
struggled during the pandemic. To explore the accommodations sector in more detail, taxable sales for the
lodging industry have now been segregated into offering type, including traditional lodges and short-term rental
offerings that includes private home and condominium rentals. Reviewing December accommodations by these
subgroups has highlighted how less traditional lodging options made up roughly one-third of total taxable sales
during the holiday month. This experience is believed to be influenced by the pandemic with tourists desiring
their own space; but is also anticipated to reflect how changes within the municipal code have resulted in
greater compliance in registering and tax remittance by these less traditional offerings.
23
City Share of County Sales Tax:
Aspen’s portion of Pitkin County’s sales tax collections (one month behind City collection statistics because they
are collected at the State level) for November were down 24.2%. On a year-to-date basis, Aspen’s portion of
Pitkin County’s sales tax is down 1.4%.
Real Estate Transfer Taxes:
Housing real estate transfer tax collections for January were up 45.9%. Wheeler real estate transfer tax
collections for January were up 46.5%. Elevated market activity continues despite the record setting 2020 year,
though staff believes this cannot continue indefinitely as inventory has been significantly reduced and as price
per square foot has risen to unprecedented levels.
Home / Condo (Short
Term Rental)
$6,503,822
Lodging / Hotel
$13,525,251
Real Estate
$543,133
Accommodations Breakdown
24
Category In‐Town Out‐of‐Town Grand Total
Total Accommodations $20,264,503 $307,702 $20,572,206
Construction / Trades $3,593,573 $5,832,555 $9,426,128
Misc. / Other $2,796,571 $7,268,418 $10,064,989
Food / Drug $5,767,435 $296,232 $6,063,668
Bar / Restaurant $10,722,408 $0 $10,722,408
Fashion / Clothing $10,481,208 $410,277 $10,891,484
Outdoor / Sporting $9,283,823 $176,958 $9,460,781
Utilities / Telecomm $1,683,058 $3,663,628 $5,346,686
Auto $2,821,597 $0 $2,821,597
Gallery / Jewelry $4,656,214 $300,895 $4,957,109
Liquor $1,709,184 $33,071 $1,742,254
Marijuana $1,041,768 $139 $1,041,907
Bank / Finance $96,344 $574,958 $671,302
Health / Beauty $509,610 $413,483 $923,093
Grand Total $75,427,296 $19,278,315 $94,705,611
Percentage 79.6% 20.4%
$0 $5 $10 $15 $20 $25
Total Accommodations
Construction / Trades
Misc. / Other
Food / Drug
Bar / Restaurant
Fashion / Clothing
Outdoor / Sporting
Utilities / Telecomm
Auto
Gallery / Jewelry
Liquor
Marijuana
Bank / Finance
Health / Beauty
Millions
Decemeber 2020 Sales Tax
In‐Town Out‐of‐Town
25
City of Aspen Retail Sales by IndustryDecember 2020 Year To Date Retail SalesCategory YTD Retail Sales% Change Prior Year % YTD Retail SalesAccommodations $177,049,623 (25.3%) 23.1%Restaurants & Bars $122,853,349 (11.6%) 16.0%Sports Equip/Clothing $53,554,273 1.0% 7.0%Clothing $62,831,254 (1.8%) 8.2%Food & Drug $57,746,453 (3.1%) 7.5%Liquor $13,275,389 21.4% 1.7%Miscellaneous $85,578,777 17.0% 11.2%Construction $71,744,962 2.2% 9.4%Luxury Goods $38,630,406 (0.0%) 5.0%Utilities $44,901,090 (1.6%) 5.9%Automobile $24,140,324 24.2% 3.2%Marijuana $11,317,311 (5.3%) 1.5%Bank / Finance (new) $1,204,639 0.0% 0.2%Health / Beauty (new) $1,394,812 0.0% 0.2%Total$766,222,659 (6.9%) 100.0%December Monthly Retail SalesCategory Monthly Retail Sales% Change Prior Year% Monthly Retail SalesAccommodations $20,572,206 (43.7%) 21.7%Restaurants & Bars $10,722,408 (33.0%) 11.3%Sports Equip/Clothing $9,460,781 (17.8%) 10.0%Clothing $10,891,484 14.8% 11.5%Food & Drug $6,063,668 (26.7%) 6.4%Liquor $1,742,254 9.4% 1.8%Miscellaneous $10,064,989 (17.5%) 10.6%Construction $9,426,128 (7.0%) 10.0%Luxury Goods $4,957,109 (37.3%) 5.2%Utilities $5,346,686 6.2% 5.6%Automobile $2,821,597 146.3% 3.0%Marijuana $1,041,907 (5.1%) 1.1%Bank / Finance (new) $676,899 0.0% 0.7%Health / Beauty (new) $927,112 0.0% 1.0%Total $94,715,227 (37.3%) 100.0% Beginning October 2020, industries were assessed and revised. This includes Luxury Goods which no longer reflects high end clothing which now is captured within Clothing. Additionally, two new categories (Bank / Finance and Health / Beauty) were added to reflect items previous reported within Miscellaneous. These adjustments will ultimately skew the annual percentage change in these industries and is therefore important to note ‐ industry contraction or expansion cannot be gauged by these percentages until a full year's worth of data has been compiled with the new categorizations.Accommodations22.1%Restaurants & Bars11.5%Sports Equip/Clothing10.2%Clothing11.7%Food & Drug6.5%Liquor1.9%Miscellaneous10.8%Construction10.1%Luxury Goods5.3%Utilities5.7%Automobile3.0%Marijuana1.1%Accommodations23.2%Restaurants & Bars16.1%Sports Equip/Clothing7.0%Clothing8.2%Food & Drug7.6%Liquor1.7%Miscellaneous11.2%Construction9.4%Luxury Goods5.1%Utilities5.9%Automobile3.2%Marijuana1.5%26
City of Aspen Sales and Lodging TaxDecember 2020 Year To Date Tax CollectionsTax TypeYTD Taxes Collected% YTD Taxes1.0% Sales Tax: Parks & Open Space $7,650,903 40.1%0.5% Sales Tax: Parks & Open Space $3,824,031 20.0%0.15% Sales Tax: Transportation $1,146,678 6.0%0.45% Sales Tax: Affordable Housing/ Childcare $3,442,019 18.0%2.0% Lodging Tax: Tourist Promotion/ Transportation $3,023,34315.8%Total $19,086,973 100%December Monthly Tax CollectionsTax TypeMonthly Taxes Collected% Monthly Taxes1.0% Sales Tax: Parks & Open Space $953,647 40.4%0.5% Sales Tax: Parks & Open Space $476,175 20.2%0.15% Sales Tax: Transportation $142,848 6.1%0.45% Sales Tax: Affordable Housing/ Childcare $428,527 18.2%2.0% Lodging Tax: Tourist Promotion/ Transportation $357,45615.2%Total $2,358,652 100%1.0% Sales Tax: Parks & Open Space40.4%0.5% Sales Tax: Parks & Open Space20.2%0.15% Sales Tax: Transportation6.1%0.45% Sales Tax: Affordable Housing/ Childcare18.2%2.0% Lodging Tax: Tourist Promotion/ Transportation15.2%1.0% Sales Tax: Parks & Open Space40.1%0.5% Sales Tax: Parks & Open Space20.0%0.15% Sales Tax: Transportation6.0%0.45% Sales Tax: Affordable Housing/ Childcare18.0%2.0% Lodging Tax: Tourist Promotion/ Transportation15.8%27
City of Aspen Sales Tax 2.1% December 2020Current Month Revenues are (18.8%) below last year's Monthly Revenues.Year To Date Revenues are (5.8%) below Year To Date Budgeted Revenues.Year To Date Revenues are (6.6%) below last year's Actual Year To Date Revenues. 2020 Monthly Budget vs. 2020 Actual 2020 YTD Budget vs. 2020 Actual 2020 vs. 2019MonthBudgetActualVarianceBudgetActualVariance2019 MonthlyVariance2019 YTDVarianceJan $1,991,690 $1,991,690 0.0% $1,991,690 $1,991,690 0.0% $1,862,971 6.9% $1,862,971 6.9%Feb $1,736,100 $1,857,466 7.0% $3,727,790 $3,849,156 3.3% $1,737,770 6.9% $3,600,741 6.9%Mar $1,982,200 $1,087,955 (45.1%) $5,709,990 $4,937,111 (13.5%) $2,010,993 (45.9%) $5,611,734 (12.0%)Apr $676,600 $458,858 (32.2%) $6,386,590 $5,395,969 (15.5%) $757,958 (39.5%) $6,369,692 (15.3%)May $570,600 $496,175 (13.0%) $6,957,190 $5,892,144 (15.3%) $646,709 (23.3%) $7,016,401 (16.0%)June $1,422,000 $1,151,068 (19.1%) $8,379,190 $7,043,212 (15.9%) $1,382,830 (16.8%) $8,399,231 (16.1%)July $1,849,000 $1,736,692 (6.1%) $10,228,190 $8,779,904 (14.2%) $1,920,481 (9.6%) $10,319,712 (14.9%)Aug $1,575,800 $1,560,293 (1.0%) $11,803,990 $10,340,197 (12.4%) $1,568,118 (0.5%) $11,887,829 (13.0%)Sept $1,287,100 $1,937,430 50.5% $13,091,090 $12,277,626 (6.2%) $1,339,131 44.7% $13,226,960 (7.2%)Oct $756,200 $933,598 23.5% $13,847,290 $13,211,224 (4.6%) $813,092 14.8% $14,040,052 (5.9%)Nov $654,800 $851,210 30.0% $14,502,090 $14,062,433 (3.0%) $694,364 22.6% $14,734,416 (4.6%)Dec $2,548,500 $2,001,196 (21.5%) $17,050,590 $16,063,630 (5.8%) $2,465,684 (18.8%) $17,200,100 (6.6%)Actual Collections Year To Date Through December‐0.048549279‐1‐1‐1‐1‐1‐1‐1‐1$13,089,782$14,041,922$14,983,426$15,225,038$15,849,493$17,200,100$16,063,630$0$2,000,000$4,000,000$6,000,000$8,000,000$10,000,000$12,000,000$14,000,000$16,000,000$18,000,000$20,000,0002014 2015 2016 2017 2018 2019 2020
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City of Aspen Tourist Promotion 1.5% Lodging Tax (0.5% Rate for 2010 and Prior)December 2020Current Month Revenues are (40.7%) below last year's Monthly Revenues adjusted for rate increase.Year To Date Revenues are (21.6%) below Year To Date Budgeted Revenues.Year To Date Revenues are (22.2%) below last year's Actual Year To Date Revenues adjusted for rate increase.2020 Monthly Budget vs. 2020 Actual 2020 YTD Budget vs. 2020 Actual 2020 vs. 2019MonthBudgetActualVarianceBudgetActualVariance2019 MonthlyVariance2019 YTDVarianceJan $412,500 $423,412 2.6% $412,500 $423,412 2.6% $435,183 (2.7%) $435,183 (2.7%)Feb $390,000 $417,502 7.1% $802,500 $840,914 4.8% $386,172 8.1% $821,355 2.4%Mar $420,000 $197,251 (53.0%) $1,222,500 $1,038,165 (15.1%) $441,407 (55.3%) $1,262,762 (17.8%)Apr $60,000 $5,581 (90.7%) $1,282,500 $1,043,746 (18.6%) $72,042 (92.3%) $1,334,804 (21.8%)May $45,000 $8,770 (80.5%) $1,327,500 $1,052,516 (20.7%) $55,183 (84.1%) $1,389,987 (24.3%)June $217,500 $99,543 (54.2%) $1,545,000 $1,152,059 (25.4%) $207,585 (52.0%) $1,597,572 (27.9%)July $300,000 $263,959 (12.0%) $1,845,000 $1,416,018 (23.3%) $312,072 (15.4%) $1,909,644 (25.8%)Aug $255,000 $227,695 (10.7%) $2,100,000 $1,643,713(21.7%) $236,486 (3.7%) $2,146,131 (23.4%)Sept $157,500 $206,067 30.8% $2,257,500 $1,849,780 (18.1%) $168,611 22.2% $2,314,741 (20.1%)Oct $82,500 $71,598 (13.2%) $2,340,000 $1,921,378 (17.9%) $87,775 (18.4%) $2,402,516 (20.0%)Nov $60,000 $78,030 30.1% $2,400,000 $1,999,408 (16.7%) $59,637 30.8% $2,462,153 (18.8%)Dec $490,500 $268,092 (45.3%) $2,890,500 $2,267,501 (21.6%) $451,985 (40.7%) $2,914,139 (22.2%)2,267,501$ Actual Collections Year To Date Through December‐1‐1$2,163,892 $2,392,337$2,636,014$2,739,273$2,766,215$2,914,139$2,267,501 $‐ $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,0002014 2015 2016 2017 2018 2019 2020
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City of Aspen Transportation 0.5% Lodging Tax December 2020Current Month Revenues are (40.7%) below last year's Monthly Revenues Year To Date Revenues are (21.6%) below Year To Date Budgeted Revenues.Year To Date Revenues are (22.2%) below last year's Actual Year To Date Revenues.2020 Monthly Budget vs. 2020 Actual 2020 YTD Budget vs. 2020 Actual 2020 vs. 2019MonthBudgetActualVarianceBudgetActualVariance2019 MonthlyVariance2019 YTDVarianceJan $137,500 $141,137 2.6% $137,500 $141,1372.6% $145,061 (2.7%) $145,061 (2.7%)Feb $130,000 $139,167 7.1% $267,500 $280,304 4.8% $128,724 8.1% $273,785 2.4%Mar $140,000 $65,750 (53.0%) $407,500 $346,054 (15.1%) $147,136 (55.3%) $420,920 (17.8%)Apr $20,000 $1,860 (90.7%) $427,500 $347,915 (18.6%) $24,014 (92.3%) $444,934 (21.8%)May $15,000 $2,923 (80.5%) $442,500 $350,838 (20.7%) $18,394 (84.1%) $463,328 (24.3%)June $72,500 $33,181 (54.2%) $515,000 $384,019 (25.4%) $69,195 (52.0%) $532,523 (27.9%)July $100,000 $87,986 (12.0%) $615,000 $472,005 (23.3%) $104,024 (15.4%) $636,547 (25.8%)Aug $85,000 $75,898 (10.7%) $700,000 $547,903 (21.7%) $78,829 (3.7%) $715,376 (23.4%)Sept $52,500 $68,700 30.9% $752,500 $616,603 (18.1%) $56,203 22.2% $771,579 (20.1%)Oct $27,500 $23,866 (13.2%) $780,000 $640,469 (17.9%) $29,258 (18.4%) $800,837 (20.0%)Nov $20,000 $26,010 30.0% $800,000 $666,479 (16.7%) $19,879 30.8% $820,716 (18.8%)Dec $163,500 $89,364 (45.3%) $963,500 $755,842 (21.6%) $150,662 (40.7%) $971,378 (22.2%)755,842$ Actual Collections Year To Date Through December‐1‐1$721,296 $797,432$878,776$913,089$922,069$971,378$755,842 $‐ $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,0002014 2015 2016 2017 2018 2019 2020
