HomeMy WebLinkAboutInformation Only 103023AGENDA
INFORMATION UPDATE
October 30, 2023
5:00 PM,
I.Information Update
I.A Council Goal Work Plan
I.B 15 mph De Facto Speed Limit
I.C Aspen Community Survey Focus Group
Info Only Memo for Counil Goal Work Plan.docx
Work Plan Combined.pdf
15 mph De Facto Speed Limit Info Memo.docx
Attachment A 15mph defacto map.pdf
Aspen Community Survey Focus Group Info Only Memo.pdf
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INFORMATION ONLY MEMORANDUM
TO:Aspen City Council
FROM:Jenn Ooton, Senior Project Manager
THROUGH:Sara Ott, City Manager
MEMO DATE:October 11, 2023
MEETING DATE:August 1, 2023
RE: City Council Goals Work Plans
REQUEST OF COUNCIL: This is information only.
SUMMARY:
City Council adopted its 2023 to 2025 Goals in June 2023, and individual work plans were
presented in work sessions over the summer. The attached consolidated work plan
details the milestones to be undertaken by staff to support City Council in reaching its
articulated goal for all of the individual work plans that were presented.
Much of the effort outlined in the attached consolidated work plan is focused toward on-
going initiatives that demonstrates action around our organizational values and programs
that staff believe best meet Council’s goal.
NEXT STEPS: In early 2024, staff will provide Council with a progress update on the goals
over the previous six months.
ATTACHMENTS: Consolidated Council Goal Work Plan
CITY MANAGER NOTES:
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
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2023-2025 Council Goal - Mobility
Mobility: Improve and expand our efficient, multi-modal and integrated
transportation system to reduce vehicle miles traveled (VMT) and air
pollution. This will be accomplished through:
a. Exploring potential traffic congestion improvements from Brush Creek to Aspen
with the Elected Officials Transportation Committee and the Colorado
Department of Transportation including,
• Completing a comprehensive traffic study
Milestone: Traffic Study Scoping
Project Description: Exploring potential traffic congestion improvements from Brush
Creek to Aspen and the Colorado Department of Transportation including, completing a
comprehensive traffic study and origin and destination study. Council opted not to
continue the proposed studies indicated in the scope of the New Castle Creek Bridge
Resolution. Staff proposes a work session during Q1 of 2024 for Council to provide
specifics on scoping needs for the study by Council.
Timeline: 2024 through 2025 for study completion.
Resource Needs: 2024 Spring Supplemental for funding.
Council Engagement: Council work session in Q1 of 2024
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a. Exploring regional zero fare for bus trips that originate or end in Aspen;
Milestone: Explore No Fare and Ridership Incentive Opportunities
Project Description: Staff will engage with RFTA and partner jurisdictions in
conversations about the opportunities and challenges associated with free fare service
with a focus on the following:
• Implications of a fare-free system beyond existing fare free zones for staffing,
fleet, service quality and equity.
• Resource needs such as housing, additional staff and fare replacement.
• Incremental options including off-peak fare reductions, City funded pass
discounts and similar.
Timeline: An initial outline and project timeline will be developed in first quarter 2024.
Resource Needs: To be determined.
Council Engagement: Council to engage via staff updates, potential work session and
regional updates via RFTA Board of Directors.
b. Developing community consensus for critical infrastructure improvements for
entering and exiting the city including physical modifications.
Milestone: Castle Creek Bridge Evaluation
Project Description: Based on direction during the May 15, 2023, Work Session, staff
will bring back a contract award for consultant services for investigations around
replacement of the existing Castle Creek Bridge in place and information about a pre-
National Environmental Policy Act process to consider new alternatives for an
alignment. The scope will include evaluating the condition of the existing bridge and
estimates for process, schedule and cost to replace the existing bridge.
Timeline: Q3 2023 contract consideration before Council through resolution.
Resource Needs: Budget is allocated and Council approval through resolution will be
presented in August.
Council Engagement: The contract would include presentations to the City Council
and the Elected Transportation Officials Committee. A timeline for these meetings will
be identified once the contractor has received the notice to proceed.
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c. Increasing electrification of city and regional transit fleet.
Milestone: Advancing Electrification for Transit
Project Description:
Transportation staff are partnering with RFTA on the installation of an overhead bus
charging facilities at Rubey Park this fall. Secondly, RFTA will conduct a Zero Emission
Vehicle Study that will include city staff representation to assess future vehicles and
technology in the fleet.
For the future, the city will require an assessment for electric utility infrastructure to
serve the needs for electrification within the city.
Timeline: The project is in the bid phase, with RFTA leading the procurement process.
Upon selection of a contract vendor, the City will serve as the Project Manager for
construction.
Resource Needs: Additional funding may be requested dependent upon the results of
the bid process.
Council Engagement: Staff will provide Council with updates on bids, construction
and completion. A council tour of the new infrastructure will be scheduled upon
completion.
d. Researching funding options for affordable housing to support transit expansion
and sustainable service delivery;
Milestone: Review Housing Needs with RFTA
Project Description:
City staff will participate in RFTA’s Housing Assessment study, scheduled for 2023-24,
with an eye on opportunities for City/RFTA partnerships.
Timeline: Quarter 2, 2024
Resource Needs: To be determined.
Council Engagement: Council will engage through staff updates, via the RFTA Board
and work sessions.
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e. Completing a Comprehensive Transportation and Parking plan process,
including
• Reviewing the Integrated Mobility System in collaboration with the Aspen
Institute which could include ride sharing and congestion toll implementation
• Exploring expansion of Aspen city bus routes, and
• Researching possible TDM and first and last mile improvements
• Reviewing parking programs and technology
Milestone: Transportation & Parking Plan Adoption
Project Description: An important planning effort will provide actionable master plan
for both Transportation and Parking to improve programming and reduce vehicle miles
traveled (VMT) over the next 5 to 10 years. Examples of the scope include the
following:
• Review the Integrated Mobility system in collaboration with the Aspen Institute
which could lead to ride sharing and congestion toll implementation.
• Explore improvements to Aspen city bus routes.
• Researching Transportation Demand Management and first/last mile
improvements.
• Review all parking programs and services.
• Review technology practices for parking to increase compliance.
Timeline: The project is in the RFP process and should commence in the fall of 2023.
Resource Needs: To be determined.
Council Engagement: Council will review, provide feedback and approve the final
plan.
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Affordable Housing:In order to deliver an affordable housing system
that is high quality, sustainable, and results in a lived-in community,
Council will continue to evaluate, identify opportunities, plan, partner,
facilitate, and leverage existing and new resources to invest in the
development and maintenance of affordable housing.This will be
accomplished through:
Goal Owner: Diane Foster
a.Implementing the Affordable Housing Strategic Plan
Milestone: Implementation of 14 Action Items
Project Description: The Aspen City Council has made affordable housing a priority
for decades and in 2021 established “Increase number of Affordable Housing Units” as
one of their three Critical Goals. The 2022-2026 Affordable Housing Strategic Plan was
adopted by City Council in April 2022.
The fourteen action items are detailed in the Affordable Housing Strategic Plan that can
be found here: https://aspen.gov/DocumentCenter/View/8923/COA-Housing-
StrategicPlan-May2022-Spread-LowRes
Timeline:The timeline outlined in the City of Aspen 2022-2026 Affordable Housing
Strategic Plan has these actions taking place between April 2022 and December 2026.
Specific timelines for each of the fourteen action items can be found on pages 20
through 33 of the City of Aspen 2022-2026 Affordable Housing Strategic Plan.
Resource Needs:In the summer of 2022 the City hired its first Housing Policy Analyst
to focus on the implementation of the Affordable Housing Strategic Plan. Additional
work on the Plan has been accomplished using existing staff from the City Manager’s
Office, Asset Management, Community Development, Finance and APCHA.
Staff will submit a nominal supplemental budget request as part the 2024 budget to
support administrative needs associated with research and planning needed for certain
action items.
Additionally, every action item in the Plan will have its own resource needs. Those
resource needs have been and will continue to be presented to City Council as part of
individual action item implementation.
Council Engagement:
City Council Council adopted the Affordable Housing Critical Goal by resolution
in August 2021;
In December 2021 City Council held a two-day Housing Retreat where they
articulated their strategy for realizing the aforementioned goal;
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In early 2021 during multiple work sessions Council further refined this strategy
and defined the actions needed to achieve this goal. Council also set a housing
goal metric of achieving and incremental 500 affordable housing units by 2026;
On November 14, 2022 City Council received the first formal status update on
the Affordable Housing Strategic Plan; and
On May 8, 2023 City Council received the second formal status update on the
Affordable Housing Strategic Plan.
Milestone:Work session to consider additional action items, refinement to
current action items and possible modifications to the goal.
Project Description: As staff has worked through the first year of implementation of
the on the 2022-2026 Affordable Housing Strategic Plan, staff has identified and
analyzed additional action items City Council may want to consider. Council may also
wish to refine some of the goals, based on what has already been accomplished and/or
items that may no longer be relevant. Lastly, staff will ask Council to consider minor
modifications to the goal based on decisions Council has made that have impacted
action item timelines.
Timeline:This work session will by the end of Quarter 1 2024.
Resource Needs:If City Council wishes to add action items, each item will have its
own resource requirements.
