HomeMy WebLinkAboutagenda.council.worksession.20240122.amendedAGENDA
CITY COUNCIL WORK SESSION
January 22, 2024
4:00 PM, City Council Chambers
427 Rio Grande Place, Aspen
I.Work Session
I.A Response: Help for Survivors of Domestic Violence and Sexual Assault Funding
Request
I.B Grants Program Update
I.C City Council/APCHA Discussion, led by Council Members Ward Hauenstein and
John Doyle
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January 22 Capital Request Response.docx
Response_Development Budget 12.22.23.xlsx.pdf
Response_Capital_Campaign_Donations.pdf
Response 2024 Aspen Campaign Request.pdf
2024.1.22_Grants Program Update Memo.docx
Attachment A_Grants Strategic Focus Areas and Program Philosophy.pdf
Attachment B_Grant Review & Training Materials.pdf
Attachment C_Impact & Outcome Reports.pdf
City Council APCHA Discussion, led by Council Members Ward Hauenstein and
John Doyle - January 22. 2024.docx
Appendix A Intergovernmental Agreement between the City of Aspen and Pitkin
County Establishing the Aspen Pitkin County Housing Authority.pdf
Appendix B APCHA Strategic Plan - July 27, 2020.pdf
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I.D Next Generation Advisory Commission Discussion, Led by Mayor Torre
Appendix C APCHA 2023 - 2024 Work Plan - October 16, 2023.pdf
Work Session Jan 22.pdf
NextGenMemo.docx
ordinance.council.001-14.pdf
Next Gen By-laws.pdf
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MEMORANDUM
TO:Mayor and City Council
FROM:Jenn Ooton, Senior Project Manager
THROUGH:Sara Ott, City Manager
MEMO DATE:January 12, 2024
MEETING DATE:January 22, 2024
RE:Request for Response: Help for Survivors of Domestic Violence
and Sexual Assault for funding the Capital Campaign for the
Halle Center for Hope and Healing
REQUEST OF COUNCIL: Discussion of a request for additional support to fund the
construction of the Halle Center for Hope and Healing. Response is seeking an additional
$100,000 from the City of Aspen.
SUMMARY AND BACKGROUND:
Response is a local nonprofit with a mission to end domestic and sexual abuse and to
support survivors in achieving safety and empowerment. Response has already raised
$9.1 million to build the first Domestic Abuse Center in the upper Roaring Fork Valley,
however, due to rising construction costs, the organization needs additional funds to
complete the project. The City of Aspen granted $150,000 to fund a portion of the Halle
Center for Hope and Healing in 2023.
The shelter building, which is under construction the Basalt Business Center East, will
have seven efficiency units with the capacity for 9 adults and 15 children. Response
anticipates housing 40-50 survivors and their children at the shelter each year. The
building will also include office space, a food and clothing pantry, a caretaker unit, and a
conference room.
A list of donations and budget are included as attachments. Response initially received a
lead gift of $2.25 million from the Diane and Bruce Halle Foundation, which allowed the
organization to purchase the property.
FINANCIAL IMPACTS:
The city has approximately $773,000 in uncommitted fund balance of the city’s tobacco
tax dollars through the first 10 months of 2023. This request would be funded from the
tobacco tax revenues, if approved by Council. It is important to note that the fund balance
takes into account funding for school district/Aspen Family Connections programming
through the first half of 2024. The City of Aspen currently provides up to $250,000 (minus
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a 2% admin fee) per year to Aspen Family Connections to provide services in line with
their proposal to council in 2020.
CITY MANAGER COMMENTS:
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DEVELOPMENT COSTS - BUDGET
12.22.23
Acquisition 1,200,000
Hard Costs (HC)7,883 gsf
Contractor estimate 10.8..23 7,325,000
Contingency; For Construction 5%366,250
Subtotal - Hard Costs 7,691,250
Soft Costs
Subtotal - Design and Engineering 380,000
Subtotal - Fees and Permits 150,300
Furnishings 150,000
Subtotal - Indirect Costs 41,380
Total - Development Costs 9,571,550
DESIGN BASIS; 100% SD CONSTRUCTION PRICING
DEVELOPMENT BUDGET-DETAILS & CLARIFICATIONS
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First Name Confirmed total
FOUNDATIONS
Halle Foundation $2,300,000
Salmon Foundation $200,000
Daniels Fund $250,000
El Pomar Foundation $20,000
CORE Grant I $25,000
Laffey McHugh Foundation $50,000
MEM Charitable Fund $24,000
Gates Family Foundation $20,000
Chelsea Congdon Brundige $5,000
Alpenglow Foundation $25,000
John O. Peterson Charitable Trust Fund $7,000
$2,926,000
GOVERNMENT GRANTS
DOLA/HUD grant $4,000,000
Eagle County $50,000
Town of Snowmass $30,000
Pitkin County $500,000
Town of Basalt $10,000
City of Aspen $150,000
$4,740,000
$100k PLUS DONORS
Robert Glickman $400,000
Melony and Adam lewis $100,000
Rosie Wettstein $100,000
DPL Fund $100,000
Mary and Pat Scanlan $200,000
$900,000
BUSINESS DONORS
Bob Bowden Homes $50,000
Elks Lodge $25,000
Gould Construction $7,000
Alpine Bank $50,000
$132,000
MID LEVEL DONORS
Frances Ginsburg and Bob Olson $50,000
Monica Vidal and Joe Sherman $25,000
Shirley Dean $25,000
Marcie and Robert Musser $30,000
Susan Peterson $44,000
$174,000
UNDER $25K DONORS $82,000
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UNDER $5K Donors $36,580
BOARD/CABINET $110,000
CURRENT TOTAL $9,100,580
BUDGET $9,570,000
CURRENT GAP $469,420
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BOARD OF DIRECTORS
Betsy Crum, President * Kathryn Dziedzic, Vice President * Aaren Riley, Treasurer * Anne Boenning, Secretary
Allison Mahoney * Amelia Estrella * Avery Nelson * Braulio Jerez * Denise Bachrodt * Erin Wackerle * Helen Whalen
0405 CASTLE CREEK RD, SUITE 203, ASPEN, CO 81611 | RESPONSEHELPS.ORG | (970) 920-5357 | 24-HOUR HELP LINE (970) 925-SAFE
January 4, 2024
Dear Mayor Torre and Council Members,
As you are aware, Response is in the process of building the first Domestic Abuse Center in the
upper Roaring Fork Valley on Cody Lane in Basalt. We are very grateful to the City of Aspen for its
early contribution of $150,000 to this project. When we first came to the City in May to request
funding, our estimated budget for the entire project was $7.7 million. That budget was based on
preliminary site plans and construction costs from a third party estimator. We now have our final
construction plans completed and have received final bids from all subcontractors we will be using
for the project. The final budget has unfortunately risen to $9.5 million (see attached). As I am sure
you have seen, this increase is consistent with many other local projects that have been in the
planning stages over the last year.
We have currently raised $9.1 million from a wide range of sources from government grants to
individuals (see attached donor list). Every municipality in our service area has contributed to the
project and Pitkin County awarded the project a second $250,000 grant this fall when our costs
exceeded the original budget.
We respectfully request that the City of Aspen consider a second grant to this project of $100,000 to
help us reach the finish line on this project. We broke ground for the Center in November and will
begin pouring concrete for the foundation next week. Our construction schedule is on track for
opening the doors of the Center for Hope and Healing in January of 2025, not a moment too soon
for survivors in our community. Response currently houses survivors for up to three months in
three apartments units that we own or rent around the valley, but this model cannot meet the
growing need we are seeing. In 2022, we had to turn away 13 survivors just this year because these
units were full and this year we have turned away 22 survivors seeking shelter!
The Center will meet an urgent need of survivors of domestic and sexual abuse. It will provide a
new home for Response and a safe haven for our clients. The Center will provide services and
shelter in a safe and welcoming location that will bring awareness to this issue in the valley. I look
forward to answering any questions you may have about this project and our request. Response is
grateful for all the ways that the City supports our work and survivors in our community.
Sincerely,
Shannon Meyer
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WORK SESSION MEMORANDUM
TO:Mayor and City Council
FROM:John Barker, Strategy & Innovation Deputy Director
Patrick Quick, Strategy & Innovation Director
THROUGH:Alissa Farrell, Administrative Services Director
CC:Natalie Blumentritt, Grants Coordinator
Ann Mullins, Grants Steering Committee Chairperson
MEMO DATE:January 15, 2024
MEETING DATE:January 22, 2024
RE:Grants Program Updates
REQUEST OF COUNCIL: Staff requests Council provide initial input on how to best
utilize available grant funds considering increasing program demand. This memo
additionally provides a general update on the status of the city’s grants history, policies,
and impact.
SUMMARY AND BACKGROUND: Since 2011, the City of Aspen’s grants program has
distributed more than $17 million dollars to community-serving non-profits throughout the
Roaring Fork Valley.
In the fall of 2021, the Strategy and Innovation Office (SIO) began to manage the
administration of city grants with the intent to evaluate and enhance the program. In
conjunction with the transition of administration to SIO, the city retained a third-party
consultant, Point b(e) Strategies, to review the grants program and its policies in 2021.
The consultant made recommendations to align with best practices in grants
management. Following the implementation of many of the suggested changes, the city
again contracted with Point b(e) Strategies to conduct an after-action assessment with
grants program participants and volunteers to further refine and improve the program in
2022.
One of the most critical changes implemented was the formation of a grants steering
committee to serve as a liaison between Council, staff, and other grant program
stakeholders. The steering committee ensures that grants program policies and priorities
reflect the intention of the community. The grants steering committee is now responsible,
along with staff, for ensuring that the city’s grants remain aligned with best practices. The
steering committee, appointed by Council, is currently chaired by Ann Mullins and
includes Judy Clausen, Tracy Anderson, Chris Menges, and Alissa Farrell. Staff initially
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comprised the majority of the steering committee due to the high workload required to
implement recommended grants program changes. It is expected that the one remaining
staff member will be replaced by a community volunteer in 2024.