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City of Aspen Portion of Pitkin County 3.6% Sales TaxNovember 2020Current Month Revenues are (24.2%) below last year's Monthly Revenues.Year To Date Revenues are 9.4% above Year To Date Budgeted Revenues.Year To Date Revenues are (1.4%) below last year's Actual Year To Date Revenues. 2020 Monthly Budget vs. 2020 Actual 2020 YTD Budget vs. 2020 Actual 2020 vs. 2019MonthBudgetActualVarianceBudgetActualVariance2019 MonthlyVariance2019 YTDVarianceJan $1,357,000 $1,512,709 11.5% $1,357,000$1,512,709 11.5% $1,332,368 13.5% 1,332,368$ 13.5%Feb $1,277,000 $1,449,548 13.5% $2,634,000$2,962,257 12.5% $1,195,264 21.3% 2,527,633$ 17.2%Mar $1,293,000 $708,210 (45.2%) $3,927,000 $3,670,467 (6.5%) $1,460,126 (51.5%) 3,987,758$ (8.0%)Apr $484,000 $498,211 2.9% $4,411,000 $4,168,678 (5.5%) $543,209 (8.3%) 4,530,968$ (8.0%)May $398,000 $430,729 8.2% $4,809,000 $4,599,408 (4.4%) $423,901 1.6% 4,954,869$ (7.2%)June $822,000 $713,217 (13.2%) $5,631,000 $5,312,624 (5.7%) $867,745 (17.8%) 5,822,613$ (8.8%)July $1,097,000 $1,164,095 6.1% $6,728,000 $6,476,719 (3.7%) $1,149,462 1.3% 6,972,075$ (7.1%)Aug $917,000 $1,117,891 21.9% $7,645,000 $7,594,610 (0.7%) $1,059,020 5.6% 8,031,094$ (5.4%)Sept $801,000 $1,181,742 47.5% $8,446,000$8,776,352 3.9% $867,293 36.3% 8,898,387$ (1.4%)Oct $498,000 $845,122 69.7% $8,944,000 $9,621,474 7.6% $646,501 30.7% 9,544,889$ 0.8%Nov $484,000 $688,722 42.3% $9,428,000 $10,310,196 9.4% $908,405 (24.2%) 10,453,294$ (1.4%)Dec $1,461,000 $10,889,000 $1,627,600 12,080,894$ Actual Collections Year To Date Through November‐1‐1‐1‐1‐1‐1‐1$6,737,323$7,325,238$7,570,415$8,006,382$8,477,459$10,453,294$10,310,196 $0$2,000,000$4,000,000$6,000,000$8,000,000$10,000,000$12,000,0002014 2015 2016 2017 2018 2019 2020
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Current Month Revenues are 45.9% above last year's Monthly Revenues.Year To Date Revenues are 263.8% above Year To Date Budgeted Revenues.Year To Date Revenues are 45.9% above last year's Actual Year To Date Revenues. 2021 Monthly Budget vs. 2021 Actual 2021 YTD Budget vs. 2021 Actual 2021 vs. 2020MonthBudgetActualVarianceBudgetActualVariance2020 MonthlyVariance2020 YTDVarianceJan $440,400 $1,602,114 263.8% $440,400 $1,602,114 263.8% $1,098,343 45.9% $1,098,343 45.9%Feb $412,600 $853,000 $496,350 $1,594,693Mar $432,900 $1,285,900 $598,199 $2,192,893Apr $560,000 $1,845,900 $505,915 $2,698,808May $566,200 $2,412,100 $110,180 $2,808,988June $537,300 $2,949,400 $477,350 $3,286,338July $384,200 $3,333,600 $885,546 $4,171,884Aug $524,800 $3,858,400 $2,542,417 $6,714,301Sept $746,400 $4,604,800 $3,947,332 $10,661,632Oct $644,600 $5,249,400 $2,928,865 $13,590,497Nov $439,200 $5,688,600 $1,717,838 $15,308,335Dec $511,400 $6,200,000 $2,281,317 $17,589,652330,606$ ‐1‐1‐1‐1‐1‐1‐1‐1‐1January 2021Actual Collections Year To Date Through JanuaryHousing Real Estate Transfer Tax $807,775$253,235$539,240$784,556$1,105,098$1,098,343$1,602,114 $0$200,000$400,000$600,000$800,000$1,000,000$1,200,000$1,400,000$1,600,000$1,800,0002015 2016 2017 2018 2019 2020 2021
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Wheeler Opera House Real Estate Transfer TaxJanuary 2021Current Month Revenues are 46.5% above last year's Monthly Revenues.Year To Date Revenues are 252.1% above Year To Date Budgeted Revenues.Year To Date Revenues are 46.5% above last year's Actual Year To Date Revenues. 2021 Monthly Budget vs. 2021 Actual 2021 YTD Budget vs. 2021 Actual 2021 vs. 2020MonthBudgetActualVarianceBudgetActualVariance2020 MonthlyVariance2020 YTDVarianceJan $235,400 $828,882 252.1% $235,400 $828,882 252.1% $565,600 46.5% $565,600 46.5%Feb $213,800 $449,200 $262,833 $828,432Mar $221,500 $670,700 $567,936 $1,396,369Apr $291,700 $962,400 $448,184 $1,844,552May $298,400 $1,260,800 $58,875 $1,903,427June $228,300 $1,489,100 $248,150 $2,151,577July $185,600 $1,674,700 $464,915 $2,616,492Aug $272,200 $1,946,900 $1,298,686 $3,915,178Sept $411,300 $2,358,200 $2,027,283 $5,942,461Oct $355,100 $2,713,300 $1,495,710 $7,438,171Nov $230,300 $2,943,600 $882,569 $8,320,741Dec $289,400 $3,233,000 $1,161,524 $9,482,2643$ Actual Collections Year To Date Through January$420,108$139,383$284,651$407,558$569,253$565,600 $828,882$0$100,000$200,000$300,000$400,000$500,000$600,000$700,000$800,000$900,0002015 2016 2017 2018 2019 2020 2021
33
RESOLUTION NO. 33
SERIES OF 2020)
A RESOLUTION ADOPTING SIX OUTCOME STATEMENTS AND RELATED OBJECTIVES
FOR THE CITY OF ASPEN COVID-19 RELIEF EFFORTS AND DIRECTING THE CITY
MANAGER TO PREPARE SPECIFIC TACTICS TO IMPLEMENT THE OBJECTIVES.
WHEREAS, there have been proposals brought before City Council to fund relief and
recovery efforts related to the City of Aspen's Local Disaster Emergency Declaration; and
WHEREAS, the City Council has evaluated these proposals and believes adopting
specific outcome statements and related objectives for the City and directing the City Manager
to prepare specific tactics to implement the objectives will best serve the City in providing relief
efforts.
NOW THEREFORE, be it resolved by City Council, that the City of Aspen hereby adopts
the following five outcome statements and related objectives for the City of Aspen Covid-19
relief efforts and to direct the City Manager to prepare specific tactics to implement the
objectives:
Outcome#1: Increase economic security for vulnerable people by aiding in securing shelter,
food, utilities, healthcare, childcare and transportation.
Objectives:
A. Quickly distribute funds to individuals and families through non-profit and
governmental partners.
B. Amend City housing policies that can provide temporary relief.
C. Educate residents on how to communicate with lenders and landlords regarding
changes in personal financial circumstances
D. Reduce barriers to accessing healthcare through education.
E. Deliver public transit in a safe and reliable manner.
F. Ensure safe, reliable and affordable childcare remains in the community for working
families.
Outcome#2: Encourage good mental health hygiene.
Objectives:
A. Regularly encourage neighbor-to-neighbor connection in new ways that account for
social distancing requirements.
B. Financially support professional mental health services in the community.
34
Outcome#3:Support the Pitkin County Incident Management Team.
Objectives:
A. Frequently communicate with the Incident Management Team Incident Commanders
and the community.
B. Provide staffing for the Incident Management Team.
C. Advocate for and be a funding partner for COVID-19 testing for the community at-
large.
D. Advocate for and be a funding partner for purchasing personal protective equipment.
E. Assist with planning for 'opening of town' with protocol to minimize disease relapse in
the community.
Outcome#4: Proactively and swiftly work to minimize further economic disruption and actively
encourage its recovery.
Objectives:
A. Serve as a connector to aid small businesses and landlords seeking assistance through
state and federal programs.
B. Leverage business expertise to establish Aspen-centric economic recovery roundtables
C. Provide flexibility to commercial leaseholders in City-owned properties.
D. Take a regional approach to recovery efforts to leverage the Western Slope's collective
business, educational and government expertise and voice with state and federal
agencies
E. Identify and respond to gaps in state and federal business aid programs that can be
reasonably be filled by the City of Aspen through a loan or grant program.
Outcome#5: Provide essential municipal government services with minimal interruption.
Objectives:
A. Prioritize services and service levels.
B. Plan services to match available financial resources.
C. Be a responsible employer in the care and welfare of City employees.
Outcome#6: Effectively and regularly communicate with, and listen to, the community during the
response and recovery efforts.
Objectives:
A. Provide timely and accurate information on the City's progress towards these outcomes.
B. Collaborate and utilize extensive communication strategies and tools, including deploying new
tools,for ensuring the City is meeting audiences where they are today.
35
And further,the City Council wishes to have further work sessions to evaluate the community
benefits and considerations of:
Advancing private sector construction projects to shovel ready through permit review
and extension of the spring construction season;
Possible temporary relief of land use code requirements for accommodation, retail and
restaurant industries; and
Collaboration with major tourism partners to emphasize Aspen's unique and valued
experiences to launch an open for business campaign and events when appropriate.
Torre, Mayor
I, Nicole Henning, duly appointed and acting City Clerk of the City of Aspen, Colorado, do
hereby certify that the foregoing is a true and correct copy of the Resolution adopted by
the City Council at its meeting held on April 9, 2020.
Nicole Henning
36
COVID -19 Recovery Programming
These resolutions and ordinances created outcomes for Aspen's recovery
programming and provide $6,000,000 to achieve those outcomes.
37
38
39
Winter in Aspen Vitality Team
•The Winter in Aspen Vitality (WAV) Team was formed in early
August to focus on COVID-19 Recovery and Relief efforts during
the winter.
–Several departments across the organization worked on the team.
–WAV operated under a “unified command” structure.
–The team worked together to create several winter programs.
40
Communications Partnerships
•The City of Aspen created a
unified messaging campaign with
local partners such as:
–ACRA
–Snowmass Village
–Basalt
–Pitkin County
–Aspen Airport
–Aspen Snowmass Ski Co.
41
Communications Partnerships & Mental Health
•The City of Aspen partnered with Aspen Strong to increase access to mental healthcare services by destigmatizing mental healthcare, providing financial assistance, and connecting people to experts.
•Additionally, the City of Aspen has supported Mind Springs Health’s tele-mental -healthcare services through grants awarded by Aspen Community Foundation.
42
Warming Stations
•The City of Aspen used a grant to
build warming stations across the
City.
•These warming stations allow
community members to warm
themselves up while
experiencing Aspen and
supporting local businesses.
43
Aspen Golf Course Mobile Food Pantry
•The City of Aspen has partnered
with Aspen Family Connections
to place a mobile food pantry at
the Aspen Golf Course every
Wednesday from 12 -2 PM.
•¾ of the food pantry’s supply is
fresh, healthy produce.
44
Fees Waived for Business Expansion
•The City of Aspen waived
permit fees for local
businesses.
•This allowed them to build
structures which expanded
the size of their businesses
and helped them adhere to
local public health orders.