Council Engagement:Staff will present proposed changes to City Council in a work
session by the end of Quarter 1 2024
b.Completing Council-directed affordable housing development projects
Milestone:Complete Burlingame Phase 3
Project Description:The final phase of the Burlingame affordable housing project will
be released to the public for sale summer 2023.
Two prior phases have been completed, with a total of 177 affordable units at
Burlingame Ranch. This thriving neighborhood is home to a diverse working population
including many families and children. The third phase of building is currently in process
as of March 2021. The current construction effort will create 79 additional affordable
condominium units in 8 buildings, along with associated landscape and infrastructure.
Timeline:Staff will have one final work session check in with City Council and shortly
thereafter will make the 79 units available for sale.
Resource Needs:Staff is completing this project with existing resources.
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Council Engagement:
City Council has held a myriad of work sessions over the years.
One final work session is necessary before putting up these units for sale and,
thereafter, closing out the project.
Milestone: Complete The Lumberyard Project
Project Description:The City of Aspen’s Lumberyard affordable housing project site
is located just south of the Aspen airport business center on the east side of Colorado
state highway 82. The City anticipated the development of affordable housing in the
area of the current project site and purchased part of the site in 2007. Later in 2020,
the City purchased the 3-acre Aspen Mini Storage property, bringing the total project
site area to about 10.5 acres.
In 2019, Aspen City Council directed the start of a community outreach and conceptual
design process which included a process of community engagement and feedback
to help inform the design process.
City Council directed staff to design this project to include 277 affordable housing units.
The project recently received a conditional recommendation from the Planning &
Zoning Commission and is currently before City Council for consideration of a number
of land use approvals.
Timeline: The timeline from the Council-adopted Affordable Housing Strategic Plan is
below, however this timeline will need to be revised based on the extended Council
approval process and the potential for changes to the process being contemplated by
Council.
2022: Complete Schematic Design, Submit Development Application for Approval
Process
2023: PD Recording, Construction Documents, Building Permit Application Process
2024: Target for Access & Infrastructure, Infrastructure Construction Start
2025: Target for First Phase of Housing, Home Construction to Start
2027: Target for Occupancy of First Phase of Affordable Housing
2028+: Remaining Phases of Housing
TBD : Construction and Occupancy
Resource Needs:Resources for 2023 have been approved by City Council. City
Council will need to approve additional funding for future years.
Council Engagement:
City Council has held numerous work sessions over the years; and
This project is currently before City Council for consideration of a series of
requested land use approvals.
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c.Continuing to seek additional affordable housing, development-neutral
opportunities, including optimizing existing housing stock
Milestone:Identify, analyze and propose to City Council additional development
neutral tactics
Project Description:In the Affordable Housing Strategic Plan, the City Council set a
goal of an incremental 500 affordable housing unit by December 2026. 57% of those
units would be generated from development neutral tactics.
With regard to optimization of existing housing stock, two years ago APCHA was able
to quantify the number of empty bedrooms using data from the HomeTrek system. In
the last year APCHA has undertaken several projects to address housing stock
optimization, including launching its first rightsizing program.
As part of a Quarter 1 2024 work session on possible additions/modifications to the
Affordable Housing Strategic Plan, staff will present additional development neutral
programs City Council may want to consider.
There is one program City Council could consider in the near term: The West Mountain
Regional Housing Coalition is introducing a valley-wide buy down program. City
Council could choose to participate in this program and could restrict the use of the use
of City of Aspen funding for use by people who currently work in the City of Aspen.
Timeline:
Staff will outline the West Mountain Regional Housing Coalition’s regional buy
down program during the July 10, 2023 work session. If City Council is
interested in pursuing this program, staff can return to Council in the coming
months for a work session to further discuss the mechanics and financial
commitment associated with this program.
As part of a Quarter 1 2024 work session on possible additions/modifications to
the Affordable Housing Strategic Plan, staff will present additional development
neutral programs City Council may want to consider.
Resource Needs:With the exception of APCHA and land use policy actions, other
development neutral opportunities can only be realized with corresponding funding.
Council Engagement:City Council has been very active in this area, from directing
prioritization of development neutral strategies in the Affordable Housing Strategic Plan
to providing a handful of Burlingame Phase 3 units as an additional rightsizing pilot
program.
d.Prioritizing and financing continued development and maintenance of
affordable housing to better serve the community and the workforce
Milestone:Prioritization of financial support for affordable housing development
and maintenance
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Project Description:The current cost to develop an affordable housing unit in Aspen
is approximately $1 million per bedroom. Having the right portfolio of funding sources
and funding partners is critical to gain affordable housing units through both
development neutral means as well as new development.
There are three primary sources of tax funding for affordable housing: 1.0% real estate
transfer tax (RETT), 25% apportionment of a 0.45% sales tax (remainder is shared with
the Kids First Fund) and a 70% apportionment of the newly adopted short-term rental
(STR) tax.
In line with previous updates, financing for new housing construction is typically
contingent on the specifics of the individual projects, and as such, requires that the
projects be designed, entitled, and appropriated to show a firm commitment forward.
The Lumberyard project is advancing and shaping this landscape to be able to hone in
on the possible methods for financing this endeavor but has not been completely
finalized at this time.
Tied to a possible financing, staff anticipates engaging the Council and the voting
public to extend current sunset dates of December 31, 2040, for both the 1.0% real
estate transfer tax and the 0.45% sales tax, to provide a more robust revenue stream
to support any debt repayment. Without key sources of revenue identified to support a
debt issuance repayment, options for borrowing become limited and also more risky (in
terms of retaining control of the financed asset).
Timeline:The timing on a City Council work session on financing for the Lumberyard is
dependent on entitlements and City Council’s decision on the type of financing model
and/or partnership.
Resource Needs: The resource needs to implement the full affordable housing
strategic plan will be significant and will outstrip the generation rate of the current taxes
sources. Therefore, the financial resources will depend on the prioritized projects along
with the desired pace of those projects, and cannot be fully quantified at this time.
Council Engagement:Staff recommends City Council request a work session focused
exclusively on funding for affordable housing. Critical to that discussion is the
prioritization of competing housing projects or needs, to help structure funding solutions
around the projects of highest importance, given that resources are not unlimited. This
prioritization must first be answered before the exploration of funding solutions for any
individual project in isolation.
e.Supporting continuous improvement with the APCHA program, including
ensuring adequate resources
Milestone:Continuous improvement of the APCHA program.
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Project Description: APCHA staff are always making improvements to the program;
from APCHA Board-approved policy refinements to process and system improvements,
such as the 2021 launch of the HomeTrek system.
There are two ways the City of Aspen supports continuous improvement of APCHA:
Participation on the APCHA Board: The Intergovernmental Agreement
governance document for APCHA specifies that the City of Aspen and Pitkin
County each have a primary and an alternate Board Member seat. All policy
changes, including updates to the APCHA Regulations, occur with Board
approval. Board members have a significant role in improvements to the APCHA
program; and
Funding: The City of Aspen provides fifty percent of APCHA’s operating and
capital cost.
Timeline:There is no specific timeline associated with this item. If the Aspen City
Council wishes APCHA to make a specific improvement, it should direct its two APCHA
Board Members to discuss that with the other APCHA Board members.
Resource Needs:In the 2024 budget, APCHA will ask City Council and the Board of
County Commissioners to jointly fund a new staff position whose responsibilities will
include direct outreach to HOAs.
APCHA continues to investigate possible improvements to HomeTrek’s user interface,
resources could be requested in the future. This, however, is not a funding request
anticipated for the 2024 budget.
Council Engagement:The APCHA Board meets twice a month; City Council’s
APCHA Board representatives spend a significant amount of time engaged with
APCHA staff and topics.
The City Council also engages directly with APCHA leadership where APCHA operates
as a department of the City of Aspen. This happens most often during the budget cycle.
f.Assisting homeowners’ associations evaluation of their capital maintenance
planning and capital reserves.
Milestone:Implement programs to support HOA capital reserve planning
Project Description:Staff is interpreting this objective as specifically related to capital
maintenance planning and capital reserves for properties where fifty percent or more of
the properties within a development are affordable housing.
Many affordable housing HOAs within Aspen City limits have capital reserve shortfalls.
This results in unaddressed deterioration of aging housing stock.
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Supporting Homeowners’ Associations in the evaluation of their capital maintenance
planning and assessing their capital reserves benefits the entire community as having
well maintained homes helps the property’s residents and reduces the chances of
catastrophic damage to the property – which could result in a request for financial
support from other taxpayers.
Work in this project will include both
City staff identifying opportunities for the City to support HOAs in assessment
and planning; and
City staff working with the APCHA Board and staff in their efforts to address this
issue.
Timeline:APCHA has already conducted a survey to gauge HOA interest in APCHA-
funded new capital reserve studies and the result was very high interest. In the coming
months APCHA will issue an RFP and hire a company to conduct these capital reserve
studies.
APCHA recently relaunched a pre-pandemic HOA education program featuring an
experience HOA advisor.
On July 10, 2023 city staff presented at a Council-requested work session titled HOA
Capital Reserve Shortfalls to discuss why some HOA have capital reserve shortfalls
and what actions have been taken, with new city-developed properties, to reduce the
chances of this problem occurring in the future.
Resource Needs:While APCHA will fund initial requests for HOA Capital Reserve
Studies, if the demand exceeds APCHA’s ability to fund this effort, APCHA could need
to ask the City and County to provide financial support.