The grants steering committee has formed three separate grants review committees of
five community volunteers each to assess and review grants applications received in each
of the city’s three grant divisions: Arts & Culture, Health & Human Services, and
Community Non-Profit. The combination of the steering and review committees ensures
that there is community representation at all levels of the grants program. Currently there
are a total of 19 volunteers serving on the various grants committees.
Consistent with consultant recommendations, Council has adopted an overarching grants
program philosophy along with a strategic focus area for each grant division, previously
approved by Council. The city’s grants program philosophy is to support non-profit
organizations that promote a mentally and physically healthy community; provide
protection for our natural environment; and create opportunities for connections for all
community members through partnerships, ease of access, stewardship, arts and cultural
enrichment, and innovation.
The philosophy and strategic focus area remain the pillars of the grants program and
serve as guideposts in the development of new policies and programs. Further details on
the philosophy and strategic focus areas are included as Attachment A to this memo.
DISCUSSION: In order to ensure that the city’s grant programs and policies are
resonating and understood by stakeholders, staff and the grants steering committee
conduct regular outreach to program applicants and participants. In the spring of 2023,
following the completion of the 2023 grant cycle, staff sent a survey to applicants asking
the following question:
“The City of Aspen's Strategy and Innovation Office began to administer the
City's program in 2021 and has overseen several changes designed to align
City grants with accepted best practices and provide additional equity,
transparency, and clarity to the program.
While acknowledging that your grant award may be different than
what you hope for, to what extent do you believe your grant
application will be treated fairly and consistently by the City's grant
program?”
Based on the responses of 35 participants, the average rating on the question was 4.6
on a 5-point scale, where 1 meant “not fairly or consistently” and 5 meant “very fairly or
consistently.” 97% of respondents rated this question a 4 or 5 on the scale as seen in the
below question summary.
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This result shows that grant stakeholders have a high amount of trust in the administration
of the grants program as set forth by Council, the steering committee, and staff. The
dedication of a staff member to focus on grants, combined with a commitment to treating
all applicants consistently, fairly, and transparently while relying on community members
to assess the applications, has built significant confidence in the program.
This trust comes as several changes have been made to ensure grant funds have the
maximum positive community impact possible. Highlights consist of increased
accountability for grant recipients, including the recent introduction of required
Impact & Outcome reports, a document that is due at the end of each grant period and
requests grantees outline how grant funds were used, lessons learned from applicants,
and quantitative and qualitative data about the impact of grant funds. Highlights from
select impact & outcome reports will be shared later in this memo and included in full as
Attachment C to this memo.
The city’s competitive grants application process allows eligible non-profits to submit their
best ideas for funding. Ideas are assessed by community volunteers, ensuring that the
community’s most promising solutions are supported. By investing grant dollars back into
the community through this process, grant funds can address the most compelling and
impactful issues affecting the Aspen community.
Over recent years, however, monetary requests have doubled between 2021 and 2024.
The number of annual applicants has risen as well, though not as dramatically. Total
applications numbered around 100 in 2021 and have increased to about 130 in 2024. The
grants program has a longstanding practice of striving to at least partially fund every
application that meets minimum assessment thresholds as determined by review
committee scoring. As demand is expected to outpace budget, policy revisions to
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reprioritize how funds are allocated may need to be considered by Council, particularly
for the grant divisions supported by the general fund.
Primary (non-pilot) Grants Program Cash Requests
2021: $1,667,000
2022: $1,928,000
2023: $2,486,000
2024: $3,341,000
When reviewing and analyzing the 2024 application data, the growth mentioned above is
reflected in all three divisions: Arts & Culture, Health & Human Services, and Community
Non-Profit. In-kind requests, not highlighted below, continue to increase as well. However,
Council in 2023 adopted an ongoing budget of $157,000 for in-kind requests, helping to
predict and control in-kind commitments into the future. A result of this newly adopted
budget will be an increasingly competitive assessment process for in-kind requests.
Arts & Culture:
o 2024 Budget: $900,000
o 2024 Available Funds (After two-year grants are accounted for): $860,000
o 2024 Cash Requests: $1,344,000
Health & Human Services
o 2024 Budget: $220,000*
o 2024 Available Funds: $132,000
o 2024 Cash Requests: $852,000
*The budget discussed here is not fully reflective of the city’s contribution to Health
& Human Services organizations in the community as it does not include $350,000
annually committed to intergovernmental agreements supporting services such as
mental health, detox, and senior services.
Community Non-Profit
o 2024 Budget: $555,000
o 2024 Available Funds: $476,000
o 2024 Cash Requests: $1,145,000
The growing disparity between budget and demand, combined with the historic
precedence where the majority of organizations receive some funding, balanced with the
grant criteria and evaluation process, results in high-performing applications receiving a
relatively small percentage of their request amount. For example, in 2023, the highest-
scoring application, as assessed by the review committee received a score of 4.85 out of
5 for their request of $100,000. Due to the dual constraints of increasing demand and the
historic funding allocation philosophy, the applicant received an award of $61,600. While
the funding percentage gap is narrower for organizations that request less funding, this
example illustrates a common outcome for grant applicants.
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In addition to the primary grants, Council has directed staff to pilot three other grants, all
of which are currently active.
The health & human services capacity building grant was funded by Council for a
second year and is expected to open applications in the early spring of 2024. This
grant utilizes an intensive cohort model, led by a third-party consultant, to work
with non-profit directors and board chairs to optimize organizational effectiveness,
sustainability, and community impact. Staff is applying lessons learned from the
inaugural pilot year to improve the program for 2024. The budget for this grant for
2024 is $75,000 and is expected to involve 4-6 organizations.
All funds have been distributed in support of the asset and acquisition grant,
designed to help arts & cultural non-profits with a physical presence in Aspen. This
grant supports eligible organizations with minor capital projects or equipment
purchases to increase their community impact. Impact & Outcome reports for this
grant are due in June 2024. Once these reports are available, staff and the grants
steering committee will discuss the merits of continuing this program with Council
at a work session later in 2024. The budget for this grant in 2023 was $250,000.
The cultural vibrancy grant, the city’s first grant to provide direct support to
individual artists, is in full swing. Both the cohort of adult artists and the cohort of
youth artists have begun meeting and developing creative ways to collaborate with
and stimulate Aspen’s artistic community. The early feedback received from both
program participants and facilitators is very positive. More information and a
discussion about the continuation of this grant into the future, will be presented to
Council later in 2024. The budget for this grant in 2023 was $60,000.
As mentioned previously, the introduction of Impact & Outcome Reports in 2022 has
improved the grants program in several ways: it increases the accountability of
organizations using public funds, allows city staff to have a better understanding of how
funds are being used, and it gives organizations and the city an opportunity to share in
the positive community benefits the grants help to foster. Select highlights from reports of
the recently completed grant cycle are below.
Health & Human Services Division
Catholic Charities (Received $20,000 in 2023)
Thanks to City of Aspen funding, we are able to help single individuals like “N”:
“N” works in the hospitality business in Aspen. They contacted us in distress when they
did not feel they would be able to pay their rent. “N” had a heart attack several months
ago, consequently missing work. Shortly after the heart attack, they also lost some
vision in one eye. Not only that, but they simultaneously found they had 2 bulging discs,
further delaying a full return to work. We were able to assist with one month of
rent while “N” completed physical therapy and was able to return to work full-time.
In summation, here’s a thank you note from another mom: “Thank you for your help
and kindness with my issues. I am very grateful to have your program in our valley.”
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Community Non-Profit
Raising A Reader (Received $8,000 in 2023)
I love every minute I get to spend with these sweet kids and their families at the Pitkin
County Library. I love seeing how well they know our routines and songs and how
happy they are to read at home with their families…Also, seeing our group grow from
having only one family attending at the beginning of last school year to having 46
participants together (in a single session!) at one point truly warms my heart. We're
making a difference and helping parents connect with their children beautifully and
meaningfully to support literacy, learning, and overall well-being.
Aspen Center for Environmental Studies (Received $21,900 in 2023)
Funding from the City of Aspen allowed ACES to increase the amount of educational
field programs we offer as well as increase access to our programs. In the 2022-2023
school year, ACES offered 177 field programs. Already, 75% of schools need
scholarships for ACES in-school environmental science education. Our field programs
serve 35+ schools in the Western Slope region, many underfunded and serving
underrepresented students from Basalt to Rifle.
Arts & Culture Division
5 Point Film Festival (Received $16,500 in 2023)
The grant generously awarded by the City of Aspen significantly bolstered the
resources available to 5Point Film, enabling us to expand our programming within the
Aspen community. This funding played a pivotal role in organizing four distinct film
events, each featuring special guests and fostering valuable collaborations with
esteemed organizations like Challenge Aspen, Pitkin County Library, and Aspen Film.
The positive impact on the Aspen community was palpable, reflected in the increased
attendance at our programs and the meaningful influence our film screenings and
engaging Q&A sessions had on the audience. This support has not only enhanced our
ability to provide enriching cinematic experiences but has also strengthened the
cultural and educational ties between 5Point Film and the vibrant Aspen community.
Jazz AspenSnowmass (Received $69,400 in 2023)
Financial support from the City of Aspen gave JAS the opportunity to enhance and
grow the JAS June Experience. It allowed JAS to continue bringing the caliber of talent
that the community has grown accustomed to having. Grant funds directly benefited
City of Aspen residents by offering a wide arrangement of music and venues
showcasing 63 performances over four days. This year JAS served an array of Roaring
Fork Valley residents (51%), other Colorado residents (19%) and visitors from out of
state (30%), a healthy mix of locals and visitors. Many of the attendees were first-time
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participants of the JAS June Experience (42%) but will hopefully be returning patrons
since 95% rated the experience at the highest of satisfaction.
