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AGENDA
CITY COUNCIL WORK SESSION
June 20, 2022
4:00 PM, City Council Chambers
427 Rio Grande Place, Aspen
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I.WORK SESSION
I.A.Childcare Capacity Critical Goal Update
I.B.Asset Department Workplan
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MEMORANDUM
TO: Aspen City Council
FROM: Shirley Ritter, Director, Kids First
Jennifer Phelan, Development Manager
THRU: Sara Ott, City Manager,
Diane Foster, Assistant City Manager
Scott Miller, Assistant City Manager
MEETING DATE: June 20, 2022
RE: City Council’s Childcare Capacity Goal update
PURPOSE:
The purpose of this memo is to provide an update for achieving City Council’s Critical 2-year
childcare capacity goal.
SUMMARY & BACKGROUND:
On August 10, 2021, City Council adopted Resolution #76_Series 2021, which directed staff to
increase the number of available childcare spaces.
This will be accomplished through:
1. Plan, design to repurpose or build new buildings to add physical capacity to increase
available childcare space.
2. Increase the recruitment and retention of qualified early childhood teachers.
3. Generate funding to support the development of new childcare spaces.
This goal runs for two years, with an expected completion date of July 2023. This is a short
timeframe to accomplish this overall goal, however, the next two years will include measurable
steps, to show accomplishments that are achievable. The need to expand childcare capacity has
been an ongoing part of Kids First’s mission. This City Council goal provides added support and
a clear path to achieve this goal.
In previous meetings we have provided information from the childcare needs survey conducted
by the City of Aspen, Town of Basalt, and the Town of Snowmass Village. We have also shared
current childcare program information, capacity, and quality data. We discussed licensing
standards and looked at the Colorado Shines Quality Rating and Information System (QRIS) used
across the state of Colorado.
One important consideration when thinking about the need for additional capacity for childcare, is
the number of children that can be cared for in one classroom, and at different ages. This begins
to also address the number of staff needed to support increased capacity.
Another area we looked at more closely is the history of the yellow brick building and the city’s
purchase, improvements, and subsidy of this valuable childcare space.
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DISCUSSION:
This goal includes five key workplan areas with activities that will happen for the next two years.
These elements are:
1. Planning and Design for a new childcare building,
2. Recruitment and Retention of early childhood workforce,
3. Funding to meet the community need for early childhood,
4. Policy,
5. Long-range Planning.
1. Planning and Design for a new childcare building
• An infant childcare room at Colorado Mountain College (CMC) renovation in the
classroom is nearly complete, with replacement of some floor covering, cabinets, plumbing
and electrical work. Equipment and furnishings are in place.
o We continue to hold conversations with a qualified person to operate this program.
The Kids First Advisory Board will approve the final selection and award a lease
for the space.
o We plan to open this room as soon as an operator is identified and can become
licensed in this space.
• Burlingame Early Childhood Education Center: This is the long-term planning, likely
two years, to meet the existing and future need for childcare in our community.
Since contracting with the design firm Land and Shelter at the end of March, an Executive
Committee comprised of city staff and Kids First Advisory Board members has steered the
initial programming of the center. Additionally, an initial meet and greet was undertaken at
Burlingame and a survey completed through Aspen Community Voice to identify
community concerns and preferences related to the center.
Presently, the design team is digitally modelling several concepts utilizing the identified
programming. These initial concepts will also include a high-level cost estimate to identify
the big cost drivers associated with each concept. Once a concept is agreed upon, further
design development will be undertaken to advance the concept to schematic design. The
schematic design, anticipated to be finalized in August, will then be scheduled before City
Council at a work session. The preliminary digital plans include childcare staff housing or
leave space to use for housing.
In the meantime, another outreach event with Burlingame residents is being planned for
mid-July and a larger advisory group is being organized to provide continued input on the
design direction of the project.
• City staff issued a Request for Proposals (RFP) for the vacant Yellow Brick Building
rooms, we’ve received one qualified proposal as of the closing date of June 9. Members
of city staff and the Kids First Advisory Board will approve the final selection and award a
lease for the space. We expect these rooms to be licensed and open by fall.
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RELATED UPDATES:
• Aspen School District reports no anticipated changes to plans for early childhood
classrooms for the next year.
• The Town of Basalt has been working with Land and Shelter and Alan Ford Architects
on getting a conceptual design for the Willets parcel. The design team has developed 3
design alternatives, in partnership with Blue Lake Preschool and Town of Basalt staff. The
design alternatives, along with corresponding design narratives, are currently being
conceptually priced by Shaw Construction, and the conceptual designs along with the
conceptual pricing will be presented to Basalt Town Council at their June 28th meeting.