APCHA is providing HOA education out of its existing budget.
In the 2024 budget, APCHA will ask City Council and the Board of County
Commissioners to jointly fund a new staff position whose responsibilities will include
direct outreach to HOAs.
Should City Council request additional actions, budget requests would be made
accordingly.
Council Engagement: City Council members of the APCHA Board have been
involved in discussions about HOA Capital Reserve studies.
City staff will present to City Council on July 10, 2023.
This topic is also on the agenda for the City Council and Board of County
Commissioners to discuss on July 18, 2023 at their Joint Meeting.
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Exhibit A – Council Goal Workplan
Community Building and Health
Community Building and Health: Strengthen the quality of life and well-
being of residents, and promote commercial vitality of locally focused
businesses. This will be accomplished through:
a. Exploring public-private and non-profit approaches to promote
economic vitality
Milestone: Project Scoping Work Session for P3 and NPO
Project Description: In each iteration of the Aspen Area Community Plan since 1993,
the community has identified economic vitality (alternatively referred to as economic
sustainability in some planning documents) as a policy area of primary concern. Policy
concerns related to the availability of basic goods and services, a diverse mix of uses
and price points in the retail, service, and food and beverage sectors, and the perceived
loss of “locally owned and locally serving business” have been common economic
vitality themes in the community narrative. The guiding principal, dating back to the
1993 plan and carried forward in the 2000 and 2012 plans, is that, “The success of
Aspen the Resort, depends on the success of Aspen the Community.”
In the 2023 goal setting exercise, a majority of Council expressed a desire for policies
promoting and expanding economic vitality be a staff focus area. In other communities
of all sizes, public-private partnerships (PPP) and non-profit organizations (NPO) often
play central roles in the promotion of economic vitality, expanding the capacity of the
for-profit and governmental sectors. Staff has conceived of this goal element as a
research project, followed by the development of policies and an action plan to support
long-term work on economic vitality.
First, staff requires Council define the issues of economic vitality, as they see it, provide
direction of what issues in the economy Council is trying to solve for, and discuss how
they see PPP and NPO fitting into those solutions.
Timeline: Begin staff work in Q4 2023.
Resource Needs: Planning staff will use existing resources to develop presentation
and packet materials to support Council’s project scoping work session.
Council Engagement: Work session in Q1 2024.
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Milestone: Public Private Partnerships and Nonprofit Organization Research
Project Description: Staff proposes researching approaches in several comparable
communities to PPP/NPO to build economic vitality and sustainability. The report will
include information about PPP/NPO roles and responsibilities, structures, governance,
and relationship to local government. That report will be presented to Council to inform
policy making and the development of an action plan.
Timeline: Develop scope of work and begin research project in Q1 2024. Report back
to Council and conduct policy work sessions in summer 2024.
Resource Needs: The City has historically not engaged in “economic development”
work, as it is traditionally done in other communities. While the Planning staff are
educated in the relationship between public policy, economics, and the built
environment, there are not existing staff resources or expertise that specialize in
economic development. Consultant support from firms specializing in PPP/NPO and
economic development will be needed to support this project. Staff estimates such
services will likely cost between $75,000 and $150,000 depending on Council’s final
scope of work.
Council Engagement: Work sessions summer 2024.
Milestone: P3 and NPO Policy Development
Project Description: Support Council exploration of policies and programs to aid in the
development of PPP/NPO partner organizations. Develop policies to define the City’s
role in supporting PPP/NPO economic vitality work. Identify existing potential non-
governmental partners and conduct a gap analysis to identify areas of economic
interest where no existing organizations exist.
Timeline: Q3-4 2024.
Resource Needs: Ongoing consultant support will be required to produce work
product, develop public and Council-facing materials, and support policy making.
Council Engagement: Work sessions in Q3-4 2024.
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b. Developing policies and regulations to ensure the timely completion
of development projects and limit the impact of commercial vacancies on
vitality, character, and revenue.
Milestone: Project Incentives Policy Research and Development
Project Description: In previous work sessions and the goal setting meeting, Council
expressed a desire to create incentives and disincentives to ensure the timely
completion of construction projects. Several delayed and mothballed commercial
construction projects in recent years have impacted the economic, aesthetic, and social
vibrancy of Aspen’s commercial zones. It is possible that such policies and regulations
may be included in several sections of the Municipal Code, including Titles 8, 21, 26,
and 29.
Staff and Council have identified several possible policies and regulatory responses to
address this dynamic in the commercial construction industry. Council expressed a
desire to have those ideas presented for consideration in work session. Staff from the
ComDev, Engineering, Utilities, and Attorney’s Office will need to coordinate to support
that discussion.
Timeline: Begin staff work in Q4 2023. Engage with Council in 2024 to develop
possible solutions.
Resource Needs: None at this time. Existing staff resources will be used to support
the initial Council discussion.
Council Engagement: Work session with Council in Q1 2024.
c. Designing and promoting opportunities for creating human
connections among locals including the Armory renovation
Milestone: Armory redevelopment
Project Description: Staff and City Council have discussed options for the Armory
space for over a year. Staff discussed the remodel and reuse of the Armory in May
2022, in light of the community engagement undertaken and included several remodel
options that looked at maintaining or changing the existing square footage of the building
(currently +/- 19,000 sq. ft. on four levels) and the footprint/levels of the building. City
staff also summarized the outreach results undertaken with the community and the
broad themes that were identified. Overall, participants indicated a preference for
community use of the Armory with top uses identified as: casual dining, community
center, multi-purpose space, non-profit services, and lower price point retail.
During the May work session, high-level cost estimates were provided for each option.
City Council preferred a ‘Somewhere in the Middle’ approach, estimated to be in the
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range of $18 - $23 million, more than the $7.5 million budget allocation for the life of the
project. The next step was to move forward with developing funding options and explore
the potential for outside funding sources. At another work session in February 2023,
Council recognized interim space needs of ACRA and city staff, as well as the need to
plan, design and entitle the project. With the interim needs, a five-year timeline to start
construction in 2028 was proposed. Council did indicate to staff that they preferred a
shorter timeline to start construction associated with the remodel.
Based upon project constraints and the necessary steps required to execute a large
remodel of a public facility in the downtown core, staff had anticipated a five-year
timeline to plan, design and fund the remodel of the Armory, with construction to begin in
2028, however, City Council requested a compressed timeframe for the Armory at a
June 2023 work session. . Revisiting the timeline, staff suggested a construction start in
2026 rather than 2028 still allowing for the programming, design, entitlement, permitting
and funding of the project to be developed as well as any temporary landing space for
city departments affected by the remodel of both the Main Street cabin and the Old
Powerhouse.
Timeline:
Resource Needs: Staff will engage various design professionals to assess building
space constraints, historic features, structural integrity, and constructability issues. Staff
will also seek planning assistance to review and react to any zoning or historic
preservation considerations.
Funding for this project is still undetermined. As use and design decisions are finalized
staff will return to council to determine funding strategies. Debt issuance may be
required to meet Council/community goals on delivery of this project.
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Council Engagement: Council will be requested to participate in design charettes,
financing decision making, final design and tenant considerations, and associated
professional services contract approval to move this effort forward.
Staff is planning for a Council work session in November intended to confirm the future
programming and footprint of Armory Hall.
Milestone: Providing opportunities for human connection through community-
focused events
Project Description: The Events Department is continuing its new focus on community
events.
Historically, the department focused on “participant” based events, or those where the
participant signs up, pays to participate and results in an increase in visitor lodging.
Community events are generally free and open to the public. This year, Events is adding
the following community-focused events to the lineup to reach community members:
• Chill Out Wednesdays (free ice cream and campfire sing along songs on
Sister Cities every Wednesday in July)
• Mac & Cheese. On September 9, the ever-popular Mac & Cheese Fest will
return. It is free and open to the public and city staff is working to add other
elements to the event, which will be held on Hopkins between Mill and
Monarch
The largest community-based event is July 4th. The department also produces the City
Council-hosted Community Picnic and the free hot chocolate and s’mores on New
Year’s Eve with kids' activities and entertainment. Part of the Owl Creek Chase Nordic
event is a non-competitive, non-timed, free component of the event. Last year, the
Events Department started the “Kick off to Winter” - hosted at the Wheeler - with Pete
McBride as the featured speaker.
Timeline: New community-focused events have been happening in July and will happen
in September. The Kickoff to Winter event is still being scheduled for this winter.
Resource Needs: Existing resources
Council Engagement: Invitation to attend and participate in events
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Milestone: Creating human connections among locals through strategic
partnerships
Project Description: The City of Aspen's Communications Department is spearheading
an initiative to form strategic partnerships with entities across public, non-profit, and
private sectors. This project is built on the recognition that collaborating with external
organizations can amplify our impact, enhance service delivery, and result in more
effective utilization of resources.
Moving forward, the Communications Department will take the lead in shaping a new
strategy for strategic partnerships, guiding the city's approach and helping to identify
synergies. Here is how we plan to undertake this task:
- Conducting a Thorough Assessment: To identify potential partners in the public,
non-profit, and private sectors, a comprehensive and methodical assessment will
be carried out. This evaluation will be designed to identify those entities whose
values, mission, and areas of expertise align with our own. This alignment is
critical, as it ensures that the partnerships, we forge are both beneficial and
effective, enhancing our capacity to serve the community.