45
Free COVID-19 Testing in Aspen
•The City of Aspen partnered with
Pitkin County, Aspen Valley
Hospital, and Curative to provide
free COVID -19 testing to the
community in a kiosk outside
Aspen City Hall.
46
COVID -19 Vaccination Site
•The City of Aspen partnered with
Pitkin County’s Incident
Management Team, Aspen Valley
Hospital, RFTA, the Music
Associates of Aspen, and
volunteers to create a
vaccination center at Benedict
Music Tent in Aspen.
47
Upcoming
•The Winter in Aspen Vitality team is shifting their focus toward
Summer in Aspen Vitality.
–They will work together to create innovative programs guided by
Aspen City Council’s leadership which address the 2021 summer in
Aspen.
48
STATUS OF EXPENDITURES FOR COVID-19 OUTCOME AREAS
As of December 31, 2020
Fund Outcome Purpose Budget Spent Committed Remaining Notes
General Fund County support for
financial assistance
$500,000 $500,000 $0 $0 First payment of $200K
was issued April 23 and
matched by ACF donor.
Second payment of
$300K was issued directly
to County on September
15.
General Fund Assistance to small
businesses,
purchase of
protective
equipment and/or
temporary
staffing, individual
assistance through
ACF and other
non-profits.
$3,000,000 $2,518,153 $450,388 $31,459 Details below in gray.
4
$929,483 All payments have been
made. This was for up to
one third of rent plus
CAM for up to three
months for commercial
renters (total of $1M set
aside for this program).
49
1,2
$443,978 $56,022 Payment of $250K made
on May 8 to ACF for the
Aspen to Parachute
Relief Fund. Second
payment of $150K on
July 31, and another
payment of $44K was
made November 21.
4
$200,000 Payment made on June
16 to ACRA (as a loan) in
tandem with additional
$300K release of funds
from the Tourism
Promotion Fund balance.
This was coupled with
$500K of ACRA's own
funds to promote Aspen
as a tourist destination
during these challenging
times.
5
$125,045 Expenditures to date on
PPE for staff and the
public, including gloves,
masks, hand sanitizer
and cleaning products,
and plexiglass coverings.
4
$81,936 Expenditures to date on
protective barriers for
restaurants/businesses
to safely occupy right -of-
way spaces for expanded
commerce while
maintaining spacing for
public health
preservation.
4
$29,029 Expenditures to date on
the $25 gift card program
plus $1,608.50 for
materials (equivalent of
847 cards). Anticipating
a few more to trickle in.
50
4
$158,528 Committed funds for
additional arts grants.
These funds would be in
addition to $142K in non-
RETT revenue within the
Wheeler Opera House
Fund for distribution in
2020. $304,528 was
awarded. Some
contracts are still in
process.
6
$30,000 ACRA Street Team for
summer tourist
education on public
health orders.
4
$200,572 $200K processed 8/19.
Committed funds for a
revolving loan program
with a 1% interest
obligation and
repayment terms over 4
years.
5
$26,886 Personal Protective
Equipment - Face masks
and buffs purchased for
school district
6
$36,185 Mask zone creation and
communication
6
$21,980 $3,020 Virtual Town Hall
Meetings
4,5
$80,877 Special Projects Manager
to assist with COVID
(economic vitality
revolving loan program,
etc.)
6
$90,459 $159,541 Communications
professional services and
termed labor for face
coverings campaign,
latinx outreach, specific
mental health campaign,
social media support,
general communications
messaging and campaign
review.
51
5,6
$58,195 $231,805 City of Aspen Health
Protection Team
including full time staff,
equipment, technology,
specific printing and
record keeping systems.
Estimated cost for 17
months is ~$290,000.
4
$5,000 Warming Stations for
Winter Activation. City's
required match to $50K
grant from State is $5K.
Housing
Development
Fund
1 Direct rental /
mortgage
assistance for
residents
throughout the
Valley in deed
restricted APCHA
units.
$1,500,000 $477,459 $0 $1,022,541 The County's financial
assistance program was
paused in July and has
not been reinstated at
this time. Staff is working
with Aspen Family
Connections and APCHA
to find alternative
distribution options.
Kids First
Fund
4,5,6 Additional
financial aid,
support of
program staffing
levels and
cleaning, and
improvements to
Kids First offices to
ensure safe
working conditions
$1,000,000 $387,110 $0 $612,890 Details below in gray.
4,6
$339,368 Enrollment subsidies and
rent assistance to
individual programs,
communication on
financial aid
opportunities
5
$45,888 Reconfiguration of Kids
First offices for a safer
working environment
5 $1,854 PPE for Kids First
Total $6,000,000 $3,882,722 $450,388 $1,666,890
52
M EMORANDUM
TO: City Council
FROM: Ron LeBlanc, Special Projects Manager
THROUGH: Sara Ott, City Manager
MEMO DATE: February 11, 2021
MEETING DATE: February 16, 2021
RE: Summer in Aspen Vitality (SAV)
REQUEST OF COUNCIL:
In order to best prepare for the 2021 summer season, staff organized the following
presentation. Several aspects of summer planning will be presented to City Council for
review and discussion. Staff has identified those items which require City Council
direction.
SUMMARY AND BACKGROUND:
At the direction of the City Manager, the Winter in Aspen Vitality (WAV) Team
transitioned into the Summer in Aspen Vitality (SAV) Team. The Summer in Aspen
Vitality (SAV) Team contributed to the material presented tonight. Several city departments
and divisions are represented: City Manager’s Office, City Clerk, Administrative Services,
Comms, Public Works, Engineering, Parking, Transit, Community Development,
Environmental Health, Police and Parks & Recreation.
This report and presentation are organized into separate topics. Some topics are shared for
information purposes only, while others require City Council direction or action. Formal
City Council actions as a result of tonight’s discussion will appear on a subsequent City
Council agenda for consideration and possible action.
The SAV Team discussions and recommendations continue to be a work in process. For
City staff, as well as local business, event promoters and other partners, Summer 2021
promises to be more operationally challenging than summer 2020, because most events and
activities were cancelled or severely limited. The ever changing Public Health Orders and
continuing saga concerning vaccine availability cause us to remain nimble and flexible.
53
DISCUSSION:
In order to facilitate the SAV Team presentation and support City Council decision-making,
this outline serves as a guide to provide structure and organization through a review of a
lengthy list of topics. To support an efficient work session, staff has identified which items
are an update and for which items does staff need direction.
1. Expedited Community Development Review and Approval Process. SAV Team
recommends continuation of the expedited Community Development Review and
Approval Process that was previously approved by the City Council. In addition,
staff seeks clarity from the City Council regarding placing additional temporary
structures in the right of way.
a. Phillip Supino and Ben Anderson will provide an update.
b. City Council policy discussion, Council direction requested.
2. Use of public Right of Way (ROW). Various components under this umbrella will
be presented by a variety of staff. By breaking down this topic into several
categories, City Council direction will be better understood by staff and the general
public.
a. Activation of public ROW for outdoor dining. SAV Team recommends
approval be on a case -by-case basis. Staff will develop leases with the
restaurants activating in the public ROW in addition to issuing a conditional
ROW permit. This discussion will touch on the following: (1) use of city
owned sidewalks, (2) use of parking spaces in the street ROW and (3) use of
the pedestrian malls.
i. Mitch Osur and Pete Rice will provide an update.
ii. City Council policy discussion, Council direction requested. b. Retail Activation in the public Right of Way . The SAV Team recommends against long term activations within a street ROW for retail purposes based on experience from last year.
i. Mitch Osur and Pete Rice will present this topic.
ii. City Council policy discussion, Council direction requested. c. Activation in the public ROW for special events and retail promotions. SAV Team recommends the City be in a supportive role with ACRA and the business community should take the lead in planning special events such as 7908, sidewalk sales, holiday promotions, etc.
i. Mitch Osur and Pete Rice will present this topic.
ii. City Council policy discussion, Council direction requested. d. Food truck activation in public ROW and on private property. SAV Team recommends that this topic be introduced to City Council, determine if sufficient interest exists, and prepare to return for a subsequent discussion at a City Council Work Session in March.
i. Phillip Supino and Mitch Osur will present this topic.
ii. City Council direction requested, focused on whether sufficient interest
exists to return to Council in March, is requested.
e. Fee waivers. This action is not a permanent repeal of these fees, only a waiver extended through the summer and fall of 2021 as part of the COVID
54
relief package offered to businesses. SAV Team recommends waiving the following fees:
• Mall Lease Fees
• Growth Management Affordable Housing Fees
• Land Use Review Fee
• Building Permit Fees
• Occupying the public right of way Fee
• Parking space rental fees
• Fees associated with temporary structures on private property
The following fees are NOT Recommended for waivers:
• Liquor Modification Fees
• Special Event Fees
i. Phillip Supino and Ben Anderson will present this topic.
ii. City Council policy discussion, Council direction requested.
iii. City Attorney has advised staff to obtain City Council authorization
under the emergency powers established by City Council in response
to the pandemic and economic crisis.
3. Use of Parks . The Parks and Recreation staff work closely with Special Events staff
to review all proposals that request use of a City of Aspen park. Parks and Special
Events will use the same guiding principles. The spring and summer maintenance
schedules will proceed as normal.
a. Aust in Weiss will provide an update.
b. City Council information only, no decision requested.
4. Special events. The summer program for special events is changing by the hour.
Staff will present the guiding principles that will be used to evaluate each application
as it is submitted. With the anticipated changing public health order environment,
this item will likely return for discussion at a Work Session in March.
a. Nancy Lesley will provide an update.
b. City Council information only, no decision reques ted.
5. Public engagement, public outreach. The SAV Team proposes to build on the
framework used during the previous Aspen Community Voice survey. There may be
some benefit to be able to compare the public sentiment on various topics. Staff
welcomes City Council discussion and input on this subject.
a. Denise White will lead the discussion.
b. City Council discussion requested.
ENVIRONMENTAL IMPACTS:
Each of the above situations and conditions brings its own set of environmental impacts
which will be discussed during each presentation.
ALTERNATIVES:
The SAV Team will continue to work on a variety of issues concerning the winter season.
55
RECOMMENDATIONS:
The SAV Team has identified items above for City Council direction and seeks favorable
consideration of their recommendations.
CITY MANAGER COMMENTS:
56
Summer Aspen Vitality
February 16, 2021 57
Expedited Review and Approval Process
Phillip Supino and Ben Anderson 58
Temporary Structures
3
$243,455 in-kind staff time ($365/hour)
17 temporary structures
14,700 square feet
$37,875 in development review fees waived
$55,250 in Land Use Application review fees waived
$108,000 in growth management fees waived
$444,580 in total value to business support (does not include real estate value)
59
Temporary Structures
4
Major Initiative by City Staff
TOTAL STAFF HOURS FOR WINTER
TEMP STRUCTURE PROJECT
Communication 349
Design 70
Review 176
Inspection 72
TOTAL STAFF TIME 667
BY DEPARTMENT
ComDev 529
Engineering 138
60
Temporary Structures
5
Staff Recommendation
•Continue program
–Support Council direction regarding
new and existing structures
–Customer service focus
–Expedited review, permitting, inspection
–Waive fees
61
Food Trucks
6
Previous Council Direction
•Explore trucks for existing businesses
62
Food Trucks
7
Potential Benefits
•Additional restaurant support
•Support public health objectives
•Downtown vibrancy
63
Food Trucks
8
Priority for Summer Business Support?
•Balance with other SAV needs
–Temp. Structures
–R-O-W use
•Balance with core services
–Can build program with existing regs.
64
Activation in the Right of Way
Mitch Osur and Pete Rice65
Restaurant Activation Summer 2020
29 Restaurants Activated
•11 on streets utilizing
27 parking spaces
•12 on sidewalks
•5 on walking malls
66
Restaurant Activation Summer 2020
Street and sidewalk activation example
67
Restaurant Activation Summer 2020
Street and courtyard activation example
68
Restaurant Activation Summer 2020
Sidewalk activation with extension example
69
Restaurant Activation Summer 2020
Street activation
70
Council Consideration
Does City Council agree with the staff
recommendation to follow the basic program
for Restaurants in the summer of 2021
as we did in summer of 2020?
71
Retail Activation Summer 2020
17
•9 Retailers Activated
–19 parking spaces
•Mixed Reviews
–Mostly weekend activation
–Different product selection
than instore
–Conflict with 2nd tier
locations
72
Council Consideration
Does City Council support the staff
recommendation to NOT allow retail
activation full-time on the street
in summer of 2021?
73
Activation for Events & Promotions
Events and Promotions in the ROW
•Short term activities: 2 to 3 days
•Application required for event/promotion
•Barrier protection required for on street
event/ promotion
•Public health orders must be followed
74
Parks
Austin Weiss75
Parks
Supporting Community Access
to Parks, Trails, and Open Space
76
Special Events
Nancy Lesley77
Current Principles
•Create a positive community
contribution.