The Stotts Mill childcare building project in Basalt will be 4,000 square feet and could
accommodate four classrooms. Completion of that project, including build-out by the
provider, could be done by the end of next year as the developer is looking to have the
core and shell completed by next spring. Additionally, Honey Tree expect to open infant
and toddler classrooms in September at their location in El Jebel.
• The Town of Snowmass Village expects a report from their early childhood consultants
that have been studying the feasibility of increased capacity, including infant spaces, in
Snowmass Village.
2. Recruitment and Retention of early childhood workforce
Kids First has implemented a new incentive program to provide stronger support for childcare
staff recruitment and retention. This includes individual incentives paid to staff based on their
retention, education, credential level, and more quality indicators. This is an area that is especially
challenging for existing childcare programs. Many are limited in their ability to enroll more children
because of the difficulty of recruiting and retaining staff.
This VIP incentive will be paid twice a year based on employment for the previous 6 months, with
extra points earned for quality improvement activities. The first deadline for the short google
application is June 9. We expect all qualifying staff in licensed programs to apply and will evaluate
the data to improve this incentive for the next deadline in December 2022. Awards will range from
$1,000 to $2,400 per person per year. Guidelines for this award is Attachment A
Kids First hired an early childhood intern in 2021 and provided early childhood education and
classroom experience needed for her to successfully move into a lead teacher position in a local
childcare program. She is leaving us in June and has been hired by a Pitkin County childcare
program. This is a termed position, with the intention of moving qualified people into the workforce.
We have re-opened this position and plan to repeat our success.
Local childcare programs have received State of Colorado stabilization funding. The state also
put additional funding into CCCAP rates increases, quality improvement incentives, and business
training for childcare programs. College classes ECE101 and ECE103 are funded and available
to staff in licensed programs at no cost. Programs also have the ability to apply for additional
grants, and there has been a second round of employer based childcare grants. Kids First has
worked closely with the Rocky Mountain Early Childhood Council to make sure all childcare
programs are aware of these opportunities and are available to help navigate is needed.
The Kids First Advisory Board approved funding for staff professional development for all licensed
programs, and in addition to the quality improvement funding that is available every year to
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programs that have earned a Colorado Shines rating of three, four or five. This year awarded over
$37,000 to the four programs that applied for quality improvement funding. The grant funding for
professional development is still open.
3. Funding to meet the community need for early childhood
Staff has continued to strengthen relationships with potential community and funding partners, to
better understand their needs related to childcare. Kids First contract with Kate Kalstein will wrap
up this summer with a community meeting and report. Kids First staff has begun discussion with
regional partners to look more closely at childcare needs, current work, and possible regional
solutions. Partner organizations that have committed to join this effort include Aspen Community
Foundation, Pitkin County, Early Childhood Network, Manaus, and the Rocky Mountain Early
Childhood Council. This plan will look at unified data collection, strategies for working more closely
together. Kids First staff participates in the Confluence Early Childhood Education Coalition
(CECE Coalition) formerly known as Rocky Mountain Preschool Coalition. This is the group that
is working regionally to establish a taxing district to support early childhood education from Aspen
to Parachute.
We continue to monitor federal stimulus funding that includes several supports for both existing
programs, expansion of capacity for childcare, as well as workforce supports, professional
development, early childhood mental health services, indoor air quality, and access to inclusive
care for all children.
4. Policy
The Colorado legislative session resulted in several bills/laws that support children, families, and
childcare programs. Just a few of these include:
• The creation of the cabinet level Department of Early Childhood, bringing the many
programs related to early childhood under one department. The department is expected
to be approximately the same size as DOLA or the Department of Agriculture.
• Early childhood educator tax credit tied to their credential level
• Childcare property tax exemption for owners of commercial real estate for the portion of
space leased for non-profit childcare.
• Use of local lodging tax for housing and childcare.
• Cover all Coloradoans expands access to health insurance eligible for Medicaid of CHIP
regardless of immigration status.
• Expansion of Child First mental health programs.
• Childcare program supports - over $94M for economic recovery and sustainability grants
to childcare programs.
5. Long-range Planning
Kids First asks childcare programs for annual information concerning enrollment capacity, hours,
tuition charges, staffing. With the new VIP award, we will review data more frequently that looks
at staff capacity, wages, and retention.
Staff will compare this data with past information and future needs. We will consider our financial
ability to support increased capacity and staffing operationally. We will continue to participate with
regional and state partners for technical support, and opportunities to work regionally. Our goal is
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to support families much longer than the 2-year council goal, making quality childcare the
foundation for successful learning for all young children.