The 2024 grant application cycle is now in full swing, and applications are currently being
reviewed by the grant review committees. Once finalized, these assessments will be
aggregated and turned into a funding recommendation via a funding formula and finally
reviewed and confirmed by the steering committee before being presented to Council for
final approval. More details on how the assessment and funding process works can be
found in Attachment B. In acknowledgement of the grant program’s commitment to trust-
building and transparency, all relevant documents on the review and scoring process are
available on the grants website. Applicants can access the same materials that staff and
steering committee use to train volunteer reviewers. Final grant recommendations are
expected to be presented back to Council in late March or early April 2024.
The city grants program, under the guidance of the grants steering committee, continues
to focus on programming designed to maximize community benefit while ensuring
effective and efficient use of public funds. For the 2024 grant cycle, the program has
received more applications and requests for funding than ever before. To properly
manage this growth, input from Council is requested below.
Question for Council:
1.Should staff and the grants steering committee explore revisions to the historic
funding philosophy that is currently resulting in the widely dispersed allocation of
grant funds to community non-profits? If yes, some potential policies to research
include:
a.A reduction in the max grant request of $100,000
b.Revisions to location eligibility or max request amounts based on location
c.Reallocate funding to reward the highest-scoring applications
FINANCIAL IMPACTS:All the grants discussed here have funding allocated for 2024.
Funding for individual grants comes from the following funds:
Primary Arts & Culture: Arts & Culture RETT
Primary Community Non-Profit: General Fund
Primary Health & Human Services: General Fund
Cultural Vibrancy Fellowship: Arts & Culture RETT
Asset & Acquisition Assistance: Arts & Culture RETT
Capacity Building Grant: Tobacco Tax Funds
ENVIRONMENTAL IMPACTS: None.
CITY MANAGER COMMENTS:
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ATTACHMENT A – Grant Program Philosophy & Strategic Focus Areas
ATTACHMENT B – Grant Program Review & Training Materials
ATTACHMENT C – Full Impact & Outcome Reports for Select Organizations
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City of Aspen Grant Program Philosophy:
The City of Aspen’s Grant Program supports non-profit organizations that promote a
mentally and physically healthy community; provide protection for our natural
environment; and create opportunities for connections for all community members,
through partnerships, ease of access, stewardship, arts and cultural enrichment, and
innovation.
Health and Human Services (HHS) Strategic Focus:
The City of Aspen strives to be a healthy and resilient community by supporting a
comprehensive system of accessible mental and physical health care, human services,
and community resources.
Arts & Culture Strategic Focus:
The City of Aspen supports artistically excellent non-profit organizations which
contribute to the cultural vibrancy of our community.
Community Programs Strategic Focus:
The City of Aspen supports and enhances non-profit organizations which create and
deliver high impact community programming.
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2024 Grants Application Review Criteria
Applications will be reviewed by grants review committee members on each of the below criteria. An
aggregate score will be calculated for each application and funding outcomes will be based on scoring
results.
Criteria 1: Community Impact
Weighting: 30%
Definition: To what extent will the proposal make a meaningful and durable positive impact in the lives
of those it serves? To what extent will the proposal benefit the broader community beyond those
directly served? If applicable, based on submitted Impact & Outcome Reports, does the applicant have a
history of successful outcomes for the community?
Criteria 2: Alignment
Weighting: 30%
Definition: To what extent is the proposal clearly and closely aligned with the applicable strategic focus
area and overall program philosophy?
Criteria 3: Innovation
Weighting: 20%
Definition: To what extent does the proposal creatively address persistent or systemic issues, or fill a
need, in the community? How well does the proposal provide an effective and compelling rationale for
funding?
Criteria 4: Feasibility
Weighting: 20%
Definition: How well does the application establish that the proposal is viable and sustainable? To what
extent does the application demonstrate that sufficient organizational capacity exists to ensure funds
are used as proposed?
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*Organizational financial information will be reviewed for areas of concern. Organizations with areas
of concern may receive reduced or no funding. *
_____________________________________________________________________________________
Grant Program Philosophy:
The City of Aspen’s Grant Program supports non-profit organizations that promote a mentally and
physically healthy community; provide protection for our natural environment; and create opportunities
for connections for all community members; through partnerships, ease of access, stewardship, arts and
cultural enrichment and innovation.
Strategic Focus Areas:
Health and Human Services (HHS) Strategic Focus:
The City of Aspen strives to be a healthy and resilient community by supporting a comprehensive system
of accessible mental and physical health care, human services, and community resources.
Arts & Culture Strategic Focus:
The City of Aspen supports artistically excellent non-profit organizations which contribute to the cultural
vibrancy of our community.
Community Programs Strategic Focus:
The City of Aspen supports and enhances non-profit organizations which create and deliver high impact
community programming.
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City of Aspen Grants Program:
Eligibility and Rules
Health & Human Services, Community Non-Profit, and Arts & Culture Grants
Eligibility
• All organizations must:
o Be a non-profit organization providing services in the Roaring Fork Valley.
o Submit the required Impact & Outcome Report if organization received a
grant during the previous grant cycle.
• The City of Aspen grants program funds may not be used for:
o Capital campaigns or fundraisers
o Political or lobbying campaigns
o Pass-through grants (activity that passes grant funds onto other
organizations)
o Direct requests (as opposed to costs associated with project requests) to
fund labor costs associated with ongoing positions, or termed positions
lasting longer than the grant period.
• Organizations requesting over $50,000 (in cash, in-kind support, or a
combination thereof) must:
o Have received an outside financial review within the last three years.
o Submit a copy of such a review with the grant application.
Maximum Request
• The maximum amount any organization may request is $100,000. Any grants
submitted for a higher amount will be automatically reduced to this cap.
Maximum Award
• The maximum cash amount any organization may receive is limited to 15% of the
operating budget for the current fiscal year, or $100,000, whichever is less.
o For example, an organization with an operating budget of $100,000 will be
limited to a maximum cash award of $15,000, regardless of the request
amount.
o This maximum award percentage does not apply to organizations
requesting $10,000 or less.
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Multi-Year Requests
• All organizations requesting $10,000 or less may choose to apply for a one- or
two-year funding term.
• Organizations requesting more than $10,000 are limited to a one-year funding
term.
Financial Health
• All organizations will be reviewed for financial health by city staff prior to being
sent to review committees. Staff will review submitted financial documentation to
ensure that the applicant organization has sufficient resources to remain stable
and effective throughout the grant period.
• Organizations deemed by city staff and the grants steering committee to not be in
adequate financial health will not be eligible to receive a grant award.
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City of Aspen Grants Program:
Review Guidelines and Funding Process
Review and Funding Process
Step 1: After submittal, each application is reviewed by city staff to ensure eligibility and
organizational financial health. All applications meeting minimum requirements are passed on to
the appropriate grants review committee.
Step 2: Each application is reviewed by a committee community volunteers according to the
scoring definitions and rubric included below. Committee members assess each application on
a score of one to five for each review criterion. All scores are weighted and combined, to create
a final aggregate score.
Step 3: These scores are then input into an objective funding formula, designed to provide
consistency and equity for all grant applicants. This formula is used to provide
recommendations on funding amounts for each application based on review committee scores,
total funding requests, and the grants program budget.
Step 4: Then funding recommendations are reviewed by the grants steering committee, and
City Council, for final approval.
Step 5: Grant awardees are notified, contracts are signed, and funds are dispersed.
Committee Scoring Definitions
Score Title Criteria Description
5 Exceptional Many strengths and no
impactful weaknesses or
flaws.
4 Above Average Many strengths and few
impactful weaknesses or
flaws.
3 Average Some strengths and some
impactful weaknesses or
flaws.
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2 Below Average Few strengths and several
impactful weaknesses or
flaws.
1 Poor Minimal strengths and many
impactful weaknesses or
flaws.
Committee Scoring Rubrics
Δ Before the grants review process begins, committee members are trained in how to use the
scoring definitions and rubrics, as well as in best practices to ensure that each application is
assessed on its own merit against the scoring criteria. Applications with a high degree of scoring
variability will be selected for further discussion among committee members prior to finalization.
1 – Poor 2 – Below
Average
3 – Average 4 – Above
Average
5 –
Exceptional
Community
Impact
(30%)
Application is
likely to have
little or no
meaningful
positive
community
impact.
Application
demonstrates
some
potential
to have a
meaningful
positive
community
impact.
Application
demonstrates
moderate
potential
to have a
meaningful
positive
community
impact.
Application
demonstrates
strong
potential
to have
significant
positive
community
impact.
Application
demonstrates
strong
potential
to have
exceptional
positive
community
impact.
Alignment
(30%)
Application
has little or no
alignment to
grants
program
philosophy
and relevant
strategic focus
area.
Application
has some
alignment to
grants
program
philosophy
and relevant
strategic
focus area.
Application
has moderate
alignment to
grants
program
philosophy
and relevant
strategic
focus area.
Application
has strong
alignment to
grants
program
philosophy
and relevant
strategic
focus area.
Application
has
exceptional
alignment to
grants
program
philosophy
and relevant
strategic
focus area.
Innovation
(20%)
Application
shows little or
no creativity
and does not
attempt to
address
community
Application
shows weak
creativity and
does little to
address
community
Application
shows some
creativity and
attempts to
address
community
Application is
creative and
will likely
meaningfully
address
community
Application is
creative and
is nearly
certain to
significantly
address
community
23
3 | Page In Effect: September 2023-August 2024
issues or
needs.
issues or
needs.
issues or
needs
issues or
needs.
issues or
needs.
Feasibility
(20%)
Application
has little or no
chance of
being viable
and
sustainable.
Does not
demonstrate
appropriate
organizational
capacity to
implement
grant.
Application
has some
chance of
being viable
and
sustainable.
Does not
demonstrate
appropriate
organizational
capacity to
implement
grant.
Application
has a
moderate
chance of
being viable
or
sustainable.
Demonstrates
appropriate
organizational
capacity to
implement
grant.
Application is
likely to be
viable and
sustainable.
Demonstrates
appropriate
organizational
capacity to
implement
grant.