- Establishing a City-Wide Partnership Model: Following the assessment, a clear
and comprehensive city-wide partnership model will be established. This
framework will serve as the blueprint for future collaborations, ensuring that they
are integrated smoothly and effectively. The model will be designed to streamline
the processes of identifying, assessing, and collaborating with potential partners.
- Fostering Synergies: As we identify potential partners and build our partnership
model, a critical part of our role will be to actively search for synergies. These may
exist in shared goals, overlapping areas of expertise, or joint projects that could
be mutually beneficial. The Communications Department will work to facilitate
these synergies, bringing different entities together in a cohesive and productive
manner.
Timeline: Develop scope of work and begin research project in Q4 2023
Resource Needs: Existing resources
Council Engagement: Council will be updated in Q2 of 2024.
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Milestone: Providing opportunities for human connection through the arts.
Milestone: Providing opportunities for human connection through the arts.
Project Description: Red Brick Center for the Arts believes the arts are a powerful tool
as they not only provide opportunity for human expression, creativity, and learning, they
also create avenues to connect with others and have meaningful experiences. And as
the department’s mission states that through the exchange of ideas and shared
experiences a community can thrive, Red Brick Arts serves this work through a range of
programming and offerings including:
• Centralized nonprofit office spaces and artist’s studios in a supportive and
collaborative environment
• Youth art classes and camps at an affordable rate in a safe and welcoming
environment
• Scholarship program to assure cost is not a barrier for participation
• Adult art classes for beginners to experts at various price points
• Gallery exhibitions and programming for local and regional artists that encourage
professional growth and facilitate relationship building between artists
• Community events promoting the arts and inviting all in a welcoming and inclusive
environment
• Dance studio and conference room for rent at an affordable rate
Spotlight on youth and family programming happening this year:
• Responsive to the needs of local families, Red Brick Arts will host after school
youth art classes on early release Wednesdays.
• Building on the success of a new initiative, Red Brick Arts will continue to host
family art nights.
• Red Brick Arts will continue to work with partners such as the Buddy Program,
Aspen Center for Environmental Studies, and Aspen Family Connection to
collaborate on efforts that support each other’s mission through program
development.
As the Red Brick is an active hub with many diverse uses and programming, messy
vitality and collaboration is at its core. The Red Brick will continue in its work to develop
arts programming and events that are responsive to the community and serve the need
for human connection.
Timeline: Community focus arts programming is on-going.
Resource Needs: Existing resources.
Council Engagement: Invitation to attend and participate in classes and events.
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Milestone: Creating community connections for locals at the Wheeler Opera
House
Project Description: Our work is grounded in our vision: “At the Wheeler Opera
House, we set the stage for connections that create memories for our audiences,
artists, and greater Aspen community.”
As the only City-owned facility which can accommodate large convenings of residents,
the Wheeler’s historic 500-seat theatre is used to gather our community in an
astonishing variety of ways:
• Affordable and dynamic performances by artists and comedians from across
the globe
• Through affordable Wheeler rental rates, performances by beloved local
arts organizations including Aspen Music Festival and School, Aspen Film, Jazz
Aspen Snowmass, Aspen Community Theatre, Aspen Chorale Society, Aspen
Fringe Festival, Shining Mountains Film Festival, Colorado Mountain College,
Aspen Historical Society
• Artistic incubator for local artists, including DanceAspen, Inspire Aspen’s
Aspen Rocks!, local skiing and boarding filmmakers
• “Town hall” for residents to meet and discuss important local issues with
partner organizations such as Aspen Public Radio and the Aspen Institute on a
myriad of topics including the Entrance to Aspen, Aspen Psychedelics
Symposium, Women in Media, and many others
• Mountain Culture celebrations – Warren Miller, Teton Gravity, Fly Fishing Tour
films, Ski Co meetings and award ceremonies
• Traditional annual student performances by local schools
• Community event partnerships including ACRA and the Food & Wine Classic,
the City’s Special Events Department’s new “Welcome to Winter!” event
• Volunteer usher program utilizing over 125 volunteers throughout the year
New focus in the upcoming year will be given to family programming and
inclusion efforts, including:
• Student matinees for local elementary and middle schools
• Mainstage family programs introducing families to international artists
• Programming designed to welcome our Spanish-speaking community to the
Wheeler
• Programming designed to welcome those with developmental disabilities to the
Wheeler
Timeline: The Wheeler is open and programs twelve months each year. New focus
programming will begin in September and be featured throughout the regular fall – late
spring Wheeler Presents season.
Resource Needs: Existing resources provide the support our programs require
Council Engagement: Attendance at performances and participation in community
programs such as the “Welcome to Winter!” event encouraged and welcome.
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Milestone: Creation of community connections for locals through Recreation
Project Description: At Aspen Recreation, our mission is to foster vibrant and inclusive
community engagement through innovative programs, events and our multiple facilities.
We are dedicated to empowering individuals of all ages and backgrounds to lead active,
healthy, and fulfilling lives, while nurturing a strong sense of belonging and connection
among our residents.
Our Commitment:
• Community-Centric Approach: We strive to build strong connections with the
Aspen community by actively seeking their input, understanding their diverse
needs, and co-creating programs and facilities that cater to their interests and
aspirations. Our ongoing programming caters to residents from birth through our
aging adults. Throughout the year we also host many free community events such
as:
▫ Back to School 3 on 3 Basketball Tournament in partnership with the
Aspen Elks Lodge. This event is to promote a healthy, active kick start to
the school season. Youth that participate will receive a backpack and
school supplies.
▫ Truck or Treat: Is a Halloween event held at the Aspen Recreation Center
for families to take their children trick or treating in a safe and fun
environment.
▫ Community Health Day is a partnership with local nonprofits within the
valley to promote the importance of mental, physical and nutritional health.
We open up the Aspen Recreation Center from 9am-2pm for workshops,
classes, vendors and open play.
• Accessibility and Affordability: We are committed to ensuring that all members of
our community have equal access to our programs and facilities, regardless of
age, ability, or socioeconomic background. We have a scholarship program in
place to help with the cost of programs or memberships. We also strive to create
an affordable, secure and enjoyable setting in our after-school programs and day
camps for local working families.
Through these principles, Aspen Recreation aspires to be a leading force in creating a
connected and thriving community that cherishes health, wellness, and the joy of shared
experiences.
Timeline: Recreation programming, events and facilities are ongoing throughout the
year.
Resource Needs: Existing resources
Council Engagement: Invitation to attend and participate in events
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d. Partnering with local health and human service nonprofit
organizations through the city grants program
Milestone: Health and Human Services grants program
Project Description: The City of Aspen currently maintains a grant program benefiting
non-profit organizations providing health and human services (HHS) to the Aspen
community. Additionally, the city is piloting a capacity building program for HHS
organizations designed to provide new and effective methods of support to
organizations providing critical community services.
In this pilot program, capacity building consulting services are provided directly to HHS
non-profit organizations through a competitive application process in a partnership
between the city and Human Service Innovations, LLC. The pilot program allows for a
cohort of up to four organizations, represented by their Executive Director and Board
Chair, to go through coaching sessions, workshops, and peer learning groups resulting
in robust, strategic and operational action plans, process improvements, and potential
structural changes, with a focus on long-term sustainability and impact in the
community.
Timeline: The HHS capacity building pilot program is scheduled to run for six months,
through December of 2023.
Resource Needs: Staff anticipates a $75,000 request for this grant program
Council Engagement: As part of the 2024 budget process, Council will be presented
with an additional funding request related to continuation of the HHS capacity building
grant program.
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Milestone: Continuous improvement of the HSO and PACT program.
Project Description: The Aspen Police Department Human Service Officer (HSO) and
Pitkin Area Co-Responder Teams (PACT) jointly respond to calls where people may be
experiencing mental health challenges and/or substance abuse programs.
Staff are reviewing previous year’s outcomes, nationally recognized best practices, and
setting up a steering committee to develop key recommendations about future
enhancements to the co-responder program. Continual alignment with organizational
values is critical.
Timeline: Staff anticipates having key recommendations by the end of Q2 2024.
Resource Needs: Staff will utilize in-house resources to evaluate the current program
and develop key recommendations. Future requests for additional resources may be
necessary.
e. Adding physical capacity to increase available childcare spaces
through projects such as the Burlingame Child Center
Milestone: Undertake and complete the land use review process to gain
entitlements for the Burlingame Early Childhood Education (ECE) center.
Project Description: Based on Council direction received at the December 5, 2022
work session, a change order was approved by City Council on April 11th allowing for a
modification of the design services scope for this project to solely gain land use
entitlements for the early childhood education center. The scope of services has been
modified to include only those items necessary for the land use review process and
receive entitlements for the project.
Timeline: It is anticipated that a land use application will be submitted to the
Community Development department in August of Q3. Final entitlements are
anticipated in Q2 of 2024.
Resource Needs: No changes necessary as the scope and budget was amended to
gain the land use entitlements portion of this project.
Council Engagement: Council will be reviewing the land use application as part of the
review process after the application is reviewed by the Planning and Zoning
Commission. The City Council is the final decision maker on the land use review.
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f. Developing policies and/or regulations that incentivize and promote
desirable uses in our community’s commercial spaces.