Kids First staff worked with Roaring Fork Leadership on a project that gathered data from families
and childcare providers to create a better system for managing waitlists. Staff has reviewed their
recommendation and is working regionally to consider an online platform for waitlists that will be
more efficient for childcare programs to manage, and easier for families to access childcare. We
expect to make a decision with childcare director input in hopes of having a system up by fall
2022.
FINANCIAL IMPACTS:
Current estimates for design, construction and furnishing of a new facility at this location has
been estimated at $12,500,000 (excluding roughly $1.5M in acquisition cost of the site itself as it
was part of the overall Burlingame acquisition). While this amount is substantially higher than
the available balance within the Kids First Fund for an outright cash funding of this facility, the
project remains viable pending the following:
• Council has already pledged $1,250,000 towards planning and design of the new
childcare space in the 2021/2022 budgets. Included in this amount is $930,120 in
federally awarded American Rescue Plan Act (ARPA) funds allocated to the project.
• Staff anticipates up to an additional $4,000,000 City contribution is possible towards the
capital construction phase.
• The City Manager has spent some time lobbying at the federal level for this project and
has submitted a request for congressional spending support of $2,000,000. It is
uncertain at this time when this award of any earmarked funding would be known.
• Other partnership support of $5,250,000 would be needed to fill the remaining funding
gap associated with the project. Our consultant working with potential partners will hold a
large group meeting and release a final report in August.
NEXT STEPS:
Staff will continue to share this plan and activities with Aspen City Council in subsequent
meetings.
Key Council Dates:
City Council work session August 1, 2022 – capacity goal update
City Council work session September 19, 2022 – capacity goal update
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V.I.P. Award to Pitkin County Early Childhood Staff
Guidelines and Qualifications
Kids First Advisory Board and Staff have developed this
supplemental award for staff in licensed early childhood
programs to recognize the continued efforts and the
essential work being done to provide access to high
quality childcare in Pitkin County. The single most
important element in providing high quality care is the
critical role that excellent teachers play in the lives of
children.
In 2022 Kids First will offer up to $2,400 annually to
qualified early childhood staff. This will be made in 2
payments, each reflecting 6 months of work and
achievements.
Kids First staff will offer meetings to explain to childcare
staff how to earn points, how they will apply, and what
documentation is needed.
Application deadlines will be:
• June 1 through 9, 2022 – based on December 2021 through May 2022
• December 1 through 9, 2022 – based on June through November 2022
Things to know:
✓ New people need to have worked the full 6 months to qualify for this incentive.
✓ A person must work for the same childcare program for the 6-month period to qualify for this
incentive.
✓ “Work” is defined as verified hours worked each week. If a person takes a paid vacation or sick
day that will still count. However, if there are unpaid hours, or leave, or the program is closed it
does not count as “work”. Working hours will be verified by payroll records received from the
program director. The 6-month period will include 26 weeks. Fewer than 16 hours worked in a
week does not earn points in this area.
o Working at least 16 hours per week = 104 points
o Working 17 to 24 hours per week = 156 points
o Working 25 to 32 hours per week = 208 points
o Working 33 to 40 hours per week = 260 points
✓ Completing an early childhood education college class during the 6-month period, earning at
least a “C”. This includes EQIT and Pyramid Plus (if the entire class is completed). When you first
take ECE101, ECE103, or EQIT, you will earn a one-time bonus of 50 points for each of those
classes! These points will carry forward if the class ends before you have worked the first full 6-
month period.
DECADES OF RESEARCH HAVE PROVEN IT’S
IMPORTANT TO CAPITALIZE ON THE SMALL
WINDOW OF TIME WHEN YOUNG CHILDREN
LEARN TO TALK, LEARN THROUGH PLAY, AND
BEGIN TO DEVELOP SOCIAL SKILLS NEED TO
GET ALONG WITH THEIR PEERS. DURING THESE
CRITICAL EARLY LEARNING YEARS, QUALIFIED
EARLY CHILDHOOD PROFESSIONALS
ACCELERATE HOW OUR CHILDREN LEARN,
DEVELOP, AND BUILD THE SKILLS NECESSARY
TO GET ALONG WITH OTHERS AND SUCCEED
IN SCHOOL AND LIFE. NAEYC
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o No class completed – 0 points
o One three credit class completed – 50 points
o Two three credit classes completed – 100 points
✓ Your program’s Colorado Shines rating level. If your rating level changes, the most
recent/newest rating will be used.