Application is
nearly certain
to be viable
and
sustainable.
Demonstrates
appropriate
organizational
capacity to
implement
grant.
Committee Criteria Scoring Considerations
Δ In the event the scoring rubric does not provide sufficient detail to make a determination
between scores, review committee members may consult or reference or access the below
additional considerations for each criteria to complete their assessment.
Criteria Higher Scoring Applications Will:
Community Impact 1. Clearly articulate the meaningful and
durable impacts in the lives of those
directly served.
2. Provide a coherent explanation of the
broader community benefit of their
application.
3. Have a track record of success during
previous City of Aspen grant cycles, if
applicable.
Alignment 1. Align with more aspects of the overall
program philosophy and strategic focus
areas.
2. Clearly articulate their alignment with
each aspect of the overall program
philosophy and strategic focus areas.
Innovation 1. Address an issue or need that is
demonstrably unmet currently.
2. Address community issues or needs
through innovation and creativity.
3. Provide an effective and compelling
rationale for funding.
Feasibility 1. Align with best management practices
and have practical timelines.
2. Have a higher probability of success.
24
4 | Page In Effect: September 2023-August 2024
3. Demonstrate, with sufficient detail,
organizational capacity to implement
proposal.
Financial Stewardship & Equity
Δ The City of Aspen understands that organizations which apply for smaller funding amounts
may not have the same organizational resources dedicated to grant writing compared to
organizations applying for larger funding amounts. This imbalance of resources could lead to
inequities in scoring and funding results. Further, in recognition of the City’s organizational value
of stewardship, it is essential to ensure that applicants requesting significant amounts of funding
are held to an elevated standard to ensure grant funds are used as responsibility and effectively
as possible.
To address this, the funding formula has been designed so that smaller requests receive a
higher percentage of their funding request, at an equivalent final review score, than a larger
request.
Example: A smaller funding request of $5,000 may need a review score of 4 out of 5 for the
funding formula to recommend that 90% of the request be awarded, while a larger request of
$50,000 may require a review score of 4.8 out of 5 in order to receive the same funding
percentage.
25
Catholic Charities and Community Services of the Archdiocese of Denver, Inc. -Western Slope-
Grant ID: G-341
Report Type: Impact & Outcome Report
Due: November 16, 2023
Report ID: 358
Award Amount: $20,000.00
Grant Type: Medium Application
Status New
Due At: 11/16/2023
Narrative Information
This impact report is due November 16, 2023 so that it may be evaluated by staff and volunteer grant
review committees during the review process of the 2024 grant cycle.
The impact & outcome report should cover four categories, described further below:
Use of Funds
Budget
Impact
Lessons Learned
Your Grantee Impact & Outcome Report should address the following topics at a minimum. You can
upload additional information in the document section below.
Project Summary:
SurveyMonkey application 2022
Include a brief summary of the purpose of the
grant.
The grant provided Emergency Assistance (EA) and case management to residents of the Aspen to Parachute
region at risk of homelessness to maintain housing, pay critical bills, and achieve self-sufficiency.
Describe the impact that City of Aspen grant funds had on your organization, and the population you
serve, in 2023:
Preventing homelessness helps families and children thrive in a stable and consistent environment, allowing
them to maintain their dignity and self-respect. Children especially benefit by being spared the trauma and
educational setbacks that homelessness often causes. This, in turn, provides a steady workforce, benefiting
businesses by reducing the need to recruit and train new employees. In addition, landlords benefit by not
having to list and show their properties but rather maintain current tenants.
Helping low-income households become self-sufficient means there will be less need for community and
government spending on assistance programs, freeing up money for community programs benefiting a greater
number of people. Most importantly, the road to self-sufficiency helps individuals navigate the complicated road
to recovering wages as well as their dignity. This process empowers individuals/families to stabilize in the
community.
Discuss whether your organization has been able to accomplish the goals outlined in your application.
If you have not, describe the constraints that prevented you from doing so and how you plan to
address these in the future.
In the past year, we provided economic assistance to1325 individuals/families to keep them in safe and stable
housing by assisting with rent, utilities, and other factors. Of that number, 21 lived in the City of Aspen and 38 26
in Pitkin County. Many more lived in Garfield County and commuted to their jobs in the City of Aspen.
18 families were supported through direct rental assistance, in amounts ranging from $590.00 to $1,600.00.
The program provided rent and utility assistance for five families in addition to hotel vouchers and covered
case management costs. Due to other sources of passthrough funds becoming available, we decided to
reallocate around half of the City of Aspen Funds to the End-Of-Year season, when the need for emergency
assistance tends to spike.
We referred clients to other community organizations (e.g., low-cost healthcare and food banks) for assistance
as they worked through the crisis. We also engaged our Community Integration Services program to recover
stolen wages for clients in financial crisis due to wage theft from unscrupulous employers. For those clients
receiving rental assistance, 100% remained housed and avoided eviction for at least 30 days.
Provide organizational success stories, and testimonials if appropriate, describing the impact that City
of Aspen grant funding has had on your served population.
Thanks to City of Aspen funding, we are able to help single individuals like “N”:
“N” works in the hospitality business in Aspen. They contacted us in distress when they did not feel they
would be able to pay their rent. “N” had a heart attack several months ago, consequently missing work.
Shortly after the heart attack, they also lost some vision in one eye. Not only that, but they simultaneously
found they had 2 bulging discs, further delaying a full return to work. We were able to assist with one month of
rent while “N” completed physical therapy and was able to return to work full-time.
In summation, here’s a thank you note from another mom: “Thank you for your help and kindness with my
issues. I am very grateful to have your program in our valley.”
Sometimes we share these success
stories/ testimonials with City Council
during a public meeting. Do we have
permission to do so?
Yes
Provide lessons learned for your organization over the past year, and how you plan to make improved
use of City of Aspen grant funding in future years, if awarded.
We continue to see financial literacy and budgeting as key issues many of our clients face. This has them
seeking financial assistance from a variety of agencies while their income could support them in paying their
bills. We are currently engaged with the Financial Empowerment Center to come up with a strategic plan to
address this issue for our tri-county region. This will improve our stewardship with the funds we receive.
Approximately, how many hours of
community engagement did the grant
help your organization perform? (Hours
of engagement per individual x number
of individuals served):
0
If you'd like to explain how you arrived at the number above, please do so
here.
This grant does not directly support community engagement, instead providing direct financial assistance to
those in need. However, we work closely with the community, accepting referrals from other non-profits,
medical centers, hospitals, first responders, mental health, etc. We also engage community partners as we
make referrals to county agencies for economic services, government agencies for housing or disability
services, pro bono legal assistance, immigration services, etc.
Financial Reporting
27
▼
Please include expenditure details and documentation outlining how City of Aspen funds were
utilized.
With the City of Aspen funds, we were able to provide direct assistance totaling $4650.04 to 5 families. We
also provided $615.00 in hotel vouchers and $5,727.73 related to case management costs.
We anticipate spending $9,622.27 in the remainder of the grant period across an estimated 7 families for
$1,374.61 each. With the high demand for direct assistance that appears in the weeks before Christmas, we
have high certainty that the full funds will be expended prior the the end of the grant period.
Documents
Please attach any/all relevant documents to the below "Report Attachments" section. Include digital copies of
any recognition that your organization received due to work supported by this grant or organizational
promotional materials featuring the City of Aspen logo.
REPORT ATTACHMENTS
28
Raising A Reader Aspen to Parachute
Grant ID: G-2023-00847
Report Type: Impact & Outcome Report
Due: November 16, 2023
Report ID: 189
Award Amount: $8,000.00
Grant Type: Small Application
Status New
Due At: 11/16/2023
Narrative Information
This impact report is due November 16, 2023 so that it may be evaluated by staff and volunteer grant
review committees during the review process of the 2024 grant cycle.
The impact & outcome report should cover four categories, described further below:
Use of Funds
Budget
Impact
Lessons Learned
Your Grantee Impact & Outcome Report should address the following topics at a minimum. You can
upload additional information in the document section below.
Project Summary:
We request funds to provide literacy and language development for children ages birth to five through
parent outreach programs, literacy programs for schools, and engaging books for 1,300+ children
and families from Aspen to Parachute. Funds will also support a part-time coordinator for Aspen.
Include a brief summary of the purpose of the
grant.
We requested and received a grant to fund literacy and language development for children ages birth to five
through parent outreach and education, literacy programming for preschools and kindergartens, and high-
quality books for 1,400+ children whose families live and work from Aspen to Parachute. Funds also supported
a part-time coordinator for programming in Aspen.
Describe the impact that City of Aspen grant funds had on your organization, and the population you
serve, in 2023:
We served children ages 0-5 and their families. The population we have served and focused on this year
in the Aspen area includes the local public preschools and preschools that support families with
socioeconomic challenges. We also support two private preschools and a multicultural community of
families in our outreach program at the Pitkin County Library.
We hired a part-time bilingual coordinator in January of 2022 who has increased our programming in
multiple schools and one library and continues in this position in the Aspen area.
We maintained our services in five schools.
We served 4 classrooms, equaling 60 children at the Early Learning Center.
Kindergarteners participated in the Red Book program at Aspen Elementary School, and the 123 Let’s
Read program at The Cottage on the Aspen School District campus. (90 children and their families)
We provided the 123 Let’s Read program in two preschool classrooms at the Little Red Schoolhouse in 29
Snowmass Village. (24 children and their families)
We served the Woody Creek preschool with the 123 Let’s Read program. (26 children and their
families)
We provided the Blue Book Bag program to families at the Early Learning Center, the kindergarten
classes at Aspen Elementary School, and the families who participated in our Bolsitas Rojas program
in May of this year. (126 children and their teachers)
We continued with the Bolsitas Rojas early childhood Spanish-language outreach program at the Pitkin
County Library, which served an average of 16 families and their children weekly.