Milestone: Define issues and desired outcomes in commercial sector and
commercial zone districts.
Project Description: This is a broad issue, encompassing several overlapping topics.
In staff’s view, there are several unifying themes related to this subgoal. They include
commercial core businesses and use mix in downtown buildings, temporary uses and
structures to facilitate business activities on public and private property, related zoning
and energy code regulations, e.g. lighting, signage, amplified sound, outdoor heaters
and commercial design, and the relationship between the development review process
and use mix.
These topics have been central to the community dialogue about business and the
commercial core for decades. As far back as the 1983 Plan, the Aspen Area
Community Plan references “locally owned and locally serving businesses” and
“economic sustainability and vitality” and “downtown character” as topics of community
concern. As a result, there is an extensive body of work supporting this community
dialogue upon which staff and the community can draw to inform work on this Council
goal.
Staff plans to bring the latest iteration of this community dialogue with a Council
conversation to identify current issues, define issue statements, and describe desired
outcomes. This will include assessment of the current commercial environment,
identification of trends contributing to that environment, discussion of relationships to
other Council goals and AACO policies, and examples from other communities about
potential responses.
Timeline: Beginning Q2 2023
Resource Needs: Existing staff resources
Council Engagement: Work session
Milestone: Support Council in policy making and regulatory amendments.
Project Description: Following discussions to define issues and desired future
conditions, staff will work with Council to develop policy and regulatory responses to
support that direction. It is likely that to achieve Council’s goals, Municipal Code
amendments will be required. Depending on the scope of those amendments,
consultant services will be necessary, as these are complex topics with meaningful
implications for community character, economic sustainability, and zoning and land use
outcomes. The Land Use Code also requires that amendments be supported by robust
community engagement. The scope and impact of desired LUC amendments will
dictate the level of consultant support required.
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Additionally, ComDev staff time may be significantly constrained by work on other
Council goals, internal initiatives, and the delivery of core services. Should Council
desire a broad scope on this particular goal while ComDev staff is engaged in work on
the Customer Service, Affordable Housing, Environmental, and Community Health goal
elements also desired by Council, additional staff resources may be necessary. These
are complex topics touching several areas of the Municipal Code and City services.
They are also potentially economically and socially consequential. As such, technical
expertise and staff attention are essential to success.
Timeline: Follow up to work session in Q3 2024
Resource Needs: TBD depending on scope
Council Engagement: additional work sessions and Council meetings depending on
scope.
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Exhibit A – Council Goal Workplan -- Customer
Focused Government
Customer-focused Government:Maintaining and enhancing
relationships with residents, businesses and visitors is critical to provide
services essential to our community. The city of Aspen will continuously
improve customer service, services and processes with our customers in
mind. This will be accomplished through:
Goal Owner: Tyler (primary), Phillip, Alissa and Kim
a.Assessing customer service standards for the organization
Milestone: Customer Service Standards Assessment
Project Description: Setting recorded service standards is a common approach to
establish, teach, and reinforce consistent levels of service performance and enhance
the customer experience across our organization. Customer service standards apply to
the interactions between an organization and its customer and the resulting customer
expectations.
Maintaining and enhancing such relationships is critical in the local government space
as many services we provide are essential to our community and alternative services
are often not available. Equally important are our internal services and the norms
associated with serving and interacting with our peers. The combination and
intersection of these concepts is central to our organizational culture. City staff intend to
show leadership in this space and to demonstrate to the City manager and City Council
tangible development in identifying: 1) who our customers are, 2) what our customer
service practices are across functions, and 3) a common set of customer service
standards proposed by the Matrix Team.
Standards are intended to promote consistency, unity, identity, pride, clarity, and
accountability. Individual departments are encouraged to exercise creativity in aligning
their practices with the city-wide standards. Departments will be encouraged to interpret
and apply the standards based on their own expert knowledge of their customers.
Maintaining a small-town experience is an important aspect of customer service in
Aspen.
Timeline: Staff anticipates a robust, iterative discussion to capture current customer
service norms and to explore development of these standards to maximize our full
potential as an organization. Hosting meetings every 2 to 3 weeks for approximately 4-6
months will likely provide the time to create a constructive baseline as a foundation for
capturing existing ‘standards’ and best practices in the larger organization. Conclusion
of this scope of the project should generally coincide with the completion of the 2023
Compass goals and the development of the 2024 plan. Staff and facilitator availability
along with the general forming, storming, norming, performing development of the core
team will ultimately dictate the pacing and level of recommendations at project
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termination. Based on these unknowns staff anticipates the potential for a secondary
phase of this project to explore individual department standards, city-wide training and
rollout, and future development in the customer service space.
Resource Needs: The project team will utilize local service-based entities and context,
inspiration, and foundation for this project. Contact has been made with CMC, Aspen
Skiing Company and various hotel operations in our community. Additionally, staff has
investigated ISO standards for ‘Excellence in Customer Service’ and will assess how
these may support City efforts in this space.
Council Engagement: Council will be asked to review project teams findings and
recommendations, share feedback, and consider resource requests associated with
implementing new efforts within the organization.
Milestone: Completing a gap analysis of customer services provided by the
Police Department.
Project Description: Staff will complete a gap analysis on current services being
provided to victims, residential and business alarm customers, and community outreach
initiatives. The department will seek feedback from:
internal and external stakeholder surveys
steering committee members
law enforcement organizations who embody the delivery of the highest
service standards to their community
to identify inefficiencies, streamline processes, and enhance customer service.
Timeline: Staff will complete an analysis of current practices, develop surveys, stand
up steering committee team(s), and collect resources to evaluate best practices by the
end of Q4 2023. Beginning Q1 2024 meetings will be held bi-weekly to evaluate
feedback and develop key recommendations for consideration. Staff anticipates
completion by the end of Q2 2024.
Resource Needs: Staff will assess current resources to determine if additional
requests to City Council are necessary. Staff may seek to identify and implement a
software platform to randomly seek anonymous customer feedback during law
enforcement contacts and encounters, cost to be determined for consideration.
Council Engagement: Presentation to City Council
b.Continuing to optimize development review processes.
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Milestone: Permit Advisory Group
Project Description: In March, 2023, members of the Agency Directors team created
an inter-departmental task force, the Permit Advisory Group, to drive innovation and
optimize the development review process. The task force includes staff members from
the four development review agencies: Engineering, Utilities, Community Development,
and Parks. In the intervening months, the group has initiated several process changes
and driven a push to reduce the volume of permits awaiting review by their respective
departments.
The group has been chartered and empowered to continue this work indefinitely. Their
objectives are to optimize the development review process by – assessing current
practices, finding efficiencies, analyzing best practices from comparable communities,
recommending structural and resource changes to Agency Directors and the City
Manager, and taking responsibility for ensuring ongoing improvement and alignment
with organizational standards.The task force reports to the Agency Directors and City
Manager.
Timeline: Ongoing
Resource Needs: The task force is assessing current resources and will make
recommendations to future resource needs in coordination with related Customer
Focused Government goal initiatives.
Council Engagement: Task force work will be included in Council reporting on related
goal items, including the customer service standards, Land Use Code, and
development review policies goal items.
c.Amending the Land Use Code to simplify processes and improve
coordination between agencies.
Milestone: Code Amendments
Project Description: Community Development staff maintains a running list of code
sections that require amendment. Historically, these code sections are presented to
Council triennially for amendment. Council’s desire to find efficiency in the
development review process creates an opportunity to bring these ideas to Council for
consideration and code amendment.
Additionally, past Councils have identified Board and Commission jurisdictions,
authorities, and review processes as areas of misalignment between policies,
regulations, and development outcomes. Board and Commission reviews are a
significant step in the land use process.Assessing the role and authority of Boards and
Commissions in the Land Use process and the alignment between those boards’
standards, processes, and development outcomes presents an opportunity to support
Council’s desire to both simplify process and improve coordination.
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Finally, staff from Planning, Building, Climate Action, Utilities, and Engineering have
been coordinating since 2022 on identifying regulations is different Municipal Code
Titles which are contradictory or are counter to adopted policy and development
outcomes. Council's desire to ensure improved coordination between departments
creates opportunity for that coordination work to continue apace and result in code
amendments in support of this goal.
Timeline: Begin staff work to define the issues and possible approach in Q4
2023. Depending on Council’s desired scope, developing policy direction and the full
code amendment process could extend into 2025.
Resource Needs: TBD depending on Council's desired scope. Small-scale code
amendments can be managed by existing staff. Code amendments resulting in
changes to development outcomes, policy changes, or restructuring of Boards and
Commissions would require significant consultant support, between $75,000 and
$250,000. Factors like public engagement requirements, process length, and legal
support would significantly influence cost, staffing, and timeline.
Council Engagement: Project scoping work session in late 2023 – likely included with
related goal elements.
d.Ensuring meaningful access to services and information for all
members of the community through a focus on accessible and multi-
lingual communications.
Milestone: Advance accessibility and multi-lingual efforts for the city
Project Description: Staff propose continuing to work towards a myriad of projects that
are underway for immediate and ongoing progress related to this goal. These projects
provide a comprehensive and embedded educational foundation related to diversity,
equity, inclusivity, and accessibility to coincide with the specific action plan items
around accessibility and multi-lingual expansion. Parallel to immediate initiatives in
progress, subject matter experts/consultants are requested to develop a city-wide DEIA
assessment and implementation plan (gap analysis), along with an accessibility
consultant to ensure compliance of the new State Accessibility Law. Specifically, the
projects include:
Project Plan for Compliance with Colorado State Accessibility Law:
Over the course of the next year, staff have been working towards a project plan to
meet the new State Accessibility Law which goes into effect over the summer of 2024.