o Level one – 10 points
o Level two – 20 points
o Level three – 30 points
o Level four – 40 points
o Level five – 50 points
✓ Your individual PDIS credential level. If your credential level changes, the most recent/newest
level will be use. You will need to provide a copy of your credential certificate.
o Credential level one – 0 points
o Credential level two – 25 points
o Credential level three – 50 points
o Credential level four – 75 points
o Credential level five – 100 points
o Credential level six – 125 points
✓ Coaching hours received from a Kids First credentialed coach. You need to provide a coaching
log that is signed and verified by the coach.
o 0 to 3 coaching hours – 0 points
o 4 to 8 coaching hours – 25 points
o More than 8 coaching hours – 50 points
✓ Participation in the Kids First In-Service training day (this applies only to the fall 6-month
period). You must attend the full day.
o Did not attend – 0 points
o Attend ½ day – 0 points
o Attended all day – 50 points
✓ Participation in other professional development. These are in addition to class hours or In-
Service hours. 15 hours is required by licensing annually.
o Up to 8 hours of professional development – 25 points
o 9-15 hours of professional development – 50 points
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How to earn points – expectation for award payment
Points earned: Amount to be paid every 6 months
based on points earned during that
6-month period. Amount may differ
in each 6-month period of time.
Annual award amount: Half of this
amount is paid each 6 months, amounts
may differ from one 6-month period to
the next.
600-700 $1,200 $2,400
550-600 $1,100 $2,200
500-550 $1,000 $2,000
450-500 $900 $ 1,800
400-450 $800 $1,600
350-400 $700 $1,400
300-350 $600 $1,200
200-300 $500 $1,000
Less than 200 $ 0 Kids First will provide a
coaching session to explain ways to
increase points in the next 6-month
period.
$ 0 Kids First will provide a coaching
session to explain ways to increase
points in the next 6-month period.
Most
possible
points
FT work
-average
points
FT work
- low
points
PT work
- high
points
PT work -
average
points
PT work,-
low points
work 260 260 260 156 156 156
class 100 100 0 50 50 0
Colorado Shines 50 30 30 30 10 10
PDIS 125 50 25 50 25 0
coaching 50 25 0 25 0 0
In-service 50 50 0 0 0 0
professional
development 50 25 25 25 25 0
685 540 340 336 266 166
Bonus or ECE101, 103 and EQIT is not included in the most possible
table
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MEMORANDUM
TO:Mayor Torre and City Council
FROM:Robert Schober, Capital Asset Director
THROUGH:Scott Miller, Public Works Director
DATE OF MEMO:June 8, 2022
MEETING DATE:June 20, 2022
RE:Capital Asset Workplan Priorities
REQUEST OF COUNCIL: The Capital Asset Department would like Council feedback on the
departments workplan and project priorities.
SUMMARY AND BACKGROUND: The Capital Asset department has a split mission which
can is divided into two fronts. The first front is maintenance of existing City Assets. Some of
the more prominent assets the department takes care of are the new City Hall & Rio Grande
building, the Armory, Aspen Police Department, the Old Powerhouse, the Animal Shelter and
the Wheeler Opera House. On the second front, the department is tasked with developing new
assets for the city. Examples include Burlingame Ranch and Lumberyard affordable housing,
Armory building re-use, childcare expansion at Burlingame and employee housing opportunities
at the Main Street Cabin and other sites. Capital Asset also works with many other City
departments to assist with the execution of their capital workplans. Services provided include
expertise in long range capital maintenance & planning and helping to scope and execute & cost
many of the larger City capital projects.
Currently, the Asset department is authorized at 10 FTE and is comprised of:
Capital Asset Director (1)
Four (5) Project Managers –one currently vacant
Three (3) full time Maintenance staff members
One (1) Administrative Assistant
DISCUSSION: An overview of current and near -term projects under Asset management is
attached as Exhibit A. Some of the larger efforts currently underway on which the department is
currently engaged are the completion of Burlingame Ranch Phase 3, design and entitlements for
the Lumberyard Housing project, and the childcare center planning & design.
Reviewing upcoming workload,the department will be capacity limited and requests direction
from Council with prioritizing projects in the near future. Projects of which City Staff believe
should be included in this conversation are as follows:
Armory Renovation –currently on pause until a suitable funding plan is determined
Old Powerhouse Preservation Project -Currently budgeted with a $350,000 appropriation
in 2022 for design/entitlements and a remaining $3,150,000 in 2024/2025 for
construction. The start of the project is constrained in that the user groups at this location
do not have a place to land without the Armory being available.