Red Book Bag, 123 Let’s Read, and Blue Book Bag Program Impacts:
78% of families said they read to their children 15 or more minutes per day
76% of families who participated in one of our book programs said they increased time spent reading
aloud at home with their children.
91% of parents engaged daily with their child in a shared activity that involved lots of talking (vocabulary
development)
Parent Testimonials
“My son loves to read and was very excited to show me the new books that he brought home to read. We
LOVED the trip to the library and my son talks about it every time we drive by. Thank you.”
Outreach Program Outcomes:
96% of families who participated in the Bolsitas Rojas programs said they increased time spent reading
aloud at home with their children.
92% of our families said that they read five days a week or more to their children
92% of parents engage daily with their child in a shared activity that involved lots of conversation
(vocabulary development)
Parent Testimonials
“It was very nice to spend time with the program and my children. We were able to spend more time together
as a family and it also helps us as parents. Thank you.
Discuss whether your organization has been able to accomplish the goals outlined in your application.
If you have not, describe the constraints that prevented you from doing so and how you plan to
address these in the future.
We are thrilled to share that we did meet the grant's goals with the support of the City of Aspen grant funding!
These funds helped us maintain the hiring of a part-time coordinator to provide outreach and programming in
the Aspen area. The ease of the pandemic has increased our services to local schools and the library. The
funding has also helped us maintain these programs for all schools and the library in the past year. Our
relationships are more robust and profound in the Aspen community. In the spring, we were invited to a
summer reading kick-off at the Pitkin County Library, which was an excellent opportunity to meet and engage
with many of the families we served throughout the year. We are excited to continue and grow our work in
Aspen and all other communities through Parachute.
Provide organizational success stories, and testimonials if appropriate, describing the impact that City
of Aspen grant funding has had on your served population.
I love every minute I get to spend with these sweet kids and their families at the Pitkin County Library. I love
seeing how well they know our routines and songs and how happy they are to read at home with their families.
Some moms have also shared how willing their children are to try new foods and how ready they are to take
deep breaths when they're having "big feelings" because of the FocusedKids curriculum I use in the program.
Also, seeing our group grow from having only one family attending at the beginning of last school year to
having 46 participants together (in a single session!) at one point truly warms my heart. We're making a
difference and helping parents connect with their children beautifully and meaningfully to support literacy,
learning, and overall well-being.30
-Andrea Suarez, Raising A Reader Program Coordinator at the Bolsitas Rojas Program at the Pitkin County
Library
Here is the link to some RAR parent testimonials-
https://www.youtube.com/watch?v=SBOJtIJW-Gg
Sometimes we share these success
stories/ testimonials with City Council
during a public meeting. Do we have
permission to do so?
Yes
Provide lessons learned for your organization over the past year, and how you plan to make improved
use of City of Aspen grant funding in future years, if awarded.
The main lesson we learned this year from the City of Aspen grant was that continuing the grant funding
helped us maintain an additional bilingual program coordinator to continue our work in this part of the valley.
Keeping this same program coordinator has also improved our relationships at the Pitkin County Library and in
the local schools we serve. These funds were necessary to maintain our financial stability and provide high-
quality programming to more families in the City of Aspen this year.
Due to the increased cost of living and the cost of mileage, we also learned that we will need to continue to find
ways to improve our funding to continue to serve all communities from Aspen to Parachute. All of our staff
currently live down-valley from Aspen, and we need to factor in an increase in our mileage funding specifically
for the City of Aspen. We have recently increased staff pay to keep up with inflation and the rate of pay in our
region. We will factor this financial lesson into all of our future budgets.
Approximately, how many hours of
community engagement did the grant
help your organization perform? (Hours
of engagement per individual x number
of individuals served):
12660
If you'd like to explain how you arrived at the number above, please do so
here.
This year we served 212 children and their families with funds from the City of Aspen grant.
On average, we encourage all of our families to read at home together five days a week for 15 minutes each
day, equaling 75 minutes, or 1.25 hours, per week. Through 35 weeks of direct program engagement and
support, we believe these children were served with 45 hours per year, equaling 9,540 total hours of reading,
literacy, and language engagement from our organization for all of the children and their families who
participated in one of our programs.
Additional hours with children, families and teachers served through our programs in the Aspen area include:
Weekly Bolsitas Rojas program at the Pitkin County Library
35 contact hours with children, families, and youth librarians * 16 families = 560 hours
Program Kick-Off, Reading to students in the classrooms and Program Management with teachers
Early Learning Center: 4 contact hours * 60 children = 240 hours
Aspen Elementary School and The Cottage: 20 contact hours * 86 children = 1,720 hours
Little Red Schoolhouse:12 contact hours * 24 children = 288 hours
Wood Creek Kids Preschool: 12 contact hours *26 children=312 hours
Financial Reporting
31
▼
Please include expenditure details and documentation outlining how City of Aspen funds were
utilized.
Program Coordinator Compensation
10 hours per week X 35 weeks
$8750
Program Coordinator Benefits
Benefits = 10% of compensation
$875
Mileage from Carbondale to Aspen
60 miles each week X .625 per mile
$1,125
Total
$10,750
Documents
Please attach any/all relevant documents to the below "Report Attachments" section. Include digital copies of
any recognition that your organization received due to work supported by this grant or organizational
promotional materials featuring the City of Aspen logo.
REPORT ATTACHMENTS
32
Aspen Center for Environmental Studies
Grant ID: G-2023-00842
Report Type: Impact & Outcome Report
Due: November 16, 2023
Report ID: 187
Award Amount: $21,900.00
Grant Type: Medium Application
Status New
Due At: 11/16/2023
Narrative Information
This impact report is due November 16, 2023 so that it may be evaluated by staff and volunteer grant
review committees during the review process of the 2024 grant cycle.
The impact & outcome report should cover four categories, described further below:
Use of Funds
Budget
Impact
Lessons Learned
Your Grantee Impact & Outcome Report should address the following topics at a minimum. You can
upload additional information in the document section below.
Project Summary:
This grant will be used for ACES Education programs.
Include a brief summary of the purpose of the
grant.
This grant supported ACES Ed programs in the 2022-2023 school year.
This past year, ACES continued to provide our in-school environmental science education and outdoor-field
science programs to students from Aspen-Rifle. Funding from the City of Aspen allowed these programs to
continue, ACES to offer scholarships, and ACES to provide crucial educational programming to the City's
constituents.
ACES provided full-time, weekly environmental science classes for each elementary student in Aspen, Basalt,
Carbondale, and Newcastle elementary schools. While this extends beyond the City of Aspen, the vast majority
of these students' families work in, commute to, and provide services in Aspen.
ACES has found that our ACES Ed programs in regional public schools from Aspen to Rifle are the best way to
engage low-income, underserved, and minority children and families in our surrounding communities. Between
these four partner schools,1,599 students received ACES’ in-school environmental education each week.
ACES provided 177 field programs in the 2022-2023 school at 12 different sites, ranging from the Maroon Bells
to East Elk Creek in Rifle. There were 3,967 student contacts, and 74.01% of schools received scholarships.
Describe the impact that City of Aspen grant funds had on your organization, and the population you
serve, in 2023:
Funding from the City of Aspen allowed ACES to increase the amount of educational field programs we offer as
well as increase access to our programs. In the 2022-2023 school year, ACES offered 177 field programs.
Already, 75% of schools need scholarships for ACES in-school environmental science education. Our field
programs serve 35+ schools in the Western Slope region, many underfunded and serving underrepresented 33
students from Basalt to Rifle. ACES provided over $20,000 in scholarships for schools in the 2022-2023
school year. ACES was able to go as far as aiding transportation costs for schools as well.
ACES served 1,566 in weekly environmental science education programs in Basalt, Aspen, New Castle, and
Carbondale. ACES additionally had 3,967 student contacts in field programs throughout the school year.
Additionally, funding from the City of Aspen helped ACES provide competitive salaries for our educators.
ACES increased our educator salaries by 20% in the last year. As an employer in the Roaring Fork Valley, we
have watched the cost of living skyrocket, and by offering competitive salaries, we can attract and retain
educators. This is also beneficial for students, who can build long-lasting relationships with educators who are
around for most or all of their elementary school years.
Discuss whether your organization has been able to accomplish the goals outlined in your application.
If you have not, describe the constraints that prevented you from doing so and how you plan to
address these in the future.
Yes, ACES has been able to accomplish the goals outlined in our application. ACES sought to educate
students and facilitate equal access to nature and our educators did just that. ACES served 1,566 students
weekly in environmental science education classes and provided 177 field programs to students all over the
Western Slope in locations like Rifle Falls, Aspen Mountain, and Sunlight Mountain.
Provide organizational success stories, and testimonials if appropriate, describing the impact that City
of Aspen grant funding has had on your served population.
Below are some testimonials from ACES Ed:
ACES brings local 4th-grade students to the Maroon Bells to explore how a rock can tell a story and how the
landscape of the Maroon Bells has changed over time. It's a challenging field program that includes a 2.5-mile
hike, with several stops along the way to explore the rocks. A few weeks ago, we had a group from Crystal
River Elementary School join us. At the end of the program, as we were gathering around the bus, I noticed
one of my students lying on the sidewalk with a smile on his face. I asked him how he was doing. He looked
up at me and said, "That was hard but beautiful," and then he asked, "Can you tell my [homeroom] teacher
how much fun I had?" I laughed and encouraged him to tell her himself. I noticed him opening up as the day
progressed. He loved leading the group!
All aspects of both trips to Hallam Lake in the fall and winter were phenomenal. Learning about the birds and
animals was fascinating to my students. I was amazed at some of the facts they learned on the trips that were
brought up later during classroom lessons. The educators were well prepared and ready for the age of my
class.
“The educators at ACES are always so kind, knowledgeable, and passionate about their jobs. I feel so grateful
to have worked alongside ACES for so many years. It has been an incredible asset to our school district. WE
ARE SO LUCKY!!!”