Events will:
•Follow safety protocols
•Adhere to the public health
order
•Consider permanent
businesses
•Minimize community impacts
Special Events
78
Permit
submission
Committee
review
Required
inspections
Adhere to public
health order
Special Events
Permit Process
•County approval
79
Long standing community events
Fundraisers for local
established non-profits
Community focused
New Events
Private
Events
Special Events Under COVID
80
Special Events
Site Specific Variance
•Pitkin County is allowed
10 site specific variances
•Venue size consideration
•Max 50% capacity
•Variances only allowed in
levels yellow and under
81
Public Engagement
Denise White82
•Facilitate economic
recovery efforts through
a transparent process with
equitable opportunity for
participation
•Inform the community
to build awareness on
how feedback will be
incorporated into
recommendations
Public Engagement
83
Timeline
Phase 1
Establishing Foundation of Information and Inquiry
February 16-24
Phase 2
Identify and Evaluate Options
February 25-March 11
Phase 3
Develop Recommendations
March 12-22
Phase 4
Making and Communicating Decisions
March 22-26
Phase 5
Implementation and Ongoing Communication
March 27 through October 21
84
Tactics
•Aspen Community Voice Presence
•Community Survey
•Direct Outreach to Business Owners
•Social Media
•Media Support
•City and Partner Newsletters
•CGTV Slate
•City Website Update
•Newspaper Ads (if budget)
85
Council Considerations
Is there specific information we should
incorporate in the survey that would be
helpful for Council?
86
RESOLUTION # 016
Series of 2020)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ASPEN, COLORADO,
ADOPTING THE 2020-2021 CITY COUNCIL GOALS
WHEREAS, the City Council has a long history of establishing goals to direct priorities for
the City; and
WHEREAS, the City Council adopted Strategic Focus Areas in December 2019 to guide the
work of City Administration; and
WHEREAS, City Council endeavors to be strategic in its deliberations regarding these
goals to ensure that current opportunities, needs and challenges facing the community are fully
considered; and
WHEREAS, the goals of City Council guide the actions of City Council and the City
Administration in budgeting and programming initiatives; and
WHEREAS, City Council desires to formally adopt year 2020-2021 goals to guide the City
in shaping its future.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ASPEN,
COLORADO,
Section 1. That the City Council of the City of Aspen hereby adopts the following City of Aspen
2020-2021 Council Goals, and does hereby authorize the City Manager to pursue said goals.
Tier I Goals
1. Affordable Housing—Advance the quality of life through affordable housing opportunities
that address financing, incentives, and maintenance through partnerships.
A. Resources: Increase the City's resources for affordable housing development by
leveraging existing funds in tandem with partnering with regional entities.
B. Incentives: Review adopted regulations that affect the development of affordable
housing including a study of the affordable housing fee-in-lieu rate, the Certificate
of Affordable Housing Credit program, employee generation and mitigation rates,
and multi-family replacement requirements.
C. Financing: Establish and utilize a financial advisory board to advise, evaluate, and
make recommendations on the long-term economic stability of affordable
housing development.
D. Maintenance Focus: Work with partner agencies and homeowner associations to
formulate options to address delayed affordable housing maintenance, including
insufficient capital reserves policies.
87
2. Childcare Sustainability: Engage with the business community and local stakeholders on
ways to finance and expand childcare availability and create workforce development
opportunities.
a. Education. Increase the awareness regarding the value, benefits, and success of
Kids First and early childhood education programs.
b. Resources: leverage the collective interests of the Roaring Fork Valley to identify
and advance opportunities to increase capacity, with emphasis on the need for
quality infant and toddler spaces.
c. Workforce: Encourage workforce development and program expansion through
creative and immediate actions that develop a qualified workforce and talent
pipeline for early childhood educators.
3. Waste Management: Develop a long-range community waste management plan to reduce
waste in the highest impact landfill diversion areas.
a. Incentives. Evaluate and implement incentives that increase voluntary diversion of
solid
waste.
b. Policy. Evaluate and consider policy changes that address wildlife conflicts,
balances community values surrounding construction impacts, and supports the
longevity of the community's landfill.
4. Stormwater Financing: Identify and implement capital funding sources to address and
expand the aging stormwater system as well as finance projects focused on treating
outfalls to the Roaring Fork River.
S. Energy Conservation: Reduce the energy use in commercial and multi-family buildings
through increased incentives and the advancement of Building IQ, which requires energy
use tracking and improved energy efficiency.
Tier II Goals
6. Community Engagement: Create and implement a community engagement strategy that
incorporates participation data to inform and increase future public participation in policy
decisions.
7. Local Businesses: Analyze opportunities to retain and attract essential, small, local and
unique businesses to provide a balanced, diverse and vital use mix supporting the
community.
8. Boards and Commissions: Evaluate decision making authority for quasi-judicial boards and
commissions.
INTRODUCED, READ AND ADOPTED by the City Council of the City of Aspen on the 10th
day of March 2020.
88
Torre, Mayor
I, Nicole Henning, duly appointed and acting City Clerk do certify that the foregoing is a
true and accurate copy of that resolution adopted by the City Council of the City of Aspen,
Colorado, at a meeting held, March 10, 2020.
c
Nicole Henning, City Clerk
89
1st Quarter 2021 City Council Goal Update Report
Tier Status
(1-10)Goal Lead (s)Accomplishments (OCT 2020 - Present)Next Steps (Q1 & Q2 2021)Expected Completion Date(s)
1
3 Resources: Increase resources for affordable housing
development
Scott Miller &
Pete Strecker
Based on feedback received via public outreach and in
discussions with Council, staff is viewing the development of
new units at the Lumberyard to be phased. This may further
warrant solicitation of outside parties to engage in the project
via a public-private partnership, but is yet to be determined.
City Council is scheduled to discuss parameters for evaluating
the community benefit of partners on March 8 in work session.
Borrowing, new and/or expansion of existing taxes, and partnership funding are
all for consideration but will depend on the confirmed development size and
timeframe. Until these items are solidified, it is difficult to obtain detailed
funding solutions. Most notably, the Council will be asked to discuss the policy of
a county-wide affordable housing tax to support the development of APCHA
housing product. Additionally, Council may wish to evaluate the repurposing of
existing taxes. Finally, the Council will be asked to prioritize purposes within the
150 fund between land banking, new development, maintenance, and APCHA
administration. The priority discussion is expected for late May/June 2021.
This is ongoing through 2021.
7 Incentives: Review adopted regulations to improve
incentives Phillip Supino
Council approved a Policy Resolution that gave direction to
pursue code amendments in four areas: AH mitigation Fee-in-
Lieu update, evaluation of the AH Credits program and simple
fixes that could make it more attractive to developers, Multi-
family replacement simplification and improvements, and
evaluation of existing credits and incentives related to AH
mitigation. Professional Service contracts were initiated for
technical planning support and these studies and code
amendment processes are underway.
Work on the proposed code amendments continue. Staff will present to Council
at a worksession on 3/22 on the AH fee-in-lieu update and the improvements to
the AH Credits program. First and Second Readings of proposed amendments
should follow imminently depending on Council direction from the worksession.
The work on Multi-family replacement and existing credits and incentives
(lodging and existing FM residential) will hopefully be ready for Council
consideration in May. Previous conversations with Council on more ambitious
changes to GMQS and Zone Districts in support of AH goals have been had. Staff
should revisit this topic to see if there is a desire for a Spring Supplemental
budget request in support of this work.
By the end of the current Council's
term, four separate amendments
related to AH mitigation will have been
presented for consideration.
0 Financing: Establish a financial advisory board -Initiative removed for 2020 & 2021 --
5 Maintenance: Formulate options to address delayed
housing maintenance
Scott Miller &
Sara Ott
Continued discussion with Council regarding 150 Fund
priorities and Centennial related litigation.
Staff is seeking resolution of the Centennial litigation as the first priority and is
working with co-defendants on proposals. Staff has also engaged with APCHA
on advancing HOA responsiblities into APCHA guidelines and future deed
restrictions. Updates will continue in executive session for current litigation.
This is ongoing throughout 2021.
Goal - Affordable Housing: Advance the quality of life through affordable housing opportunities that address financing, incentives, and maintenance through partnerships
Status Definitions:
Complete (9-10 points)
On Track (7-8 points)
Some Progress (5-6 points)
Infrequent Progress (3-4)
Stopped (0-2)
90
1st Quarter 2021 City Council Goal Update Report
Tier Status
(1-10)Goal Lead (s)Accomplishments (OCT 2020 - Present)Next Steps (Q1 & Q2 2021)Expected Completion Date(s)
1
6 Education: Increase awareness of benefits of Kids First and
early childhood education
Shirley Ritter &
Ron LeBlanc
Kids First staff has continued to partner with AFC to write a
column in the Aspen Daily News; held a series of parent
workshops titled "Positive Solutions for Families"; have begun
a community class aimed at caring for infants and toddlers.
Continued working with COVID response teams including ESF6,
ACF, and with the schools regarding testing, closures, and
vaccinations.
In the first quarter of 2021 we are working with the Communications and the
Quality offices to develop a survey for expectant and new parents. This will help
connect our services to them, and provide us more targeted information their
needs moving forward. We also will begin to plan for community engagement
for 2021 that is focused on community needs regarding capacity. Community
survey to quantify childcare needs to be developed and distributed by March
2021.
Results and recommendations from
survey to be reported to Council by May
2021 .
6 Resources: Identify and advance opportunities to increase
childcare space and financing
Shirley Ritter &
Ron LeBlanc
Kids First continued conversations with CMC regarding the
short-term use of a classroom space for infant care. The reality
of the ongoing COVID concerns has paused this from actively
moving forward at this time. However, parties are still
agreeable to the proposed concept.
Continue to support and maintain current childcare capacity as well as hold
conversations with CMC regarding future space possibilities. Convene business
capacity group to review results of the survey and begin partnership discussions
possibly to increase capacity, or to address other need
MOU with CMC to be ready for Council
review by April 2021. Convening of
business capacity group by June 2021.
7 Workforce: Take action to develop a qualified workforce Shirley Ritter &
Ron LeBlanc
Kids First continued to seek partners to expand and create new
space for childcare, especially infants. There is state funding
for expansion and start-up funding combined with start-up
funding and support that Kids First offers and are hopeful this
will continue to attract interest.
Kids First is advertising for the early childhood intern position. This has proven
difficult, but we continue to work with HR to find the right person for that role.
This position is termed with the person moving into a local childcare program
when qualifications have been met.
This recruitment and hiring process will
begin in March when most childcare
staff have received the COVID vaccine.
Goal - Childcare Sustainability: Engage with the business community and local stakeholders on ways to finance and expand childcare availability and create workforce development opportunities
Status Definitions:
Complete (9-10 points)
On Track (7-8 points)
Some Progress (5-6 points)
Infrequent Progress (3-4)
Stopped (0-2)
91
1st Quarter 2021 City Council Goal Update Report
Tier Status
(1-10)Goal Lead (s)Accomplishments (OCT 2020 - Present)Next Steps (Q1 & Q2 2021)Expected Completion Date(s)
2
8 Communications: Create and implement a comprehensive
communications plan.
Denise
White/Alissa
Farrell
Working with the Quality Office and a consultant, staff
developed a Communications Satisfaction & Preferences
Survey which was available to the community Dec. 7, 2020
through Jan. 11, 2021. The survey builds upon feedback from
previous focus groups and provides additional information on
how people currently access City information, their
preferences on what and how to receive future information
and outreach, and other communication-related information
to guide strategic planning. An additional Communications
Manager was hired to support the Police and Community
Development departments, as well as other citywide projects
initiatives and departments. Staff have focused on developing
the inventory of communications channels and assets,
documenting standard operating procedures for consistency
and process improvement opportunities, defining
Communications value-add proposition and levels of service,
and auditing the City’s current social media and website
practices. These efforts will further inform City’s
Communications Strategic Plan.
Staff has started analysis of the survey results and will be crafting a summary to
provide to senior leaders, key stakeholders, and Council. The survey results will
be one important input to a Strategic Communication Plan. Staff will continue to
gather input through Q1 from internal customers and various external
stakeholders, including hard-to-reach populations. Staff will continue to support
ongoing, real-time communications needs while establishing the
Communications Strategic Plan’s framework and first draft.
This is ongoing throughout 2021.
Tier Status
(1-10)Goal Lead (s)Accomplishments (OCT 2020 - Present)Next Steps (Q1 & Q2 2021)Expected Completion Date(s)
2
7
Community Vitality: Analyze opportunities to retain and
attract essential, small, local and unique businesses to
provide a balanced, diverse, and vital use mix supporting
the community. Note: Per Council direction, goal has
revised focus of maintaining and supporting existing local
businesses.
Phillip Supino,
Mitch Osur, and
Ron LeBlanc
The Winter in Aspen Vitality Team continued to explore and
implement ways to support local businesses. Examples include
the designation of 30-fifteen minute parking spaces for
restaurant take out orders. Additionally, accommodations
were put in place to allow restaurants to maximize business
opportunities in line with capacity restrictions. These efforts
were well received by both residents and local businesses.
The WAV Team will continue to meet but will transition to target the upcoming
Spring/Summer season (Summer in Aspen Vitality/SAV). Representatives from
the Team will brief Council in an upcoming work session with suggestions for
various segments of the local economy.
This is ongoing throughout 2021.