This plan includes an accessibility review, audit, document remediation, and updating
all materials related to any online content including but not limited to the city’s website,
intranet, text, images, forms, PDFs, documents and third-party applications. Along with
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ensuring compliance in the creation and publishing of any online content and
materials.
Diversity, Equity, Inclusivity and Accessibility (DEIA) Steering Committee
The City of Aspen is committed to fostering a diverse, equitable, inclusive and
accessible environment that values and embraces all races, ethnicities, cultures,
gender or gender identities, religions, sexual orientations, nationalities, socioeconomic
statuses, languages, disabilities, ages, or any human qualities that differ from another
group.
For the next year, this committee has developed a work plan that includes internal
education and culture building to support and educate staff on DEIA principles. In
addition, the committee is selecting a consultant (a subject matter expert) to complete a
gap analysis focused on City of Aspen policies, programs, services and processes to
determine where improvements can be made as it relates to DEIA. While focused
primarily internally, city programs and services that have a public-facing component
which will be assessed as well. The phased approach will begin with a gap analysis and
move to an implementation plan focused on addressing priorities identified. Although
city staff are working towards a plethora of accessible and multi-lingual translation
options now, this gap analysis will provide a multi-year, comprehensive and planned
path forward for incorporating a strategic DEIA plan. This DEIA plan will include items
such as multi-lingual and accessibility services for a broader and multi-layer approach
along with additional, short-term and long-term comprehensive items.
City-wide DEIA Training
Another component of the workplan is to provide city-wide DEIA training as a
foundational component to then layer on tactical, culturally sensitive plans, services,
policies and procedures. This city-wide training scheduled for August of 2023, along
with an embedded new hire and ongoing DEIA trainings are essential.
Multi-lingual Pay Policy
The multi-lingual pay policy is designed to encourage and recognize employees of the
City of Aspen who use a second language during official city business serving
customers, residents and visitors of Aspen. This program enables the city to recruit,
retain and develop a high-quality workforce, allowing us to better serve the needs of our
diverse community and provide communication in a culturally relevant way.
The use of Spanish and American Sign Language (ASL) are currently the approved
languages for the program. These languages were determined based on Aspen’s
population demographics and customer service needs. The city will continue to
evaluate the possibility of expanding languages eligible for the multilingual bonus
program.
Currently, this policy is in draft form with a scheduled finalization and implementation in
the next two months.
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Timeline: Current and multi-year timeline to be updated upon completion of the city-
wide gap analysis.
Resource Needs:Staff anticipate a potential request of up to $250k for the scope
included above.
Council Engagement:As part of the 2024 budget process, Council will be presented
with additional funding requests related to accessibility and multilingual services directly
related to this goal.
e.Developing policies and/or regulations to ensure the review of Land
Use and Permitting applications is administered in reasonable, fair and
appropriate periods of time.
Milestone: Policy development
Project Description: Periodically the development review process (including
engineering, building, utilities, and parks permitting) is assessed for efficiency, quality of
service, and responsiveness of community sentiment around development. In 2001,
the “Community Development Re-Engineering Report provided a host of
recommendations to improve the development review process. In 2012, the “Bott
Report” assessed structural obstacles to further optimization. As the community and
development industry evolve, so to must the processes that govern it.
To support Council thinking about the current process relative to desired outcomes,
staff will provide Council with: understanding of the current process, data about the
Aspen development economy and context, and background on adopted City policy
related to economic sustainability, development and growth management, planning
regulations, and community character. Additionally, comparative data about how
similar communities manage the development review process will assist in staff and
Council understanding and discussion.
A work session will be needed to reach shared understanding of the goal language and
desired outcomes. This discussion would include defining “reasonable”, “fair”, and
“appropriate” within Aspen’s community and development context. Council may also
provide staff with ideas for the desired outcomes from this process related to resident
and customer service and experience, the pace and scale of development, and
alignment between existing city policies related to development, growth, infrastructure
and capacity, environmental health, and climate action.
Following the work session, staff will work with the City Manager to develop responses
to Council direction. Much of the staff-directed work will focus on departmental
procedures and internal policies. Resolutions or ordinances codifying specific policy or
regulatory changes will be developed with Council direction and provided to Council for
adoption as needed. Data will be provided to Council as needed to demonstrate
responsiveness to Council policy directives.
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Timeline: Staff proposes the following project elements:
Q4 2023 – info memo to Council outlining the history of process
improvement initiatives 2001 to 2023, data analysis of current process,
comparative communities report, and related AACP policy summary;
Q1 2024 – work session to define goal language, desired outcomes, and
policy alignment;
Q2 2024 – work session outlining staff responses and next steps.
Resource Needs:$20,000 to $50,000 in consultant support to produce comparative
communities report, assist in data collection and analysis, and policy
analysis. Depending on Council’s desired outcomes, additional financial and human
resources may be needed, likely in 2025 budget.
Council Engagement:informational memos, work session, possible resolution or
ordinance adoption hearings – likely presented alongside related goal elements.
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Protect our Environment: Take meaningful action and provide leadership
in protecting the natural environment, reducing Aspen’s greenhouse gas
emissions by the amount that is scientifically proven to limit global
temperature change, and supporting community resilience to climate
change and natural disasters.This will be accomplished through:
Goal Owner: Phillip and Pete
a.Maximizing efficiency and minimizing carbon emissions in all of Aspen’s
emissions inventory sectors: Energy Supply, Buildings, Vehicles and
Transportation, and Waste
Milestone: Align city operations with the Aspen Sustainability Action Plan (ASAP).
Project Description: Staff from the Climate Action team will work with each city
department to educate departmental staff and leadership, align department goals,
projects, and programs (where applicable and appropriate) with the Aspen
Sustainability Action Plan (ASAP) to ensure the city works collaboratively towards
climate goals.
Timeline: Q3 2023-Q3 2024 – Staff from the Climate Action team will begin meeting
with individual departments in Q3 2023 and work over the following year to work with
departments in developing a list of department-specific objectives and action items.
Resource Needs:Staff time with each department director and relevant staff to meet
with the Climate Action team to create a plan; potential financial resources will be
project-specific and brought to Council as needed.
Council Engagement: Departments will present any relevant updates or applicable
budget requests to Council as needed.
Milestone: Implement Council-supported “Options to Accelerate the Aspen
Sustainability Action Plan” as presented at the May 8, 2023 work session.Project Description: As supported by Council at the May 8, 2023 work session,
implement the five “options to accelerate the Aspen Sustainability Action Plan (ASAP):”
1. Building performance standards technical assistance
2. Energy audit of all city-owned buildings
3. Fleet and facilities analysis
4. Plastic / construction and demolition waste diversion program development
5. Strategic financial plan for the ASAP
Timeline: Q3 2023 - Q2 2025 – A number of these five options are already in motion,
such as beginning to develop diversion programs for plastics and construction and
demolition materials, and others will be developed in late 2023 and early 2024 as STR
funding for environmental initiatives becomes available.
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Resource Needs: As presented to Council at the May 8, 2023 work session, staff
solicited broad anticipated costs of these projects to range from the following:
1. Building performance standards technical assistance - $210K - $320K
2. Energy audit of all city-owned buildings - $66K - $396K
3. Fleet and facilities analysis - $10K - $105K
4. Plastic / construction and demolition waste diversion program development -
$60K-$200K worth of staff time (dependent on scope of construction and
demolition program)
5. Strategic financial plan for the ASAP - $130K - $160K
Staff anticipates the financial needs for these action items can be covered by the
portion of the Short Term Rental tax dollars that are allocated for environmental and
climate programs. Should the scope of this work change or if the STR funds are not
sufficient, staff will bring a budget request to Council in 2025.
Council Engagement: Several work sessions in 2024 and 2025; regular meeting in
2024 for plastics/construction waste diversion if staff proposes changes to the solid
waste ordinance.
b.Finalizing Building Performance Standards and adopting a funding plan to
support continued implementation of the Building IQ program
Milestone: Finalize Building Performance Standard stakeholder process and
summarize stakeholder group recommendations.
Project Description: Work with the Building Performance Standards (BPS)
stakeholder group, comprised of public and private representatives, to finalize the BPS
guidelines and group recommendations. These guidelines and recommendations will
include which buildings should be covered, the standard’s framework and metrics,
compliance pathways, recommended timeline for compliance, and
recommended/needed financial support from the stakeholder group to make the
program successful and sustainable.
Timeline: Q2 2024
Resource Needs:Staff time.
Council Engagement:In spring 2023, the BPS stakeholder committee asked the city
to gather more data on current building performance and cost projections for
improvements to meet a potential BPS, which staff is conducting in summer 2023.
These assessments will delay the original timeline (September 2023) of staff to provide
the committee’s final recommendations for the BPS guidelines to City Council, and staff
will come to Council in late summer to request an extension on this timeline per the
committee’s request. Staff will also present the committee’s progress to Council in a
work session in Q1/Q2 2024.