“Instructors were great, they were skilled at working with kids and helping with group management. They
stepped up and helped, guided, and modeled behavior while being outdoors. “
Sometimes we share these success
stories/ testimonials with City Council
during a public meeting. Do we have
permission to do so?
Yes
Provide lessons learned for your organization over the past year, and how you plan to make improved
use of City of Aspen grant funding in future years, if awarded.
ACES had an increasing demand for field programs this year that we could not satisfy.
We continued to aggressively seek and apply for funding to fulfill school scholarship requests. ACES hired a
second part-time educator, a part-time naturalist to help with field programs. This position was very valuable in
increasing how many students we can serve!
34
▼
Additionally, we needed more school buses for transportation. ACES Educators and the education team have
worked closely with scheduling bus transportation to maximize it.
Overall, the biggest lesson learned was that our salary increase has supported educators. If inflation keeps
rising, the problem of the cost of living will return, but for now, we have noticed that our educators are more
satisfied.
Going forward, if awarded additional funding from the City of Aspen, ACES plans to continue to offer
competitive salaries for our education team as needed, provide additional scholarships for schools, and hire
additional educators if needed.
Approximately, how many hours of
community engagement did the grant
help your organization perform? (Hours
of engagement per individual x number
of individuals served):
1695892
If you'd like to explain how you arrived at the number above, please do so
here.
427.5 hours of field programs over 3967 student contacts
427.5 x 3967.=
1,695,892 hours.
Financial Reporting
Please include expenditure details and documentation outlining how City of Aspen funds were
utilized.
In the calendar year 2023, ACES spent $28,002 on field programs for our ACES Ed programs. $20,100 was
for partner school programs that also receive ACES in school education. $7,902 was for non-partner school
field programs. ACES used $21,900 from the City of Aspen to help fund these programs. The remaining
amount was supplemented by other fundraising. Costs included were supplies, transportation, educator pay,
and scholarships.
Expenditure Details
Documents
Please attach any/all relevant documents to the below "Report Attachments" section. Include digital copies of
any recognition that your organization received due to work supported by this grant or organizational
promotional materials featuring the City of Aspen logo.
REPORT ATTACHMENTS
35
5Point Film Festival
Grant ID: G-2023-00979
Report Type: Impact & Outcome Report
Due: November 16, 2023
Report ID: 261
Award Amount: $16,500.00
Grant Type: Medium Application
Status New
Due At: 11/16/2023
Narrative Information
This impact report is due November 16, 2023 so that it may be evaluated by staff and volunteer grant
review committees during the review process of the 2024 grant cycle.
The impact & outcome report should cover four categories, described further below:
Use of Funds
Budget
Impact
Lessons Learned
Your Grantee Impact & Outcome Report should address the following topics at a minimum. You can
upload additional information in the document section below.
Project Summary:
The grant will be used to support 5Point in expanding its program and impact with our up valley audiences
in Aspen by enabling us to program in spaces where we can create unique experiences that connect and
inspire people to create a positive change in their own lives and communities.
Include a brief summary of the purpose of the
grant.
The City of Aspen Grant played a crucial role in supporting 5Point Film's initiation of its 2023 Summer Film
Series in Aspen. The grant facilitated a night of programming at the Wheeler Opera House in June 2023,
followed by a short films program at the Isis in August, in collaboration with Aspen Film. Additionally, a free film
program is scheduled at the Pitkin County Library at the end of November. We also brought a film program to
the Aspen Middle School in late spring of 2023.
The grant funds were utilized to cover organizational costs associated with the program, encompassing staff
expenses, marketing for the in-person events, and the arrangement of special guests who played a vital role in
enhancing the overall quality of the program.
Describe the impact that City of Aspen grant funds had on your organization, and the population you
serve, in 2023:
The grant generously awarded by the City of Aspen significantly bolstered the resources available to 5Point
Film, enabling us to expand our programming within the Aspen community. This funding played a pivotal role
in organizing four distinct film events, each featuring special guests and fostering valuable collaborations with
esteemed organizations like Challenge Aspen, Pitkin County Library, and Aspen Film.
The positive impact on the Aspen community was palpable, reflected in the increased attendance at our
programs and the meaningful influence our film screenings and engaging Q&A sessions had on the audience.
This support has not only enhanced our ability to provide enriching cinematic experiences but has also
strengthened the cultural and educational ties between 5Point Film and the vibrant Aspen community.
36
Discuss whether your organization has been able to accomplish the goals outlined in your application.
If you have not, describe the constraints that prevented you from doing so and how you plan to
address these in the future.
Indeed, we successfully achieved the objectives outlined in our grant application by expanding the scope of
our programming in Aspen, providing the community with a deeper understanding of 5Point Film's mission. The
educational and inspiring films we showcased, resonated with an increased number of attendees, allowing us
to establish a lasting presence that audiences can anticipate in the future.
This growth has been instrumental in fostering collaborations and partnerships with organizations such as
Challenge Aspen, Aspen Film, Pitkin County Library, and local filmmakers in Aspen. By bringing inspirational
films to our audiences, we remain dedicated to our core mission. These films not only share compelling stories
but also provide the public with unique access to the subjects featured, forging a deep and heartfelt connection
with our community.
Provide organizational success stories, and testimonials if appropriate, describing the impact that City
of Aspen grant funding has had on your served population.
With the support of the City of Aspen grant, 5Point Film successfully executed four film programs, commencing
with the Roaring Fork Valley premiere of professional sit-skier Trevor Kennison's film, "Full Circle." The film
received exceptional acclaim, surpassing the success of an encore screening at the Wheeler.
The positive reception is highlighted in a testimonial from Challenge Aspen:
Thank you for choosing 'Full Circle' to be a part of your summer film series and for including Challenge Aspen
in your planning! It was a phenomenal film, truly deserving of the big screen, and we cherished the opportunity
to connect with the community in this way.
So much gratitude to you both!
Brenna Sandstrom
Development Director
Challenge Aspen
Sometimes we share these success
stories/ testimonials with City Council
during a public meeting. Do we have
permission to do so?
Yes
Provide lessons learned for your organization over the past year, and how you plan to make improved
use of City of Aspen grant funding in future years, if awarded.
A pivotal lesson learned by 5Point Film as an organization underscores the significance of collaborating with
other organizations to forge stronger connections within our local community. Recognizing the importance of
giving back as a film organization with an established presence in the community, we purposefully diverge
from the conventional model of outdoor film tours, which primarily pursue ticket sales through a for-profit
approach. Instead, we actively seek collaborations with local non-profits to amplify their messages and assist
them in fulfilling their missions through our programming. Our meaningful connection with Challenge Aspen
this year exemplifies the success of this approach.
To enhance the utilization of City of Aspen (CoA) grant funding, we aim to identify opportunities in non-
traditional spaces for cost-effective film screenings, allowing us to increase the number of events we can host.
Additionally, we plan to refine our scheduling strategy to distribute our offerings more evenly throughout the
year, ensuring a sustained and impactful presence within the community.
Approximately, how many hours of
community engagement did the grant
help your organization perform? (Hours
of engagement per individual x number
of individuals served):
3850
37
▼
If you'd like to explain how you arrived at the number above, please do so
here.
550 attendees x 7 hours of programming =
This includes 4 film programs in Aspen, including 1 in Aspen Middle School.
Financial Reporting
Please include expenditure details and documentation outlining how City of Aspen funds were
utilized.
5Point CoA Grant Budget :
Program & Administrative Fees: $6,000
Advertising & Marketing budget (includes advertising costs): $3,500
Special Guest fee and travel: $1,500
Emcee host fee: $1,000
Film screening costs: $2,500
Wheeler rental: $2,000
Total cost: $16,500.00
The in-kind amount of the grant went to help offset costs during the Flagship Festival that allowed us to use
Aspen Show Tix as our ticketing outlet.
Revenue:
$2,754 from June screening (50% went to filmmakers – Level 1 Production – for Full Circle)
$470 from August screening (collab w Aspen Film)
Documents
Please attach any/all relevant documents to the below "Report Attachments" section. Include digital copies of
any recognition that your organization received due to work supported by this grant or organizational
promotional materials featuring the City of Aspen logo.
REPORT ATTACHMENTS
38
Jazz at Aspen Snowmass
Grant ID: G-2023-00942
Report Type: Impact & Outcome Report
Due: November 16, 2023
Report ID: 235
Award Amount: $69,400.00
Grant Type: Large Application
Status New
Due At: 11/16/2023
Narrative Information
This impact report is due November 16, 2023 so that it may be evaluated by staff and volunteer grant
review committees during the review process of the 2024 grant cycle.
The impact & outcome report should cover four categories, described further below:
Use of Funds
Budget
Impact
Lessons Learned
Your Grantee Impact & Outcome Report should address the following topics at a minimum. You can
upload additional information in the document section below.
Project Summary:
JAS June Experience: To help balance current increases in venue rental rates and lodging costs, allowing
ticket prices to remain reasonably priced and allowing JAS to present a broad spectrum of genres that
appeal to a wide array of community members, across 10 small/varied downtown Aspen venues.
Include a brief summary of the purpose of the
grant.
Grant funds were used for the JAS June Experience, which is a 3-night / 1-day, musical adventure with
multiple venues around downtown Aspen and 10+ shows nightly featuring a variety of artists and genres to
choose from. This year included the following artists: Galactic, Ruthie Foster, The Greyboy Allstars, Eliane
Elias, Black Joe Lewis and The Honeybears, Ms. Lisa Fischer and Grand Baton, Veronica Swift, Django
Festival Allstars, Naturally 7, Big Sam's Funky Nation, Monophonics, Cha Wa, Tony Monaco, Kevin Burt, Tuck
& Patti, Lucia Micarelli & Leo Amuedo, Chinobay Afro-Jazz Fusion, Chiara Izzi Trio, Jeff Hamilton Trio with
Tamir Hendelman & Jon Hamar, and Rebirth Brass Band.