Goal - Local Businesses: Analyze opportunities to retain and attract essential, small, local and unique business to provide a balanced, diverse and vital use mix supporting the community (focused
changed with COVID)
Goal -Community Engagement: Create and implement a community engagement strategy that incorporates participation data to inform and increase future public participation in policy decisions
Status Definitions:
Complete (9-10 points)
On Track (7-8 points)
Some Progress (5-6 points)
Infrequent Progress (3-4)
Stopped (0-2)
92
1st Quarter 2021 City Council Goal Update Report
Tier Status
(1-10)Goal Lead (s)Accomplishments (OCT 2020 - Present)Next Steps (Q1 & Q2 2021)Expected Completion Date(s)
1
5 Incentives: Provide incentives to increase voluntary
diversion of solid waste
CJ Oliver & Liz
Chapman
The City of Aspen is providing year-round yard waste collection
at the Rio Grande Recycle Center, including a seasonal
collection of Christmas trees during from December through
February. Staff has also been continuing the collection of
household metals and glass. During the pandemic, the Aspen
Thrift Store has been closed and the textile collection bin at
the recycle center has provided a place for people to recycle
old clothing and shoes.
Establishing a free collection site for compostable take-away containers during
bear hibernation season. Hiring a temporary full-time staff member to assist
businesses and multi-family complexes in improving their waste diversion and
reduction practices (as well as educating people to properly utilize recycling
options). Working with the Pitkin County Solid Waste Center to purchase
additional bear-proof compost dumpsters for free use by restaurants and
meeting with compost haulers to determine other strategies for improving
participation in compost collection. The Communications team is working with
the Environmental Health staff to develop and deploy an recycling education
campaign to encourage better participation in curbside recycling programs.
End of Q1 2021
5
Policy: Consider policy changes to address wildlife conflicts,
consider construction impacts, and increase landfill
longevity
CJ Oliver & Liz
Chapman
Staff met with City Council and received direction to pursue a
long-range zero waste strategy for the community. This has
resulted in staff preparing changes to the Solid Waste portion
of the Municipal Code, as well as exploring options with the
Pitkin County Solid Waste Center to divert construction and
demolition waste.
Staff is doing research to prepare a plan for Council to evaluate in Q2 2021 to
establish long-range strategies for reducing waste. Staff will also be presenting
ordinance changes for Council to evaluate to address wildlife conflicts and
improving diversion rates. Staff will also be sharing the progress of the County’s
C&D waste diversion program, thus far. Staff will also make recommendations
for Council to discuss waste diversion strategies and partnerships with the Pitkin
County Board of County Commissioners at the joint meeting on May 4.
mid Q2 2021
Tier Status
(1-10)Goal Lead (s)Accomplishments (OCT 2020 - Present)Next Steps (Q1 & Q2 2021)Expected Completion Date(s)
1
4 Funding and financing: Identify and implement options Scott Miller &
April Long
Staff has continued to gather information on system and program
needs as well as research and filter viable options for funding the
Clean River Program.
Staff will present options to Council in early Q2.
Based on Council recommendations, staff
will begin implementation of funding
options as soon as possible.
Implementation is expected to continue
throughout 2021.
Goal - Waste Management: Develop a long-range community waste management plan to reduce waste in the highest impact landfill diversion areas
Goal - Stormwater Financing: Identify and implement capital funding sources to address and expand the aging stormwater system as well as finance projects focused on treating outfalls to the Roaring
Fork River
Status Definitions:
Complete (9-10 points)
On Track (7-8 points)
Some Progress (5-6 points)
Infrequent Progress (3-4)
Stopped (0-2)
93
1st Quarter 2021 City Council Goal Update Report
Tier Status
(1-10)Goal Lead (s)Accomplishments (OCT 2020 - Present)Next Steps (Q1 & Q2 2021)Expected Completion Date(s)
2
8 Environmental & Sustainability Incentives: Increase
incentives
CJ Oliver &
Ashley Perl
Commercial energy rebates and funding for retrofits is
available and numerous businesses are participating in
programming. A customized energy site visit and report is
available for free to any Aspen business. As part of this
assessment, CORE will also benchmark the building in Portfolio
Manager for free. Additional support from the City of Aspen
and CORE is still available for those seeking to benchmark their
building, however the voluntary benchmarking program
proved unsuccessful, with only six commercial or multifamily
buildings participating.
Continue to work with CORE to support Small Lodges and other local businesses
in reducing energy costs.
The improvements to this program will
remain and this goal will fold into
ongoing, foundational programming.
5
Building Policy: Craft and implement the Building IQ policy,
which includes required benchmarking followed by required
upgrades for Aspen’s largest commercial buildings
CJ Oliver and
Ashley Perl
Staff completed the first stage of community engagement and
has draft ordinance language prepared. Staff continues to
participate in national cohorts with peer cities to learn best
practices in benchmarking and building performance
standards.
When Council is ready to move toward policy adoption, staff will re-engage with
community stakeholders and update the draft ordinance and program plan to
include learnings from other communities.
Staff is prepared to bring an ordinance
to City Council as early as Q2.
Tier Status
(1-10)Goal Lead (s)Accomplishments (OCT 2020 - Present)Next Steps (Q1 & Q2 2021)Expected Completion Date(s)
2
0 Roles: Evaluate decision-making authorities -Initiative removed for 2020 & 2021 --
Goal - Boards and Commissions: Evaluate decision-making authority for quasi-judicial boards and commissions
Goal - Energy Conservation: Reduce the energy use in commercial and multi-family buildings through increased incentives and the advancement of Building IQ, which requires energy use tracking and
improved energy efficiency
Status Definitions:
Complete (9-10 points)
On Track (7-8 points)
Some Progress (5-6 points)
Infrequent Progress (3-4)
Stopped (0-2)
94
MEMORANDUM
TO:City Council
FROM:Ron LeBlanc, Special Projects Manager
THROUGH:Sara Ott, City Manager
MEMO DATE:October 21, 2020
MEETING DATE:October 26, 2020
RE:Winter in Aspen Vitality (WAV) Team Update – Part 2
REQUEST OF COUNCIL:
The purpose of this discussion is to update the City Council with a few remaining items that
were not addressed or resolved during the October 12 Work Session.
SUMMARY AND BACKGROUND:
The Winter in Aspen Vitality (WAV) Team contributed to the material presented tonight.
Several city departments are represented: City Manager’s Office, City Clerk, Comms,
Administrative Services, Public Works, Engineering, Parking, Transit, Community
Development, Events, Environmental Health, Police and Parks & Recreation. Work on this
assignment began in early August.
This presentation is organized into separate topics to facilitate City Council discussion.
Some topics are shared for information purposes only, while others necessitate City Council
direction or action.
DISCUSSION:
In order to facilitate the discussion and support City Council decision-making, this outline
provides a guide to follow for City Council discussion:
1. Re-opening city facilities.
a. Staff will report on the status of conducting in-person City Council meetings
and work sessions, allowing members of the governing body to be present in
the same room at the same time.
b. Scott Miller will provide an update
c. City Council information only, no decision requested.
2. Transit update. City staff have been in contact with other entities in the Roaring
Fork Valley, CAST (Colorado Association of Ski Towns), CML (Colorado
Municipal League), and CASTA (Colorado Association of Transit
9095
Agencies,Considerations for the Safe Lifting of Transit Capacity Restrictions out
of Operational Necessity in the Times of the 2020 COVID-19 Pandemic ).
a. Sara Ott will provide an update.
b. City Council information only, no decision requested.
3. Communication and messaging. The City of Aspen’s first priority with health
messages specific to COVID-19 is to amplify the Pitkin County Public Health
messages and priorities through our own channels of communication. Alignment is
essential in sharing health and safety messages related to COVID.
a. The City will take the lead on messaging City specific rules, such as mask
ordinances, building closures, events, and policies to name a few.
b. The most exciting element to winter messaging for COVID is that the City of
Aspen convened a group of Valley communication leaders to unify the look
and feel and content of many of the most imperative messages for staying
healthy and following the protocols during the winter.
c. City communications assembled a team consisting of City of Aspen, Pitkin
County, Snowmass Village, Snowmass Tourism, Basalt Chamber of
Commerce, Town of Basalt, Aspen Airport, Aspen Chamber Resort
Association, and Aspen Skiing Company with support from Eagle County
where relevant to Basalt. The mission and work of this team is to create
unified messaging for locals and tourists with the same graphics, color
scheme, and voice. In addition, graphic designers are working on a logo or
emblem that will signify this unity that can go on all outreach materials. It is
akin to a communications coalition.
d. An example of the impact would be if a customer is going to a restaurant in
any of these locations or heading off at a trail head in any of these
jurisdictions, they will see the same graphic elements, messages, and emblem.
e. The design is currently underway with an initial delivery of early November.
The City will make materials available to the business community (such as
signs for restaurants or retail operations) as soon as we have final designs.
i. Mitzi Rapkin will provide an update.
ii. City Council information only, no decision requested.
4. Warming stations. WAV Team developed a warming station design and identified 3
locations. These details will be shared with the City Council during the meeting.
a. Trish Aragon, Pete Rice and Ben Anderson will provide an update.
b. City Council information only, no decision requested.
5. Use of Wagner Park. A variety of proposals, ranging from winter polo to outdoor
dining, have been proposed by the public. Park staff do not recommend any
extended use for Wagner Park, however, plan to evaluate each proposal in terms of
existing special event approval process or the existing park rental process.
a. Matt Kuhn will provide an update.
b. City Council information and discussion only.
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6. Public Safety Update. Each winter season brings into play additional planning and
preparation by the Aspen Police Department. With the advent of COVID, these
plans have become more involved. The safety of Aspen residents and visitors
remains the top priority of these efforts for the winter season. Given the unknowns
at this time, the Police Department will remain flexible and nimble to address
changing circumstances.
a. Assistant Police Chief Bill Linn will provide an update.
b. City Council information only, no decision requested.
7. Use of public ROW for retail. WAV Team is seeking clarification regarding the use
of public ROW for retail.
a. Scott Miller will provide an update.
b. City Council policy discussion, Council direction requested.
ENVIRONMENTAL IMPACTS:
Each of the above situations and conditions brings its own set of environmental impacts
which will be discussed during each presentation.
ALTERNATIVES:
The WAV Team will continue to work on a variety of issues concerning the winter season.
RECOMMENDATIONS:
The WAV Team has identified items listed above for City Council information. Those
items needing direction are identified along with the staff recommendation.
CITY MANAGER COMMENTS:
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MEMORANDUM
TO: Mayor Torre and Aspen City Council
FROM: Chris Everson, Affordable Housing Project Manager
THROUGH: Scott Miller, Public Works Director
MEMO DATE: October 23, 2020
MEETING DATE: October 26, 2020
RE: Lumberyard Conceptual Design Process - Outreach Round #3
REQUEST OF COUNCIL: Staff is reporting preliminary results of the third round of
community outreach for the Lumberyard conceptual design process and will suggest
steps for moving forward in a responsive manner. Council is asked to consider the
information presented, discuss topics as needed, and clarify direction for the project team
to produce the expected deliverables for the November 23, 2020 work session.
SUMMARY AND BACKGROUND: Beginning June 2019, the goal of the Lumberyard
conceptual design process has been to create community-vetted conceptual design
alternatives for the development of affordable housing at the Lumberyard property, and
for Council to select a preferred conceptual design by December 2020.
On June 24, 2019, Council approved a contract with DHM Design for initial community
outreach and conceptual design for the lumber yard affordable housing development for
2019. The first round of community outreach occurred in fall 2019, and a second round
occurred in early 2020.
On April 14, 2020, Council approved a contract extension for DHM Design which included
a scope of work to allow for the continued conceptual design while the COVID -19 Stay-
at-home Order was in place. At a work session on July 6, 2020, DHM Design presented
the updated conceptual designs, and Council provided the design team with direction for
further plan refinements aiming toward 300+ units.
On August 11, 2020, Council approved a contract amendment with DHM Design through
the end of 2020. The work plan aimed to reach a preferred conceptual design by the end
of 2020 and included a third round of community outreach. At a work session on
September 14, 2020, Council reviewed proposed outreach survey questions and provided
direction for the survey in the third round of outreach.
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DISCUSSION:
Project Update:
The third round of community outreach launched to the public October 1, 2020 and is
scheduled to continue through November 6, 2020. The project team has numerous
technical studies also in progress. The goal of today’s work session is to focus the design
team on refining and further developing the conceptual designs developed to date to
prepare for the November 23, 2020 work session when Council will be asked to select a
preferred conceptual design.
Technical Studies Update:
Technical studies currently in process include ongoing analysis of noise, utilities services,
existing conditions survey and traffic. These studies will continue through November, and
the project team will include a summary report of technical findings for the November 23,
2020 work session. The information provided below is based on preliminary findings to
date for each sub-topic:
• Noise: Actual measured site data is within acceptable noise levels per HUD
standards, and noise mitigation will be important for livability. Final results of noise
study will inform design decisions as to strategies and tactics for mitigation.
• Utilities: The necessary utilities services are available, and there is the potential
that upgrades may be needed. Further evaluation of existing services and potential
upgrades needed will be provided in November.
• Existing Conditions Survey: The survey has been completed on the 10.5 acre site
which is largely flat and tends to drain to the east side of the site.
• Traffic: Pitkin County has an ABC area traffic analysis that is ongoing, and our
team is actively engaged with that process. The Pitkin County work is based on
standards for access control permitting in the area. Our traffic consultant reviewed
the work to date for the lumberyard 300-unit plan and found no fatal flaws.
Preliminary findings suggest that a first phase in a phased lumberyard
development may not trigger a controlled intersection requirement at SH 82. The
lumberyard project appears to add an average of up to five seconds of peak hour
travel time on SH 82 within the vicinity of the ABC. And during peak hours, the
project will add around 100 vehicle trips to nearby streets. Mitigation of trip
generation through mobility alternatives may be possible.