Main Street Cabin Housing –Currently budgeted with $315,000 appropriation in 2022
for design/entitlements and a remaining $1,785,000 for construction in 2025. The start of
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Page 2 of 2
this project requires the completion of the Old Powerhouse renovation as the two
departments currently housed here will be relocated to that facility.
Rio Grande Restaurant Outreach/Design/Building –Not currently budgeted
Staff’s recommendation for the Rio Grande Restaurant Outreach/Design/Building is that Council
outline a general direction on what they envision for a restaurant operator and let staff craft an
RFP to solicit proposals over the summertime period. Currently, the space houses limited
equipment for restaurant use and will, at a bare minimum, require the addition of restrooms to
meet code for its end-use as a restaurant. Staff proposes to “white box” the current space for
showing to potential restaurant operators during the RFP process, allowing a future operator to
envision what the space might look like. This will help determine what improvements would be
required and would help set expectations for a lease term that a future tenant would be able to
work with.
While different funding options are explored for the potential of a significant renovation of the
Armory building, staff would like to prioritize moving forward with the Old Powerhouse
preservation project and Main Street Cabin housing. The Powerhouse renovation needs to be
completed to provide a landing space for the two departments currently housed in the Main
Street Cabin: Transportation and Events. Completion of this project will meet the programming
requirements of the facilities master plan, preserve, and create a more sustainable historic
Powerhouse building and aligns with the Council goal of affordable housing. A home for the
ACRA visitors center and staff will have to be identified as part of this project execution
strategy.
Asset welcomes Council questions and feedback on workplan as outlined above and looks
forward to the year ahead. A future work session may be scheduled to update Council on the
restaurant RFP solicitation and to provide updates on priority Asset managed project later in
2022.
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2022 Asset Department Workplan
Review
Robert Schober – Asset Director June 20, 2022 1
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2
Department Mission: Maintenance of City Owned Assets
•New City Hall & Rio Grande Building
•Armory Building
•City-Owned Employee Housing Units
•Aspen Police Department
•Old Powerhouse
•Animal Shelter
•Wheeler Opera House
•Recreation Facilities
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3
Department Mission: Develop New Assets
Burlingame Ranch
Affordable Housing
New City Hall
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Additional Services Provided
4
•Capital Project Execution
•Long Range Capital
Planning
•Estimating/Budgeting
•Scoping of Projects
•Facilities Operation
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Staffing
5
•Capital Asset Director (1)
•Four (4) Project Managers
•Three (3) Maintenance Staff
•One (1) Administrative Assistant
•One (1) vacancy for a Project Manager
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2022 Work Plan – Project Highlights Currently Underway
6
Lumberyard Housing
Burlingame Ranch Phase 3
Childcare Center Planning & Design
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Asset Workplan Priorities
7
•RFP for Rio Grande Building Restaurant Space
Responses will determine renovation requirements and long-term usage of the space
•Old Powerhouse Preservation
Meets programming requirements of facilities master plan
Preserve & create a sustainable historic building
•Main Street Cabin Housing
Aligns with Council housing goals
•Serve internal and external stakeholders with a high level of professional service
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Questions & Feedback Welcome
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Newly Desired Public Spaces Complexity Level & Resource Use
Armory Building ‐ Renovation Project High
Rio Grande Building ‐ Restaurant Space Average
Childcare Expansion ‐ Planning & Design High
Childcare Expansion ‐ CMC Infant Care Facility Average
Existing Public Spaces
Yellow Brick ‐ Entrance Improvements Low
Yellow Brick ‐ Sewer Line Repair/Replacement Low
Animal Shelter ‐ Energy Efficiency Upgrades Average
Animal Shelter ‐ Routine Maintenance Average
Wheeler Opera House ‐ Masonry Project High
Wheeler Opera House ‐ Full Electrical Assessment Low
Old Powerhouse ‐ Preservation Project High
Rio Grande Garage ‐ Fire Protection Upgrade Average
Rio Grande Garage ‐ Restroom Upgrade to ADA Average
Rio Grande Garage ‐ Elevator Replacement Average
City Buildings ‐ General Facilities Maintenance Average
Housing Projects
Community Housing ‐ Burlingame Phase III High
Community Housing ‐ Lumberyard Housing High
Community Housing ‐ Forest Service Farm Bill Low
Community Housing ‐ Truscott Stair Replacement Project High
Employee Housing @ Water Place ‐ Phase II Design Average
Employee Housing @ Water Place ‐ Boiler Replacements Average
Employee Housing @ Water Place ‐ Roof Replacement Average
Employee Housing @ Main Street Cabin ‐ New Housing High
Employee Housing ‐ General Facilities Maintenance Average
Exhibit A: Asset Department Managed Projects
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