Specifically, the grant funds from the City of Aspen were used directly to support the venue site fees associated
with the JAS June Experience. In 2023, JAS rented twelve (12) venues for Friday and Saturday, which was two
more than 2022 and offered additional programming on Thursday night. In 2022, There was only one show
available to VIP passholders. In 2023, JAS offered four (4) venues, including the Belly Up, and offered it to all
Passholders. The venues consisted of: Belly Up, VIP Tent at the Durant Street Ice Rink, Wheeler Opera
House, W Hotel, The Sterling, Aspen Art Museum, The Lounge at the Aspen Mountain Residence, Bad
Harriet's, Wheeler Room, Wheeler Lobby, Here House, Felix Coffee House and the Limelight.
Describe the impact that City of Aspen grant funds had on your organization, and the population you
serve, in 2023:
Financial support from the City of Aspen gave JAS the opportunity to enhance and grow the JAS
June Experience. It allowed JAS to continue bringing the caliber of talent that the community has
grown accustomed to having. Grant funds directly benefited City of Aspen residents by offering a wide
arrangement of music and venues showcasing 63 performances over four days. This year JAS served an
array of Roaring Fork Valley residents (51%), other Colorado residents (19%) and visitors from out of state 39
(30%), a healthy mix of locals and visitors. Many of the attendees were first-time participants of the JAS June
Experience (42%) but will hopefully be returning patrons since 95% rated the experience at the highest of
satisfaction.
City of Aspen funding not only directly helped JAS through its support of the JAS June Experience,
but supported many businesses throughout Aspen through the rental fees paid by JAS for the weekend.
Additionally, it had an indirect impact on many other local businesses by having generated lodging, restaurant,
and activity revenue by both visiting attendees and Roaring Fork Valley residents.
Discuss whether your organization has been able to accomplish the goals outlined in your application.
If you have not, describe the constraints that prevented you from doing so and how you plan to
address these in the future.
The beauty of the June Experience is that it has so much potential to continue growing. Since its inception in
2019 in its new format, attendance grew exponentially and has stayed strong throughout the past few years
riddled with uncertainties surrounding COVID. For 2023, JAS had a goal to continue that growth and reach
over 3000 attendees, which we achieved and based on feedback, that trend will continue with the same
trajectory for 2024.
Provide organizational success stories, and testimonials if appropriate, describing the impact that City
of Aspen grant funding has had on your served population.
“Jim Horowitz and his staff at JAS Aspen Snowmass just brought another 4 days of great music to Several
venues in Aspen. This 30+ years of their dedication bringing joyous sounds to the community is felt by all
involved, from the staff to the volunteers, to those “hanging outside” to the patrons. And, guess what-all the
entertainers expressed genuine gratitude being invited to preform in our glorious town.” – Lorrie Winnerman
“Last night was wonderful. You all do amazing work bringing great music to Aspen. Thanks!” – Amnon Rodan
”Just a quick note to congratulate you on another fine June Experience. Michael and I took in Saturday and
had a great time. Lisa Fischer - WOW! Big Sam - FUN! Black Joe Lewis - SOLID!” - Kendall Smith – Director of
Programming at TACAW
“I went to the shows on Saturday night and was BLOWN away by the quality of the performers! I’m a blues
man and hung out for both sets of Black Joe Lewis. He sounds like Swampdogg and has the chops of Lyndsey
Alexander but is not even 40! The W was turned into a Chicago blues club and I’m soooo grateful for you guys
reminding me to attend! Great job!...Sending gratitude and appreciation.” -Christopher A. Marconi
“It was a ton of fun – I really enjoyed the format of wandering from place to place and being able to catch so
many great musicians in the span of 4 hours.” - Sarah Girgis, Arts & Entertainment Editor for The Aspen Times
“You've (JAS) taken this community on an amazing journey. One cannot underestimate the impact you've had
and the future for jazz, art, and culture that you're creating. Hat's, lids, and porkpies off to you.” – Michael
Lipkin
The new JAS June format is “A Blend of Continuity & Modernity” Rich Allen, Aspen Daily News June 22, 2023
“With staggered start times and jazz-adjacent genres like soul, blues & funk, more or less contained to
downtown Aspen, festivalgoers can hop to as many shows as possible in one night” Aspen Daily News June
22, 2023
“The format has a modernity in that it embraces a lot of venues, many of which were not here 30 years ago”
Aspen Daily News June 22, 2023
“The format rewards spontaneity…the personality that likes exposure to different things is rewarded here
because there are so many choices” Aspen Daily News June 22, 2023
“GOOD VIBES” Aspen Times Sarah Girgis June 24, 2023
JAS was able to successfully present the June Experience and provide its attendees a memorable weekend.
This was made possible through the grant received by the City of Aspen, the Donor VIP Pass contributions
and the non-designated gifts received through National Council contributions. These funds enabled general
admission prices to remain reasonable and serve a wide array of both locals and visitors. Without these funds
to subsidize the general admission pass price, the June Experience would either need to increase ticket prices,
dramatically, or would not be feasible to produce at all. 40
▼
The multitude of venues, combined with the vast array of artists, makes the June Experience unique and
special. Each venue offers a distinct ambiance that plays into the artists’ performance. The cost of multiple
venue rentals was, and continues to be, the largest financial challenge facing the June Experience as we plan
for a robust and varied attendee and listener experience.
Sometimes we share these success
stories/ testimonials with City Council
during a public meeting. Do we have
permission to do so?
Yes
Provide lessons learned for your organization over the past year, and how you plan to make improved
use of City of Aspen grant funding in future years, if awarded.
During our post event wrap meetings, a few items that we would like to improve upon are how to build
Thursday night up so that it can be offered to more General Admission passholders. The venues that we used
were smaller venues and we only had one show at Belly Up, which limited the number of attendees that could
participate. It was a new idea that we wanted to try out and since it was a success and there was pent-up
demand, we would like to expand the programming for it through the use of different venues that are larger,
combined with additional shows at Belly Up. We also need to look at the schedule and stagger the showtimes
a little more to allow people the opportunity to attend more shows in a night.
Approximately, how many hours of
community engagement did the grant
help your organization perform? (Hours
of engagement per individual x number
of individuals served):
71517
If you'd like to explain how you arrived at the number above, please do so
here.
3076 people served times a total of 23.25 hours of performances.
Financial Reporting
Please include expenditure details and documentation outlining how City of Aspen funds were
utilized.
JAS has attached the draft Statement of Activities for the 2023 June Experience. It is highlighted in yellow
what the City of Aspen grant funds went towards and paid a great portion. It helped pay for the facility rental
and the VIP Tent, which was a total of $166,302.81 in 2023.
Documents
Please attach any/all relevant documents to the below "Report Attachments" section. Include digital copies of
any recognition that your organization received due to work supported by this grant or organizational
promotional materials featuring the City of Aspen logo.
REPORT ATTACHMENTS
41
MEMORANDUM
TO:Mayor Torre and City Council
FROM:Diane Foster, Matthew Gillen, Liz Axberg
THROUGH:Sara Ott, City Manager
MEMO DATE:January 17, 2024
MEETING DATE:January 22, 2024
RE:City Council/APCHA Discussion, led by Council Members Ward
Hauenstein and John Doyle
REQUEST OF COUNCIL:The purpose of this work session is to allow the Aspen City
Council representatives to the APCHA Board to:
provide all City Council members with information about recent policy decisions
made by the APCHA Board and/or upcoming APCHA Board policy discussions;
gather more substantive feedback from City Council on APCHA policy; and
solicit input from the whole City Council about policy priorities for the APCHA
Board.
SUMMARY AND BACKGROUND:
APHCA currently operates under an Intergovernmental Agreement (IGA) found in
Appendix A, which defines the makeup of the APCHA Board of Director to include
one Director who is a sitting member of the Aspen City Council,
one Director who is a sitting member of the Pitkin County Board of County
Commissioners (BOCC);
one Alternate Director who is a sitting member of the Aspen City Council,
one Alternate Director who is a sitting member of the Pitkin County BOCC;
thee Directors who are jointly appointed by the Aspen City Council and the Pitkin
County BOCC; and
one Alternate Director who is jointly appointed by the Aspen City Council and the
Pitkin County BOCC.
The intent of this structure is that, in their policy deliberations on the APCHA Board, the
APCHA Board Members from the City Council represent the majority opinion of the City
Council and, by proxy, the will of the citizens of Aspen.
DISCUSSION:
The two APCHA Board of Director members from the Aspen City Council regularly
provide updates to their peers during City Council meetings about the recent APCHA
Board proceedings. While this is a useful endeavor, during the July 18, 2023 Joint Meeting
42
on Housing, elected officials from the City and County identified the need to provide more
substantive updates to one another, as well as the need to gather more input regarding
future APCHA Board policy discussions and policy prioritization.
Responding to that request, APCHA Board Director and Council Member Ward
Hauenstein and APCHA Board Alternate Director and Council Member John Doyle will
lead a work session discussion on February 22 and, with the support of City Council, will
facilitate similar work sessions in the future.
APCHA Executive Director Matthew Gillen, Aspen’s Housing Policy Analyst Liz Axberg
and Aspen’s Assistant City Manager Diane Foster will be on hand to answer questions,
however the discussion will be led by the City’s APCHA Board representatives.
Recent topics from APCHA Board agendas include:
January 17, 2024
https://www.apcha.org/AgendaCenter/ViewFile/Agenda/_01172024-196
o Discussion of Policy Changes/Recommendations to the Pilot Grant
Program
o Review & Possible Approval of HOA Capital Reserve Study Bid
December 13, 2023
https://www.apcha.org/AgendaCenter/ViewFile/Agenda/_12132023-195
o Amendments to the Aspen/Pitkin County Employee Housing Regulations
o 3rd Quarter HomeTrek Report
o Approval of APCHA’s 2024 Budget
APPENDICIES:
Appendix A: Intergovernmental Agreement between the City of Aspen and Pitkin
County Establishing the Aspen/Pitkin County Housing Authority
Appendix B: APCHA Strategic Plan - July 27, 2020
Appendix C: APCHA 2023-2024 Work Plan – October 16, 2023
CITY MANAGER COMMENTS:
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45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
The Aspen Pitkin County Housing Authority STRATEGIC PLAN
60
MISSION
APCHA supports affordable workforce housing for a sustainable community and a
prosperous economy.