Outreach 3:
The goal of this portion of the conceptual design process has been to collect feedback
from the community to help inform council decisions in the conceptual design process
and to initiate the technical studies. Gaining community feedback on key topics and
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increased project visibility are important elements for community uptake. The outreach
began on October 1 and is scheduled to end on November 6.
The launch of the third round of community outreach was supported by a comprehensive
communications plan which included a significant use of email, paid advertising, social
media, media outreach, flyers, conference calls and networking.
The communications messaging has aimed driving online traffic toward the customized
project website at www.aspenlumberyard.com. The project website provides several
ways for users to learn about the project and provide feedback including a detailed survey
about key project topics along with the three conceptual plans created to date and
additional information about the history and timeline of the ongoing conceptual design
effort.
The community response to the communications messaging has been better than
anticipated. In a short time, the project website has registered over 1,300 unique visitors
(based on tracking IP addresses) with an average session time of 5 minutes. The project
team also conducted live events in the form of two online webinars and two in -person
pop-up events which increased project visibility even though less than 100 people were
engaged via the live events.
The website has also registered about 500 survey responses, and the survey responses
recorded to this point have been attached to this memo as an exhibit. The team has used
the survey response information to craft a responsive work plan to move forward with,
and Council is asked to weigh in on the suggested plan and provide clarified direction to
the project team.
The key topic areas for which the survey was designed to shed additional light on include
unit mix, parking, commercial space, innovation, architectural character and site
amenities. Information obtained from the community regarding these topic areas is
discussed below and then later applied to each of the three conceptual designs which
have been created to date through this conceptual design process.
• Unit Mix: For rental versus ownership, the mean of all responses is 58% ownership
and 42% rental. The most common answer was 50/50. The bedroom mix ratio of
2/3 studio & 1bdrms and 1/3 multi-bedroom units was generally supported with the
highest demand for 1 and 2 bedroom units. It was suggested not to mix rental and
ownership. The project team interpretation is to suggest that we should increase
the ownership percentage on the site and increase the number of 2-bedroom units
and decrease the number of studio units going forward. This means that the
average unit size will become slightly larger and may have an effect on the amount
of density that can be accommodated on the site. Increasing the ownership
percentage may also have design implications regarding demarcating ownership
portion of the site versus the rental portion of the development.
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• Parking: 75% of respondents supported underground parking, and 99% of
potential residents say they need a parking space with their housing. Only 14% of
potential residents said they would live there without a car. Mobility alternatives
are desirable but do not reduce parking demand, and the most-supported mobility
alternative is a Downtown/AABC shuttle route. A majority also supported providing
ancillary parking. The project team interprets this to suggest that mobility
alternatives likely reduce vehicle trips, but personal vehicle parking on site is still
necessary. This tends to support the levels of parking which are currently in the
conceptual plans.
• Innovation/Co-Living: While a majority of all respondents support co -living as
presented, 75% of potential residents of the Lumberyard say they would rather
have a larger unit. The project team interprets this to mean that while there is some
community support for co-living, those who see themselves as potentially living at
the Lumberyard do not support co-living by a wider margin. This may mean that
some component of co-living could still be appropriate on the site, although
perhaps less than what is currently included in the current Concept C plan.
• Innovation/Sustainability: Two thirds of all respondents support higher-than-code
energy-efficiency such as net-zero, and 60% of all respondents support the
development obtaining a sustainability certification such as LEED or the l ike. The
project team interprets this to suggest that the Lumberyard development should
raise the bar in terms of energy efficiency and sustainability. This means that there
is an opportunity to adopt high sustainability goals for the project at a very ear ly
stage in the process which is typically cited as a key to success in obtaining such
goals.
• Architectural Character/Style: The highest support by all respondents was given to
mountain contemporary style followed closely by mountain traditional architect ure.
The project team interprets this to mean that more modern approaches to the style
of the facilities should be rooted in traditional mountain character, and moving
forward mountain contemporary character should be integrated into the designs to
a degree.
• Architectural Character/Height: 60% of all respondents support a mix of 2 -3 story
buildings while 30% support 4+ stories. The project team interprets this to mean
that 2-3 stories is largely appropriate for this development while limited 4 -story
elements may be appropriate. A well-placed 4th story may support achieving
density goals if desired, and additional study could be performed to potentially sink
buildings into the ground a half-level in key locations where impacts are less and
where buildings do not coincide with underground parking.
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• Site Amenities: The most-favored amenities were generous gear storage, private
outdoor spaces such as decks, porches and patios along with lawn and park
space. People also favored extra parking spaces. The project team interprets this
to suggest that potential Lumberyard residents value more traditional/practical
amenities over specialty services and facilities, and planning for gear storage is a
necessary design consideration. This may mean that the designs should b e more
focused on providing quality storage facilities and a variety of high -quality outdoor
spaces, both private and shared, as well as equitable access from buildings to
these spaces.
• Commercial Space/Commercial Services: Three quarters of all respondents agree
that the ABC should provide commercial services to the Lumberyard development.
The project team interprets this to suggest that the conceptual designs should
continue to focus mainly on providing housing on the site . This means that
consideration should be given to potentially eliminating any commercial
component on the site or otherwise maintain flexibility for only a very small
commercial services component.
• Commercial Space/Childcare: A majority of all respondents support incorporating
childcare into the development. The project team interprets this to suggest that this
response is an illustration of the overall/general need for increased daycare and
the specific need in the ABC area. This may mean that we should continue to carry
forward a potential childcare component as a ‘plug-and-play’ option at the north
end of the site, and that there should be continued community evaluation of
childcare needs and opportunities throughout the area.
Conceptual Plans A, B and C:
• Concept A (250 Units/191,000 Sq Ft Unit Area): One of the main goals of Concept
A from the start was to test the relationship of parking, building massing and unit -
count specifically for podium-parking. Modifying Concept A in response to the
survey results would result in a solution which would be similar to Concept B. This
poses the question as to whether or not Concept A should be carried forward as
one of the potential concepts for final selection.
• Concept B (300 Units/230,000 Sq Ft Unit Area): Concept B was designed with
underground parking and a higher unit count. Suggestion for moving forward would
be to maintain underground parking and higher unit count with a mix of 2 -3 stories
and flexibility for childcare or small commercial services component. Suggested
modifications include increasing ownership percentage and increasing the number
of 2-bedroom units while decreasing the amount of studio units. Consider a fourth
story in key locations to maintain unit count. Create protected park areas and
access. Consider adding ancillary parking and shuttle stop.
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• Concept C (330 Units/185,000 Sq Ft Unit Area with Co-Living): Concept C was
created to test the use of co-living studios with common area amenities,
underground parking and the highest unit count of the three concepts. Suggestions
for moving forward include maintaining underground parking and higher unit count
with a mix of 2-3 stories and protected park spaces. Suggested modifications
include increasing ownership percentage and increasing the number of 2-bedroom
units while decreasing the amount of studio units. Consider a fourth story in key
locations to maintain unit count. Consider adding ancillary parking and shuttle stop.
Deliverables for November 23 Work Session: The project team proposes to bring the
following materials to the next work session on November 23:
• Modifications to plans as suggested or otherwise as directed by Council
• Final Outreach 3 report
• Summary of technical studies
Decisions at the November 23 Work Session: The project team proposes to request the
following decisions by Council at the November 23 work session:
Suggested decisions for 2020 Conceptual Design Selection:
• General site layout with density biased to the north of the site and access as
proposed
• General approach to parking facilities
• Ratio of building footprint and site open area and uses as generally proposed
• Number of building stories as proposed or otherwise as modified by Council
• Unit mix, general level of rental percentage and ownership percentage
• Unit mix, general level of bedroom mix percentages
• Architectural character, study materials will be provided to demonstrate
responsiveness
• Commercial uses
• Energy and sustainability targets
• Co-living as a percentage of overall
Suggested items for further consideration as the process moves into 2021:
• Final parking counts could be modified later
• Childcare could be swapped in or out later in the process
• Ancillary parking could be swapped in or out later in the process
At the November 23 work session, the project team will propose additional detail about
the remainder of the development proce ss which may be considered for 2021 and
beyond. This will help inform what decisions are best made as part of the current
conceptual design process and what decisions may be deferred until later in the process
after more information can be assembled on any outstanding matters.
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FINANCIAL IMPACTS: Financial impacts of the suggestions herein are generally
directional in terms of project cost increases but also maintain a high level of land
utilization which helps to decrease the need to invest in land elsewhere for more housing
units. These impacts could be further quantified for the November 23 work session if
requested by Council.
RECOMMENDATIONS: Staff recommends that Council consider the information
presented, discuss topics as needed, and clarify direction for the project team to produce
the expected deliverables for the November 23, 2020 work session.
CITY MANAGER COMMENTS:
EXHIBITS:
A – Presentation Slides
B – Outreach Survey Results
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MEMORANDUM
TO: Mayor and Council Members
FROM: Chris Everson, Affordable Housing Project Manager
THROUGH: Scott Miller, Public Works Director
MEMO DATE: November 20, 2020
MEETING DATE: November 23, 2020
RE: Lumberyard Affordable Housing - Conceptual Design Process
SUMMARY AND REQUEST OF COUNCIL: Staff is delivering the final report for the third
round of community outreach along with a summary of the technical studies to date as
well as the modified conceptual master plan, conceptual architecture, and character
studies for the Lumberyard affordable housing development.
Staff’s requests of Council for this work session are to verify the following:
1) The validity of the community feedback received through the outreach process
2) The modifications to the conceptual designs based on the community feedback
3) The modifications to the housing program based on the community feedback
Staff will also introduce the topic of project delivery methodology and potential next steps.
4) Staff additionally requests that Council engage in discussion about project delivery
methodology and provide staff with direction about next steps for the project.
BACKGROUND: Beginning June 2019, the goal of the Lumberyard conceptual design
process has been to create community-vetted conceptual design alternatives for the
development of affordable housing at the Lumberyard prope rty, and for Council to select
a preferred conceptual design by December 2020.
On June 24, 2019, Council approved a contract with DHM Design for initial community
outreach and conceptual design for the lumber yard affordable housing development for
2019. The first round of community outreach occurred in fall 2019, and a second round
occurred in early 2020.
On April 14, 2020, Council approved a contract extension for DHM Design which included
a scope of work to allow for the continued conceptual design while the COVID -19 Stay-
at-home Order was in place. At a work session on July 6, 2020, DHM Design presented
the updated conceptual designs, and Council provided the design team with direction for
further plan refinements aiming toward 300+ units.
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On August 11, 2020, Council approved a contract amendment with DHM Design through
the end of 2020. The work plan aimed to reach a preferred conceptual design by the end
of 2020 and included a third round of community outreach. At a work session on
September 14, 2020, Council reviewed proposed outreach survey questions and provided
direction for the survey in the third round of outreach.
On October 26, 2020, staff presented preliminary results of the third round of outreach,
and Council agreed directionally to pursue underground parking, some four -story massing
in key areas, increasing the number of 1- and 2-bedroom units, an increase to the amount
of ownership units, including childcare on site, allowing the ABC to provide commercial
services, and paring back the co-living option – all while maintaining 300+ units on the
site. These modifications will increase the overall building floor area which will be
discussed below.
DISCUSSION: The project team is wrapping up the third round of outreach and the
preliminary technical studies, and advancing the site and architectural studies. The goal
of this work session is to get direct feedback from Council on advancing the plan, and –
if Council is ready – to move toward the next phase of work which will be development of
the land use application throughout the first half of 2021.
The Lumberyard team has prepared a presentation that summarizes the results of the
outreach and technical studies, and responds to the direction received from Council at
the October 26 work session.
This presentation has five parts:
1) Takeaways from the October 26 Work Session
2) Outreach #3 Results
3) Technical Studies Review
4) Modifications to the Conceptual Design
5) Project Delivery Methodology and Next Steps
Takeaways from the October 26 Work Session
Parking: We heard a consensus for parking cars underground. Although we understand
that carrying the cost and impacts of underground parking is less desirable, utilizing
underground parking, instead of surface or podium parking , allows for unit count targets
to be met while controlling the total building massing and contributing to a higher level of
livability on the site. While the approach to parking is a threshold decision, the total
amount of parking implemented is flexible without substantially impacting the site plan
and unit counts – we simply adjust the footprint of the underground parking. The updated
conceptual plan illustrates utilizing underground parking for all of the residential needs of
the project.
Massing: We heard a consensus for including some amount of four-story buildings in the
plan, with the understanding that the four-story components should be carefully located
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and take advantage of the context (specifically Deer Hill, Mountain Rescue, and adjacent
grades) to mitigate the massing. The updated conceptual plan includes several four-story
masses.
Unit mix: The unit mix relates directly to the massing and density. The prior concepts
included a significant number of studio units to achieve the target unit counts while
controlling building height. We heard a consensus for increasing the number of 1- and 2-
bedroom units, and reducing the number of studio units. The updated conceptual plan
includes an increase in 1- and 2-bedroom units. It is important to remember that ‘density’
is not only a measure of unit count, but is also affected by overall number of bedrooms
and FTE’s housed. As we increase the bedroom count, the number of people housed
increases significantly even if the increase in the units is only modest. Also based on
feedback, we modified the rental/sale mix target from 80/20 to 70/30.