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Milestone: Bring Building Performance Standards (BPS) Guidelines to Council
for adoption.
Project Description: Bring the BPS Guidelines and stakeholder group
recommendations to Council for consideration and adoption. These guidelines and
recommendations will include which buildings should be covered, the standard’s
framework and metrics, compliance pathways, recommended timeline for compliance,
and recommended/needed financial support from the stakeholder group to make the
program successful and sustainable.
Timeline: Q3 2024 – The BPS stakeholder group is expected to finalize its
recommendations for the guidelines in spring 2024 and staff will present these to
Council in Q3 2024.
Resource Needs: Staff time.
Council Engagement: Regular meeting in Q3 2024 to adopt BPS Guidelines.
Milestone: Develop Building IQ implementation funding plan and bring to
Council for approval.
Project Description: Working from the BPS Guidelines and BPS stakeholder group
recommendations, staff will work with consultants and stakeholders to develop a
Building IQ implementation funding plan to use as a financial roadmap for reaching the
building performance standard. This funding plan will include cost estimates to achieve
the building performance standards, analysis of state and federal (and other) funds
available for qualifying energy efficiency work, and potential options for where and how
the City could financially support properties and buildings in energy efficiency and
electrification upgrades to meet the building performance standard. Once developed,
staff will bring the funding plan to Council for direction and approval.
Timeline: Q2/Q3 2024 – In conjunction with the BPS Guidelines, staff will bring
potential pathways for a funding plan to Council at a work session in Q2/Q3 2024
based on BPS stakeholder feedback, and then at a regular meeting in Q3/Q4 2024 for
direction and approval.
Resource Needs: Financial resource needs TBD, to be approved by Council.
Council Engagement: Work session in Q2/Q3 2024; regular meeting in Q3/Q4 2024.
c.Developing a financial plan to quantify and anticipate future costs of adopted
climate action policies
Milestone: Research best practices and identify resources to inform project
scope.
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Project Description: Work with consultants, peer communities, and stakeholders to
gather data and information on best practices, existing and potential resources, and
community input to understand scope and needs of the financial plan. Staff anticipates
the scope will include a combination of financial impact projections of achieving the
City’s adopted climate goals and a matrix of potential funding options for the City to
consider.
Timeline: Q2 2024-Q4 2024 – Staff will begin working with a consultant in Q2 2024,
with a target completion date of Q4 2024.
Resource Needs: Staff time
Council Engagement: N/A
Milestone: Develop a financial plan and present to Council for approval.
Project Description: Finalize the scope of work for the financial plan development and
go through the RFP process to select a vendor (seek vendors who have a mix of
financial and climate experience). Working with consultants, develop the financial plan
to quantify and anticipate future costs of adopted climate action policies and present to
Council for approval. This plan will include key objectives and action items outlined in
the Aspen Sustainability Action Plan and various pathways for the City to consider in
reaching its established greenhouse gas reduction goals.
Timeline: Q2 2024 - Q2 2025
Resource Needs: Staff anticipates the financial needs for this financial plan can be
covered by the portion of the STR tax dollars that are allocated for environmental and
climate programs.
Council Engagement: Regular meeting for contract/vendor approval in Q3 2024, work
session in Q1 2025, and regular meeting in Q2 2025.
d.Investing in redundancy and climate change resilience for utility systems to
ensure dependable and reliable service delivery
Milestone: Conduct an inventory and gap analysis of internal and relevant
regional resilience plans.
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Project Description: Conduct an inventory of and compile existing City of Aspen and
any relevant regional plans (including existing/adopted plans and future capital plans)
and studies that address the topics of climate change resilience, electrification, and
redundancy. Identify any gap areas in data, information, or plans that are needed to
assess the vulnerability and resilience of utility systems, including potential pilot
projects and case studies. This could include, but is not limited to, studies or research
on the impact of community-wide electrification (building and vehicle electrification),
system vulnerabilities to climate change, exploration of utility scale renewables and/or
battery storage, and potential regional collaboration opportunities. Request Council
budget approval to perform the needed studies and/or to conduct pilot projects that
promote resilience and innovation.
Timeline: Q2/Q4 2024 – The inventory would be conducted in early 2024 by members
of the Climate Action, Building Department, and Utilities teams, and the gap analysis
would be completed by Q3/Q4 2024.
Resource Needs: Staff time. The type and cost of potential needed studies is
unknown and would be brought to Council for budget consideration and approval in
Q2/Q3 2025.
Council Engagement: Council Work Session in Q3/Q4 2024.
Milestone: Identify and conduct key projects within the Integrated Water
Resource Plan (IWRP) and Water Efficiency Plan that support resilience of the
water utility.
Project Description: The Integrated Water Resource Plan (IRP) and Water Efficiency
Plan’s contain the City’s long-term water supply goals, reviews the City’s water supply
portfolio, and determines the best management techniques for long-range planning.
Multiple management techniques have been identified by staff as key projects that
could move the needle on water conservation and stewardship in Aspen.
Timeline: Q1 2024-Q2 2025 – Staff would begin planning and prioritizing management
techniques and identify resource needs in Q1 2024, and identified projects would be
executed through Q4 2025.
Resource Needs: The cost of these projects is unknown and would be brought to
Council for budget consideration and approval in Q2/Q3 2024. Additional staffing
resources may be needed depending on the project.
Council Engagement: Council Regular Meeting - TBD
e.Expanding our commitment to wildlife conservation, wildfire mitigation, open
space stewardship, river health, and preservation of the urban forest.
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Milestone: Wildlife:Leverage the proposed Wildlife Coordinator position to lead
Aspen area coordination with stakeholders, businesses, and community
members, to minimize negative wildlife interactions and provide a safe
environment for wildlife in our community.
Project Description:
The management of the City’s wildlife program has evolved over the years, and is
increasing in complexity with the additions new composting ordinances, the growth of
moose populations, and the potential arrival of wolves in the region. This project aims
to focus more time and resources on engaging with the community, stakeholders, and
the businesses in the downtown core through education campaigns, management
strategies, and enforcement.
The City has been actively participating in the management of wildlife issues, originally
focused on bears, in the City for many years. Historically, Aspen Police Department has
led both the coordination and management of the program, as well as the response to
wildlife calls. Over the last few years, the Parks and Open Space Ranger staff
increasingly participated in trash compliance patrols in the core. In the 2024 budget
proposal, a new position is requested to move the oversight and management of the
bear program, from the Police Department to the Parks and Open Space department.
This effort will provide resources that allow the city to better focus on preventative
management actions, as well as ensure proper enforcement. The Police Department
will continue to be the primary responders for calls that are public safety related,
however this position will lead inter-departmental strategy, code-revisions, and
community engagement.
Timeline: 12 months+
Resource Needs: Support of the supplemental position is needed to expand the staff
resources available to manage this project.
Council Engagement: Council will be provided an informational memo leading into
the summer 2024 season, as well as a report at the close of FY2024. Staff anticipate
proposing potential revisions to municipal code, however the timeline of that may
extend beyond the life of this goal.
Milestone: Urban Forest:Initiate annual inventory of certain zones in the
community forest that guide management actions on an annual basis, with the
goal of preserving and growing the benefits of the urban forest for climate
resilience.
Project Description:This project will initiate an annual inventory of certain zones in
the community forest that guide management actions on an annual basis. The goal of
this project is to preserve, and grow, the benefits of the urban forest for climate
resilience by utilizing more current data in preparing for annual maintenance tasks, as
well as identifying areas for increases in planting, or replacement planting of trees.
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Staff have divided the City’s urban forest in to six management units (zones), and
typically focus on one zone annually for preventative maintenance pruning, tree health
assessment, tree removal, and replanting of vacant planting spaces.
Timeline: 12 months
Resource Needs: The City Forester is equipped to manage this project, however
approximately $16,000 in annual appropriations would be added as an ongoing
expense the forestry program. This is in lieu of a larger capital project that would be
completed every 5-7 years.
Council Engagement: Forestry program informational memo to be provided in Q1
2024.
Milestone: Open Space Stewardship: Prioritize the completion of management
plans for each City of Aspen owned Open Spaces over the next five years, so
that our stewardship and management actions recognize the community benefits
of these spaces.
Project Description: Prioritize the completion of management plans for the most
significant Opens Spaces over the next five years so that our stewardship and
management actions recognize the community benefits of these spaces.
Timeline:5 years
Resource Needs: The addition of the Natural Resource Manager that is proposed in
the 2024 budget will provide the required staff resources to complete these
management plans.
Council Engagement: Most Open Space management plans will not require
significant council engagement, however the adoption of the plans will likely be
presented in a resolution. If certain management topics are identified throughout the
public engagement process, staff will seek Council recommendations as part of the
planning process through work sessions or other means.
Milestone: Wildfire: Expand participation and supplemental funding to the
Roaring Fork Wildfire Collaborative through the addition of the Natural Resource
manager position and implement mitigation projects on City owned open space
or land.
Project Description: Over the last five years, Parks and Open Space staff have
completed several mitigation projects. Due to complexity and staff resource availability,
these happen infrequently. With additional resources, this project will bolster the
planning and efforts to execute fuel mitigation projects on City open space, as well as
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participate more actively in regional planning efforts of the Roaring Fork Wildfire
Collaborative.