Childcare: We heard a consensus for including a childcare facility on-site, and we have
updated the conceptual plans to include land area for a childcare facility as a base
element of the project program. As we studied integrating childcare into the ground level
of a residential building, this introduced access and security challenges that were difficult
to overcome. In going away from this, we were still able to achieve an increase to the
overall unit count with a stand-alone childcare facility. This significantly simplifies
circulation and access and facilitates the separation of uses that is required for a childcare
facility. The childcare facility continues to be located at the northern panhandle of the site.
Should the childcare facility later be eliminated from the program, one additional multi-
family building could be located in its place which could further increase the rental unit
count.
Site Design: We heard a consensus that we need to develop the site design to illustrate
the character of the site amenities and relationships between buildings, open areas,
circulation, and amenities. We have developed a refined c onceptual master plan that
includes circulation, outdoor spaces, and amenities to advance that conversation.
Building Design: We understood that additional development of building character,
function, and relationship to the site would be necessary to advance to an overall
preferred program and site layout. We have further studied the conceptual building
layouts, unit-to-unit relationships, site relationships, massing, and materials and will share
this information as illustrative sections, perspectives, an d precedent imagery along with
the refined site plan and massing models.
Energy efficiency: Recognizing that early in the process is the time to set energy targets
and evaluate cost/benefit of individual approaches, City staff has kicked off an internal
process to carry this evaluation into the land use approval process. In this presentation,
this will be discussed with the technical studies.
Commercial Use: We understand that the provision of commercial space at the
Lumberyard has not been a priority, but that an understanding of the market conditions
at the ABC is important in making a final decision regarding commercial. This will be
addressed as part of the technical studies segment as well.
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Co-living: Based on Council and community feedback, co-living is now being considered
as an optional overlay, and in a reduced capacity, and is not a base component of the
updated conceptual master plan.
Outreach #3 Results
The final results of outreach #3 run largely parallel with the direction given by Council and
received by the Lumberyard project team at the October 26 work session. The final results
are described in detail in the full Outreach 3 Summary Report, which is attached to this
memo and which will be uploaded to the project web site at www.aspenlumberyard.com.
Survey Results: Since the October 26 work session, we received some 200+ additional
survey responses with a final total of 773 responses. Most of the final survey results
changed by only a percentage point, and none of the outcomes reversed or otherwise
changed in any material way. In summary, the final survey results indicated that:
• The unit mix, both by bedroom type and by rental/ownership, is generally supported,
with a bias for increasing 1- and 2-bedroom units and reducing studios. Similarly, the
highest-ranking unit type by desirability, in both rental and ownership, were 1- and 2-
bedroom units.
• 75% of the public are supportive of underground parking, particularly when it results
in higher total density and higher quality of outdoor spaces around the buildings.
• Although supportive of multi-modal transportation options to reduce day-to-day trip
generation, the desire for on-site parking was almost unanimous from those who
indicated they may want to live at the Lumberyard.
• Over 75% of respondents believe that allowing the ABC to serve the commercial
needs of the neighborhood is appropriate.
• A slight majority of the overall survey respondents were supportive of the concept of
co-living, with smaller studio units and common area amenity space, but nearly 75%
of those who see themselves as potential residents of the Lumberyard were not
supportive of co-living and would prefer to simply have full-size units in a more
traditional housing arrangement.
• The public is strongly supportive of raising the bar in energy efficiency and
sustainability, and a majority are also supportive of pursuing a sustainability
certification, such as LEED or similar programs.
• A majority of survey respondents are supportive of providing childcare on the site,
although the individual comments and other feedback mechanisms used suggest this
to an even stronger degree.
• A majority of respondents are supportive of evaluating a shuttle service, or similar
mechanism, to improve transit access to the Lumberyard, and a majority support
providing some additional ‘ancillary’ parking on the site for guests or other uses.
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• Related to architectural design character, a blend of traditional and contemporary
‘mountain’ forms and materials were preferred.
• For site amenities, generous storage and quality outdoor space, both public and
private, were the most requested as compared to alternatives such as such as sport
courts, fitness center, community room, bike/ski workshop or vending facilities.
Other Means of Outreach: In addition to the public outreach via the web site, the project
team held a number of individual meetings, local organization presentations, two socially-
distanced, in-person pop-ups, and a two-session webinar during the outreach period.
These points of contact include Mountain Rescue, Burlingame/Annie Mitchell property
management, ABC developer/management, a local private development team, Aspen
Skiing Company, Aspen Chamber Resort Association, and the Commercial Core and
Lodging Commission.
A number of other large employers and community groups (including Aspen Valley
Hospital, North 40 HOA, NextGen, and others) provided valuable input by sharing the
website and survey invitation with their employees/members. Some takeaways from
those meetings include:
• Conversations at pop-up events were nearly all working locals. Most people stressed
the incredible need for housing from ‘entry-level’ rental units to permanent, family-
oriented housing. Most of those same individuals were supportive of pursuing density
at the Lumberyard.
• At the ACRA and CCLC meetings, and in correspondence with Aspen Skiing
Company, the need for rental units to support the service industry and general
workforce was stressed, and underground parking was supported in pursuit of
additional density.
• A variety of the meeting attendees stressed attentiveness to noise mitigation and
quality of living spaces.
• Attendees of the virtual open house webinars were invited to answer live poll
questions. The results of those live polls were consistent with the outcomes of the
website survey.
The Lumberyard team has incorporated the takeaways from the October 26 Council work
session, public outreach, and stakeholder meetings into the revised conceptual design
and master plan materials that are included with this memo.
This brings us to the first request of Council for this work session:
Please verify, if you feel you are able, (1) the validity of the community feedback
received through the outreach process and the results as described in the attached
Outreach 3 Summary Report as well as the appropriateness of utilizing the
community feedback received through this process as important inputs to the
conceptual design of the Lumberyard affordable housing project.
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Technical Studies Review
We have continued to develop the preliminary technical studies for the project and have
initial findings based on those efforts. Several of the topics include specific technical
memos, others as in-process and based on ongoing conversations (or both). We have
provided the preliminary findings and a summary document, Preliminary Technical
Studies 1, as an attachment to this memo. The purpose of each study was two-fold, first,
to identify any ‘fatal flaws’ of each topic, and second, to understand what, if any,
thresholds may be identified that can inform decision making.
• Civil / infrastructure: The team’s civil engineer, Roaring Fork Engineering, developed
planning-level utility demands related to the conceptual project unit/FTE count. These
services include water, sewer, electricity, communications, and gas (although we have
assumed that the project will target a no-gas systems approach). The preliminary
results indicate that there are no fatal flaws and that capacity will be available to
adequately serve the project at the density level being pursued, albeit with some
improvements to on-site or immediately adjacent facilities possibly being needed.
There has been some discussion among staff about reviewing the opportunity for City
of Aspen electric to potentially serve the Lumberyard site in place of Holy Cross
Energy which is the current electric provider at the site.
• Traffic: Our traffic consultant, Fehr & Peers, conducted a preliminary traffic study using
data provided by Pitkin County’s current ABC traffic study team and projections of
traffic generated by the Lumberyard project. The preliminary results indicate :
o Little to no material impact on existing ABC roads,
o An increase of 100 vehicle trips during peak morning and evening hours ,
o An average peak time increase in travel time through the ABC segment of HWY
82 of less than 10 seconds,
o Alternate transportation methodologies may reduce automobile trip generation,
and
o The triggering of the CDOT requirement for a signalized intersection at the
entrance to the Lumberyard at the time of full project build-out. This suggests
that a first phase of construction may not trigger the CDOT threshold
requirement for the traffic signal at the entrance to the Lumberyard, but
additional study is necessary to understand if the signal would be
recommended for a first construction phase for safety purposes.
• Noise: Engineering Dynamics monitored noise on the site from five different locations:
A 30-minute duration at the top of the Mtn Rescue tower (1), peak-hour monitoring at
the front (2) and back (3) of the Mtn Rescue building, and two week-long stations, one
at the west edge (4) of the Builder’s First Source parking lot and one in the sage field
of the triangle parcel (5) near the south/upvalley end of the site. The results indicated
that while noise levels are elevated, they are within acceptable levels, based on HUD
guidelines, along the west edge of the property near Hwy 82, and improving toward
the east property line closer to Deer Hill. The engineer provided recommendations for
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noise mitigation targets and general approaches to reducing noise impacts via building
construction techniques and site arrangement. The revised site plans are responsive
to the building siting recommendations, and the building construction techniques will
be carried forward as the designs advance.
• Geotechnical: The project team obtained the geotechnical soils report from the newly-
constructed storage facility located northeast of the Lumberyard. This report indicates
favorable building soils for foundations and does not raise red flags. However, the
developer of the new mini storage facility informed us that they did excavate a number
of very large boulders that required blasting to remove. The City has also experienced
this at the nearby Burlingame Ranch site as this is not uncommon in the area.
• Existing Conditions Survey: A full existing conditions survey was completed in
September by True North Survey, and include utility locates, easements, existing
buildings, and site topography. No specific red flags were identified , although there
are some unusual drainage patterns to the northeast, and the CDOT ROW drainage
will need to be accounted for in the stormwater management program for the project.
• Air Quality: The project team met with Pitkin County staff to discuss the ongoing air
quality monitoring and evaluation that is underway at the ABC. Those findings are not
yet complete, but preliminary information indicates that air quality levels in the ABC
are within acceptable thresholds.
• Energy efficiency: Formal study of the energy efficiency of the buildings and overall
project will carry forward through the land use approval process and the detailed
technical design of the facilities. The outreach and Council process has to this point
established a general baseline that (1) energy efficiency will be a driving priority for
this development, (2) the project should exceed the energy efficiency thresholds set
by recent City projects, and (3) achievement of these goals should be verified through
a recognized process of certification. These targets/programs need to be evaluated
based on numerous criteria going forward. A broad number of approaches to energy
efficiency, energy sourcing, and on-site and/or off-site energy generation are possible.
City staff will be developing an internal program to identify and evaluate energy
efficiency alternatives as well as potential costs and trade-offs associated with such
alternatives. This continued work will be presented to Council throughout the
development of the land use application and through the land use approval process.
• Commercial uses: Although not a technical study related to engineering of the project,
the team conducted an informal survey of free-market commercial rents in the ABC
and compared those to estimates of building commercial space at the Lumberyard
development. The result of that informal evaluation is that commercial space is
typically available for lease at the ABC at rates that are substantively less than what
it would cost to build, manage, and maintain commercial space at the Lumberyard
site. This would result in a necessary subsidy of the square footage at the Lumberyard
to match the free-market rates in the ABC. While survey results suggest that people
in the community feel that it is appropriate for businesses at the ABC to fulfill the need
for services in the area, including new demand generated by the creation of new
housing at the Lumberyard site, this additional information also suggests that it also
makes economic sense for this as well.
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Modifications to the Conceptual Design
Summary: Throughout outreach #3 and at the October 26 work session, the Lumberyard
team had developed and shared three conceptual design options, A, B and C, ranging
from 250 to 330 units and studying different approaches to parking and unit types. Based
on the direction provided by Council as informed by the community outreach, our team
has updated and refined the conceptual plans. Those adjustments include:
• All parking for housing is now underground
• The unit mix increased 1- and 2-bedroom units
• The total number of FTEs housed increased by 42, and bedrooms increased by 35,
as compared to the highest count in the previous iterations
• The total unit count increased by 10 units as compared to previous like iterations
• The rental / ownership ratio has been modified to 68% rental and 32% ownership
• Childcare facility is now shown in the base program with dedicated space at the north
entrance to the site adjacent to the ABC
• The increase in building floor area due to the modifications to the program mix,
including childcare, results in building heights of three and four stories as opposed to
two and three stories in the previous iterations
• Co-living is now shown as an optional overlay to the primary conceptual alternative
with substantially reduced total co-living unit count. There is no longer a stand-alone
co-living conceptual site plan alternative
• The site plan has been further developed to illustrate amenity spaces, circulation, and
building access
• These changes to the program essentially eliminate the October 26 ‘Concept A’ plan,
and the modifications the co-living ‘Concept C’ plan from October 26 have made the
co-living option into an overlay option rather than a stand-alone conceptual plan.
This means that the final results of the adoption of the Council direction from the October
26 work session have evolved into a single, refined conceptual master plan that is most
similar to the previous ‘Concept B’, but with its program and overall site and building layout
more reflective of the input received through the community outreach effort.
Conceptual floor plans: While we don’t want to dwell on the conceptual floor plans as they
are only conceptual in nature, they have been developed to a level that provides the
design team with confidence in the unit counts in terms of size and distribution of overall
building floor area on the site. The unit concepts are envisioned as a set of interlocking
building blocks that can be creatively arranged in a number of ways, allowing for variety
in the building form and height while taking advantage of the efficiencies of modular
construction.
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Conceptual Section / Perspectives 1: This section illustrates a “three-story, double
loaded” building format and depicts the relationship of the units and buildings to one
another, the outdoor spaces between the buildings and in the public spaces, and the
frontage on Sage way. This section was taken through the site just across from the ma in
entry to the project, looking south toward Mountain Rescue and Deer Hill, with Sage Way
to the right-hand side of the image. The three-story masses are fronting Sage Way, with
four-story masses on the east side of the property against the base of Deer H ill, and a
protected courtyard/lawn space between the buildings as recommended in the noise
study. This section also illustrates an evolution of the approach to the buildings
themselves. Instead of an interior hallway connecting the sets of units on either side, the
masses are pulled apart allowing for light and a sense of separation between the units.
This also creates spaces for small, private patios and planters near the front entries to
the buildings. The accompanying character images begin to illustrat e the inspiration for
the conceptual look and feel of materials, massing, and overall character of the spaces.
Conceptual Section / Perspectives 2: This section illustrates a “four-story, single loaded”
building on the east property line, at the base of Deer Hill. This building faces the porches
and patios toward Deer Hill, creating outdoor space on the quieter, east side of the
building, and ‘borrowing’ the Deer Hill Open Space to create access to views, daylight,
and a sense of privacy.
Conceptual Site Master Plan: This plan rendering represents the next evolution in the
conceptual site plan. While it looks familiar as it is based on the prior planning concepts,
it begins to describe in more detail the various program elements of the site, and further
define the site spaces and circulation. The layout of Sage Way remains, with the
connection to 200 Road and Hwy 82; the ABC and Annie Mitchell trail remain, with a
grade-separated crossing for the ABC trail. Added to the plan is a transit/shuttle stop, with
a covered bike share kiosk, along the west side of Sage Way. Given the area
requirements for these components, ancillary parking would need to be accommodated
in the underground structure. We also have perspective sketches and character imagery
to help describe how these spaces might begin to feel and live, in addition to the
descriptions below:
• The site is organized to create a variety of open areas, protected from the highway
and airport noise where possible. The buildings are organized around a large central
lawn space. This is similar in scale to the flat portion of the main lawn sp ace at
Burlingame Ranch and comparable to the lawn area at Herron Park.
• To the south of the central lawn is a community shade structure, creating a space for
gathering and a social hub of the project. It’s flanked by a plaza space that could be
occupied by built-in and/or moveable furniture and is organized to provide small group
gathering spaces.
• South of the plaza is a playground zone. This playground could be an artful, playful
space of traditional equipment, non-traditional play, or a combination designed to
create an interesting focal point and a place to recreate.
• To the north and south of this central space, smaller lawn spaces connect through the
rest of the site, creating a variety of places to be outdoors as well as visual softening
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between the buildings. These spaces also include smaller gathering plazas near the
buildings, a space for a community garden, and landscape buffering zones.
• Flanking the for-sale units are small ‘door yards’ that create some private/garden
space for the ground-level residents.
• The program also contemplates strategically-located, enclosed bike storage, along
routes from buildings to the trail connections off -site, and accommodations are made
for emergency access through the courtyard spaces and the middle of the site.
• The childcare is located at the north end of the site, in a location that provides through -
access for drop-off, and a dedicated play yard, and with indoor and outdoor space
allocations based on typical requirements for such facilities.
• Building rooftops will play a critical role in meeting project goals and may provide
opportunities for roof decks, building articulation, stormwater management, energy
generation, and snow management - most of which will play a role going forward in
the development process.
Underground Parking Plan: This diagram illustrates a revised approach to the
underground parking, providing the residential parking while distributing the parking
through the site for access to each of the housing zones. This approach also supports the
potential phased development of the project, and is flexible to be expanded or contracted
based on the final unit count and any adjustments to the parking ratios, or the addition of
a car share component to the program.
Massing Model 1: Another familiar view of the project, with the massing updated to reflect
the current concept plan. This bird’s-eye view is looking southwest, with Mountain Rescue
and the airport in the background. The connected, central open spaces are visible in the
middle of the image, and the location of the four-story buildings are shown at the left,
against the bottom of Deer Hill.
Massing Model 2: Looking from southwest, over the airport, with Mountain Rescue in the
center and Deer Hill to the right. You can see the three -story masses to the HWY 82 side
of the site, with the four-story buildings at the center-north of the east edge of the site. In
this view you can also see how the balconies are used to step the buildings back at the
third level along Sage Way. More articulation of the building massing may be possible by
creating variants on the kit of parts, which would allow for some level of pushing and
pulling of the façade to articulate the buildings.
Ground-level Perspective 1: This perspective illustrates the spaces within the central
courtyard of the project. This image is created from the massi ng model, standing at the
northeast edge of the large, central open space and looking to the southwest. Three - and
four-story buildings are visible, as are the buffer zones between the buildings and the
common areas. The low fence in the foreground identif ies the boundary between the
presumed owner-HOA area and the common spaces, providing an additional level of
privacy for the ownership units without creating an obtrusive visual or physical boundary
across the site.
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Co-Living Overlay Option: We recognize from the outreach and Council feedback that
including a high percentage of co-living units has not been deemed desirable for the
Lumberyard. This option depicts replacing one ‘standard’ building with one co -living
building, resulting in ten additional units. The building is located near the north end of the
property and across the street from the transit/bike share station. It has a smaller footprint,
increasing the size of the central area. We now see this building as relatively plug-and-
play, and this option could be carried forward in the process unless the Council chooses
to decide about either including or excluding the co-living option sooner.
Scale Comparison to other facilities: One way to get a sense of the scale of the buildings
and site layout is by comparison to existing and well-known facilities such as Burlingame
Ranch and Centennial. While the open site area and building footprints at the Lumberyard
are generally comparable to those facilities, the buildings at the Lumberyard are slightly
larger in both footprint and height as compared to those at Burlingame and Centennial ,
particularly the width of the ‘double-loaded’ buildings at the Lumberyard. The central open
site area at the Lumberyard is larger than most of the open site spaces at the other
facilities, but it is more concentrated and centralized, whereas the other facilities have
more space distributed throughout their sites around buildings.
Rough Order of Magnitude (ROM) Conceptual Cost Estimate: A typical rough order of
magnitude conceptual estimate would not attempt to perform quantity take offs from a
conceptual design and would instead attempt to utilize square foot pricing for a
comparable project and then apply that to the square footage of the subject development
and adjust as needed. The nearest, most -recent comparable project that we can use as
a basis for a full development affordable housing project cost would be the City’s
currently-contracted pricing for the upcoming Burlingame Phase 3 project . That budget is
currently $50 million for 85,000 square feet of livable housing area or $588 per sq ft of
net livable area. This means that for each square foot of livable housing area in the
project, the per foot rate includes dollars for a myriad of development cost elements
ranging from design, engineering, project management, permitting and approval fees and
soft costs to excavation, foundations, infrastructure, roadways, stormwater system,
parking, landscape and other site-related hard costs plus building and appurtenance hard
costs, mechanical/electrical/plumbing, interior finishes and much more.
Staff has assembled the rough order of magnitude conceptual estimate included as an
exhibit to this memo using the Burlingame 3 project as a basis and making adjustments
as applicable to the Lumberyard conceptual design as presented herein. Staff is
presenting the attached rough order of magnitude conceptual project cost estimate exhibit
with numerous caveats:
• The conceptual estimate provided here is expected to be used as a rough planning
tool only and is not expected to be an accurate indication of actual project cost at the
time of implementation.
• Changes to the plans moving forward in any way as well as changes in economic or
other crucial assumed conditions may invalidate the conceptual estimates as provided
herein.
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• While we have done our best to adjust the estimate based on the differences between
the comp project and the subject conceptual project, there is little chance that the
methodology will be entirely apples-to-apples.
• While in this case the comparable property estimate includes some contingency in its
budgeting, the application of the comp to the subject conceptual project includes
additional contingency to avoid the hazard of not capturing all such diff erences
between projects.
• While there can be some certainty when working with present-day dollars, there is
little certainty when translating present-day dollar information to future dollars,
especially when near or above 10 years into the future.
• Changes to the project phasing or changes to financing arrangements or potential
public private partnership structures may cause the phased estimated cost as
presented here to become less indicative of the City’s actual up -front costs to
complete the development of the project.
Conceptual Phasing: Given the large physical scale and cost of the project, it is important
to consider how the construction may potentially be broken into phases. This could be
done in many ways, and we have begun with an initial review of the updated site layout
and the overall density across the site, identifying potential sequencing of construction by
area to test breaking the project into three phases. Additional notes are as follows:
• The diagram provided illustrates a three-phase approach, with the assumption that
construction would proceed generally from north to south.
• With this approach, nearly half of the units are built in the first phase, with a significant amount
of the infrastructure (such as the connection of Sage Way to 200 Road) begin implemented
in the first phase.
• The middle and southern zones could then be built in two sequential phases or combined into
a second phase to complete the construction. Supporting facilities, such as the re-location of
the ABC trail, installation of the transit station, childcare, and Hwy 82 intersection
improvements may be allocated to later phases and will need to be further studied.
• The underground parking, while currently envisioned as an interconnected, single structure,
could also be broken down along the phasing lines as the parking is distributed through each
of the potential phasing zones.
• It will also be important to consider demarcation of future property lines and maintenance
scope demarcations related to ownership versus rental portions of the site including both
above- and below-grade elements.
• In this approach, and assuming the reconfiguration of Sage Way in the first phase,
approximately 50%-60% of the cost will be borne by the first phase, with 40%-50% of the cost
spread between the second two phases.
The rough order of magnitude cost estimates for 10 -year phasing are shown in the
attached ROM Conceptual Cost estimate. The ROM cost of the first phase is greater than
prior early budget discussions due to the increase in overall floor area of the project based
on the program changes which have been updated since October as well as the
disproportionate amount of work included in the first phase. The phasing plan should
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continue to be studied throughout the remainder of the development process, and should
be considered here as a starting point to continue that effort moving forward.
This brings us to the second and third requests of Council for this work session:
Please verify, if you feel you are able, the validity of (2) the modifications to the
conceptual designs based on the community feedback and (3) the modifications to
the housing program based on the community feedback and the appropriateness
of utilizing the community feedback received through this process as important
inputs to the conceptual design of the Lumberyard affordable housing project.
Project Delivery Methodology and Next Steps
An important next step in the process will be to evaluate a range of potential project
delivery methodologies which could be used to implement the project. In the past, we
have used a spectrum or continuum such as the diagram shown below to illustrate a
broad range of such potential project delivery methodologies related to public-private
partnerships (PPPs).
The means of implementing the project could range from an entirely public project
methodology where the City might act as developer, shown at the left end of the scale
below, to a host of different potential PPPs, toward the right end of the scale below, where
the City might enter into agreements with a private developer (or developers) to
implement the project.
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One recent example is the City’s Aspen Housing Partners PPP which was used to deliver
45 new affordable rental units, and which would land on the middle -right in the diagram
and could be described as Design, Build, Finance, Own, Operate, Maintain, Transfer.
Such arrangements often come at a cost one way or ano ther, but can also ease the
burden of public resources for project implementation and therefore should be evaluated
carefully.
Unfortunately the process of crafting an RFP which could be used to solicit private
development interest for the implementation of the project along with leaving the
solicitation on the market for a sufficient period of time and then the evaluation of such
proposals can take up to six months or even longer.
That time constraint combined with Council’s desire to begin construction in 2024 is
already creating a critical path for the development timeline. This is illustrated in the
summary timeline below, working backwards from 2024:
2024 Construction Begins
2023 Building Permit Application Review and Approval
Building Permit Application Development and Submittal
Contracting and Procurement
Construction Documents Production
2022 Development Agreement Completion and Recording
Planned Development Completion and Recording
Detailed Design Process
Land Use Approval Process
2021 Land Use Application Review
Land Use Application Submittal
Land Use Application Development
Community Outreach
Schematic Design
2020 Conceptual Design
Community Outreach
2019 Community Outreach
In order to be prepared to submit the land use application in mid-to-late 2021, there is no
time to spare if we are to get to construction in 2024. Thus staff is suggesting that in early
2021, we should establish a work session with City Council to discuss potential goals of
a PPP RFP which could be issued in early 2021 and which could be on the market while
we are simultaneously working on Schematic Design and any further community outreach
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that may be needed and the development of the land use application . Two potential
outcomes of this approach are below:
1) In the event that an RFP process for PPPs does not create any desirable opportunities
for private development involvement, we will not have lost time in the process , and the
City can continue as developer.
2) In the event that an RFP process for PPPs does create a desirable opportunity, we
could evaluate such opportunity and potentially enter into agreements which could
describe how the work to that point could be picked up by private developers and how
the cost for the work to date could be reconciled among the parties involved.
Staff recommends the following next steps:
December 2020
• Pre-application meeting with Community Development staff
January 2021
• Work session with City Council to discuss potential goals of PPP RFP and
establish timeline of PPP RFP process
• Work plan and scope for Land Use application development, including continued
design and technical studies, continued outreach
February 2021
• Commence Land Use application scope
Mid-to-late Late 2021
• Submit Land Use application
This brings us to the fourth request of Council for this work session:
(4) Staff requests that Council engage in discussion about project delivery
methodology and provide staff with direction about next steps for the project.
FINANCIAL IMPACTS: Included above and require further evaluation moving forward.
RECOMMENDATIONS: Staff has included recommendations above.
CITY MANAGER COMMENTS:
EXHIBITS:
A – Presentation Slides
B – Outreach 3 Summary Report
C – Technical Studies Report
D – Rough Order of Magnitude (ROM) Conceptual Project Cost Estimate
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Deposit based on estimated waste for development
Added full-time staff to Solid Waste Center to administer program
Requires a minimum of 25% diversion
Tied to permit and final Certificate of Occupancy process
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