Timeline: 12+ months
Resource Needs: Support for the supplemental position of Natural Resource manager,
as well as continued funding for the Wildfire Mitigation line item 001.572.10030.52199
which is used for projects and financial support for wildfire detection cameras.
Council Engagement: Council memo in Q2/Q3 2024 to provide update on local and
regional efforts related to wildfire topics.
Milestone: Inventory and compile existing City plans, efforts, and studies that
address resource and land stewardship, conservation, and wildfire mitigation.
Project Description: Conduct an inter-departmental inventory of and compile existing
City of Aspen plans, efforts, and studies (including existing/adopted plans and future
capital plans) that address resource and land stewardship, conservation, and wildfire
mitigation. The purpose of this inventory is to see what exists in City plans, where and
how the City is currently working with outside agencies and local non-profits, and
where the gaps in action or collaboration may be.
Staff will identify opportunities for the City to expand current efforts to integrate
planning and resources and coordinate future actions internally and with outside
organizations to ensure ecological vitality and wildfire resilience. This will include where
the City’s leverage and action would be impactful and where supporting and
empowering other organizations or groups would be impactful.
If identified, staff will compile and present recommendations and opportunities to
Council to support the work of non-governmental organizations that are working on
ecological vitality and climate resilience.
Timeline: Q4 2023 – Q3 2024
Resource Needs: Staff time and potential
Council Engagement: Council work session in Q4 2024 and a regular meeting if
needed for budget approval.
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Exhibit A – Council Goal Workplan – Infrastructure
and Maintenance for Aging Facilities
Prioritize infrastructure and maintenance for aging facilities: To
continue to provide efficient and reliable water, stormwater and electrical
services; safe roads and bridges; and ADA accessible pedestrian
improvements for the community, the city commits to prioritizing and
advancing infrastructure projects. This will be accomplished through:
Goal Owner: Tyler and Pete S.
a.Prioritizing funding for projects in the 5-year capital improvement
plan;
Milestone: Capital Improvement Plan Prioritization
Project Description: On an annual basis Finance and the City manager’s office
provides each department/fund specific guidance, templates, and review process to
develop and present a 5 year+ capital plan. Previous planning efforts serve as a
foundation for the development of the subsequent year’s long range capital plan. As
community needs change, plans are updated to reflect the new paradigm. These plans
are developed, reviewed, and assessed against budgetary limitations, capital needs,
and organizational values. Final recommendations are compiled and presented to City
Council in a work session setting.
Timeline: Capital project development typically begins at a department level early in
the 2nd quarter of each year. These plans are review and complied by the Finance
department before City manager/Agency director review late in the 2nd quarter. Final
department/fund review occur in August before Council review during work sessions in
October.
Resource Needs:The process utilizes internal resources.
Council Engagement: Council will be provided opportunities in the month of October
to review each of these plans by department in a work session setting. Financial and
individual project detail will be aggregated and presented by fund.Council’s review and
input will serve as the foundation for the final 2024 (and beyond) budget ordinance
b.Exploring any necessary debt issuance for goal completion
Milestone:Exploration of debt issuance
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Project Description: Competing community priorities and aging infrastructure have the
potential to overwhelm existing revenue streams either on an annual basis or for a finite
period. The City of Aspen currently carries an excellent bond rating and has the
capacity to contemplate debt as a tool to address these short-term needs. Staff will
review the aggregated and fund level capital requests and weigh these against current
revenues and funding mechanisms.
Timeline: Staff will review funding needs to support current and proposed capital
expenditures during the 2024 budget development and review process. These findings
will be presented to City Council during October 2023 budget work
sessions. Depending on the funding mechanism(s) chosen, staff will return to City
Council or City of Aspen voters as needed for debt issuance.
Resource Needs: This project as the potential to utilize outside bond council or other
financial advisory services to assess mechanisms for potential debt service
Council Engagement: City Council will be a critical decision maker on ‘if’ or ‘when’
these types of financial resources are appropriate to reach community goals. Staff will
provide context for decision making during October’s budget work sessions. Additional
resources and review will occur based on Council direction.
c.Implementing recommendations from rate studies
Milestone: Rate Studies Implementation
Project Description: On a periodic basis staff review market data, revenue needs,
infrastructure condition and other factors to ensure alignment between revenues and
expenditures for specific funds. Utilizing outside experts ensures an un-bias,
defensible, rate structure that maintains the health of specific funds while providing
pricing sensitivity for rate payers. Staff believe this frequent, professional, and
comprehensive review provides community value while avoiding extreme rate changes
that can be impactful to customers.
Timeline:Staff will review funding needs to support current and proposed capital
expenditures during the 2024 budget development and review process. These findings
will be presented to City Council during October 2023 budget work sessions. Final
adoption of recommended rates would occur in November in parallel with 2024 budget
ordinance.
Resource Needs: Staff have engaged with rate consultants specializing in utility rate
development. Recommendations from this consultant will be reviewed by City staff an
integrated into each funds long range plan.
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Council Engagement:Council will be provided opportunities in the month of October
to review rates by fund in a work session setting. Council’s review and input will serve
as the foundation for the final 2024 (and beyond) budget ordinance
d.Establishing the allocation for the short-term rental tax revenues.
Milestone:Allocation for Short-term rental tax revenues
Project Description: Following the successful ballot question approval of a new STR
tax in November 2022, voters gave Council oversight authority around the allocation of
up to 30% of all collections to be applied to either infrastructure maintenance and repair
items or new environmental initiatives. Staff therefore required direction from Council on
the priority projects within these two buckets, to determine how to receipt tax revenue
into the City budget.
Timeline: Collections of the new tax commenced May 2023. While not imperitive to
have the allocation determined by the end of this first month, having understanding of
the distribution of tax early is helpful to post these dollars into the City’s financials
appropriately. Ultimately, having direction prior to setting the 2024 budget proposal is
critical in order to develop a spending plan that reflects Council and Community goals.
Resource Needs: No additional resources are needed to accomplish this milestone.
Council Engagement: Staff requires Council to set priorities between previously
identified capital and climate projects (such as Armory remodel, Aspen Sustainability
Action Plan, New Castle Creek Bridge Project) to help inform tax allocation
recommendations.
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COUNCIL MEETING SUMMARY MEMORANDUM
TO:Mayor and City Council
FROM:Trish Aragon, P.E., City Engineer
THROUGH:Sara Ott, City Manager
Kim Ferber, Chief of Police
Scott Miller, Public Works Director
Tyler Christoff, Assistant Public Works Direction
MEETING DATE:September 26, 2023
RE:15 MPH De Facto Speed Limit
SUMMARY OF DISSUCSSION:During the meeting, staff presented the second reading
of Ordinance 14, which proposes a de facto speed limit of 15 mph. The discussion
revolved around several significant concerns. First, the potential repercussions of
reducing the speed limit on roads initially designed for higher speeds were highlighted,
emphasizing the associated increased risk of crashes. Additionally, the potential strains
on the police department due to the enforcement of this new limit were brought into
consideration. There was also deliberation over the potential effects such changes could
have on bus routes throughout the city.
COUNCIL DIRECTION:Council approved the defacto speed limit leaving the following
roads at their existing speed limits: Maroon Creek Road, Castle Creek Road, Cemetery
Lane, Harmony Road, Mill Street (from Main Street to Lone Pine) Aspen Street (from
Dean Street to Main Street), Garmisch Street ( from Dean Street to Main Street) and Park
Circle / Park Avenue. Attachment A includes a map of the roads included in the defacto
speed limit
ATTACHMENTS
Attachment A: 15 mph De Facto Map
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1
INFORMATION ONLY MEMORANDUM
TO: Aspen City Council
FROM: Patrick Quick, Strategy & Innovation Director
THROUGH: Alissa Farrell, Administrative Services Director
MEMO DATE: October 19, 2023
MEETING DATE: October 30, 2023
RE: Aspen Community Survey Focus Groups
PURPOSE:
Members of staff are conducting focus groups to gain deeper insight into the results of the
2022 Community Survey, specifically on the strategic focus area and council goal of
customer-focused government. These focus groups will inform participants of the council
goals, specifically current and planned projects that city staff are undertaking regarding
customer-focused government and collect participant insight and opinions. Following the
completion of these focus groups, an informational report summarizing participant sentiment
will be made available for staff to utilize as they plan and/or execute customer-focused
government-related projects.
SUMMARY:
The Aspen Community Survey was deployed in 2022. Council received a presentation on
full findings and survey results at a work session on June 13, 2022. Among those key
findings was that thirty-seven percent of survey respondents were satisfied with the City's
performance in the strategic focus area: customer-focused government. This is a five
percent decrease from satisfaction ratings in 2019 , when the last Aspen Community
Survey was in the field. The focus groups will dive deeper into the customer-focused
government survey results and gauge sentiment on current and planned projects.
All participants of the focus groups are community members who responded to the 2022
Community Survey and indicated they would be interested in participating in follow -up
discussions. Seventy respondents expressed interest in continuing the conversation on
customer-focused government and each of them were invited to participate in the focus
groups.
NEXT STEPS:
Staff will be conducting focus groups of four to eight participants per session starting
October 25 through October 30, 2023. Once completed, staff will analyze the findings and
prepare an informational report, which will be shared with staff internally and with City
Council through another information memo by the end of the year.
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2
ATTACHMENTS: NONE
CITY MANAGER NOTES:
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
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