We accomplish our mission through equitable policies, accountable management, and innovative
development to meet the changing needs of APCHA residents and the community. We effectively
communicate and partner with the community to accomplish this mission.
VISION
APCHA aspires to cultivate the country’s most vibrant mountain community – diverse, connected,
healthy, and thriving.
VALUES
Public Trust
Do what is ethical and in the public’s interest. Protect the housing
program’s integrity and accountability. Demonstrate equal
opportunity, fairness, and consistency in all actions.
Quality Service
Provide respectful, friendly, timely, consistent, and proactive
customer service. Provide fair and compassionate service. Increase
program simplicity and clarity to improve the customer experience.
Transparency Communicate frequently and accurately to increase public awareness
and understanding of the program, its rules, and decisions.
Accountability
Promote inventory and occupancy integrity. Adopt organizational
best practices. Create a culture of continuous improvement and
accountability. Demonstrate excellent financial stewardship and
governance.
Efficiency &
Effectiveness
Implement state-of-the-art systems, processes, and policies that
will increase customer and staff efficiency. Demonstrate value and
verifiable results to public and decision makers through reliable data
and reporting.
Equity
Provide equal opportunity of access to housing for qualified workers
at various income levels. Provide consistent and even-handed
enforcement of the housing regulations.
Innovation
Foster creative solutions to solve problems and increase cooperation
in the community. Be open to new and more effective ways of doing
business. Have a long-term vision and strategy for success.
61
GOALS
Goals to achieve APCHA’s mission will be used to establish annual priorities and workplans.
Strategies identified as potential priorities for fiscal year 2021 are indicated by an asterisk. As the
2021 work plan and budget is developed, these priorities might change. In addition, the tactical
elements for each strategy will be developed within the annual workplan.
1 Pursue organizational excellence
An organization maintains and enhances its
institutional structure and credibility through financial
and professional integrity, strong governance, and
excellent decision-making. Strong organizational
capacity will allow APCHA to fulfill its mission and
vision, create value by providing a broad range of
products and services, and innovate to maintain
our relevance.
STRATEGIES
1. Improve the governance and
operational infrastructure*
2. Ensure success and full
implementation of HomeTrek
2 Ensure financial and housing stock wellbeing within the
current financial realities of the city and county
An organization maintains and enhances its
institutional structure and credibility through financial
and professional integrity, strong governance, and
excellent decision-making. Strong organizational
capacity will allow APCHA to fulfill its mission and
vision, create value by providing a broad range of
products and services, and innovate to maintain
our relevance.
STRATEGIES
1. Improve the governance and
operational infrastructure*
2. Ensure success and full
implementation of HomeTrek
62
3 Assure the integrity of the social compact with the
community and our residents
Since its inception, APCHA has been a key component
of the upper Roaring Fork Valley community, entering
into a social compact not only with its residents, but
with the community at large. That social compact
requires open, transparent communication between
APCHA, our residents, and the community. The
integrity of that social compact is critical to assure
the achievement of APCHA’s mission and vision.
STRATEGIES
1. Increase clarity of eligibility,
residency requirements, and
rights of tenants/owners*
2. Review and align deed
restrictions to fully convey
expectations, responsibilities,
and obligations of deed-
restricted home ownership
3. Improve understanding
of and compliance with a
renewed social compact with
APCHA residents and the
community*
4. Improve the appeals process
4 Earn and maintain the public trust
Housing stability is a critical component of a thriving
community, and APCHA serves a critical role in
this regard. As a service program that relies on the
public’s support, APCHA must be able to earn and
maintain that public’s trust to achieve its mission
and vision.
STRATEGIES
1. Identify opportunities
to improve program
participation*
2. Improve the effectiveness of
public outreach
63
5 Apply housing expertise to help build community
Over its long history, APCHA has become nationally
and internationally recognized for its expertise
in assuring affordable workforce housing. As the
workforce ages and retires, and as the way we work
continues to change, APCHA can apply its expertise
and policies to assuring the community addresses
those changing needs.
STRATEGIES
1. Optimize occupancy in
APCHA properties
2. Examine opportunities to
broaden housing eligibility for
special circumstances
3. Formalize a plan for
participation in regional
housing issues
64
ACTION ITEM GOAL
APCHA Team
Staff Development (qualifications and property management)
Outcome: More sustainable
affordable housing program
over the long term
Hire an Outreach Coordinator
Develop public interaction support for staff
HomeTrek
Explore ways to improve/refine Community Portal to ease the use
of HomeTrek
Outcome: Increased trust through
greater transparency
Outcome: Evidenced-based
decision making
Continue work to try to reduce HomeTrek operating costs
Continue to refine Quarterly Reports to advise Board
Create ‘five button’ dashboard available to public with
relevant statistics
HomeTrek customer use tools
Compliance
Analysis/communication of audits
Outcome: Increased compliance
with APCHA Regulations
Outcome: Greater visibility of
APCHA’s compliance actions
Survey property managers/landlords of rental units (“scattered sites”)
Renewed emphasis on qualifications: internal procedures,
external transparency
SEPTEMBER 2023 – AUGUST 2024
APCHA WORKPLAN Updated October 2, 2023
65
ACTION ITEM GOAL
Regulations
Define/clarify regulations regarding: Eligibility (definition of
Pitkin County employee/employer), Employer Designated Units,
Conveyance outside bid process, in-complex bidders, prohibition of
home trades on a short-term basis, updates to grievance procedure,
updates to trusts, language on qualifications, affordability standards
Outcome: Improved program
alignment with community desires
Possibly rewrite of the appreciation schedule and ownership category
redevelopment
Community
Engagement
Outboard Outreach Coordinator, introduce to HOAs
Outcome: Increased trust
through increased community
understanding of the program
Engage City of Aspen communications team: Develop relationship,
products and outcomes, including strategic communications plan
Increase outreach in English and Spanish
Continue evaluating website update to enhance user experience
Housing Stock
Sustainability
Implement Essential Repairs Pilot Grant Program
Outcome: Greater program
sustainability (fairness, equity
and challenge of “first turn”)
Complete Capital Reserve study with partnering HOAs
Further refine rightsizing pilot program
66
Work Session Jan 22
Question #1: rental rates within categories.
➢ AMI as a measuring stick?
➢ Is the same rental for all within the category best?
➢ % AMI @ 28% for rent? Hot map rental rates at the low end versus the high end
of the category.
DOLA 2023
HUD 2022
67
➢ Note: from cat3 to cat4 there is a range of 74% of AMI.
Maximum Rental Rate
https://www.apcha.org/360/Maximum-Rental-Rates
Question #2: Increase income and lose housing?
There should always be incentives to increase household income. If household income
exceeds the maximum allowable for the category and unit they no longer are illegible to
stay in their housing. With a limited supply and high demand for rental units, there is no
guarantee that the household can find a unit in the illegible category. The result is that
increased income yields housing insecurity. This disincentive does not exist in
ownership units.
68
➢ Option: allow the household to remain in the unit yet pay rent for the category
rate.
➢ Option: give household priority to move into a higher category when one becomes
available.
➢ Option: allow category flex of units - same unit moves up then back down when it
is next available.
Question #3: If the Family has a full-time college student over 19, the
minimum occupancy requirement may no longer be met.
A family in rental housing may find themselves in housing insecurity. Downsizing is
desired but losing housing for a longtime family is not an acceptable result?
Question #4: Incentivize right sizing (gaining bedrooms) by awarding
significant cash. For example, $100 K to gain a bedroom.
➢ Challenge: moving family from one project to another.
➢ Challenge: sale price of each involved unit.
➢ Opportunity: APCHA actively seeks willing parties.
➢ Challenge: City and County need to provide funding.
➢ Opportunity: allow a retiring party to leave the system and realize a significant
bonus. A family has a three-bedroom unit and is retired. The do not have to work
and are not therefore benefiting the workforce. If the sell their unit the receive
$300K plus the unit selling price. Net gain for the workforce.
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MEMORANDUM
TO:City Council
FROM:Nicole Henning, City Clerk
THROUGH:Alissa Farrell, Administrative Services Director
MEMO DATE:January 11, 2024
MEETING DATE:January 11, 2024
RE:Next Generation (Next Gen) Advisory Commission Information
Mayor Torre has requested information pertaining to the Next Generation Advisory
Commission. The following memo provides background about the Next Generation
Advisory Committee’s membership numbers for City Council review.
Summary
The Next Generation Advisory Commission was created by Aspen City Council to
advance the policy interest of the 18- to 40-year-old demographic who live or work in
Aspen. The Commission consists of seven members and two alternates. All members
must live or work in Aspen, and half of the membership must reside within the Aspen
Urban Growth Boundary. A quorum is obtained when four members are present.
Membership Background
Current Next Gen Members include:
Tyler Wilkinson-Ray – Co-Chair
Zach Kops
Bailey Everhart
Marian Krogh
Currently, there are three openings for regular members and two openings for alternate
members on the Next Generation Advisory Commission.
The Clerk’s office has been steadfastly advertising for the past three years to fill this
commission with new membership after it became inactive for two years due to the onset
of COVID in 2020. At that time, there were a couple of Zoom meetings set up without
proper public notice, and then it was radio silent until the Clerk’s office received an email
in January of 2022, from the Chair at the time, Leah Fielding, saying she was resigning
as well as Christine Benedetti. Ms. Fielding stated that she felt the commission did not
receive any staff support from the city. Because of that email, Mayor Torre tasked the
Clerk’s office with advertising and recruiting to try and bring this commission back to life.
70
2
There was a new staff liaison assigned to the commission and interviews took place to
no avail. The Clerk’s efforts have been proven unfruitful, however, and consistent
membership or progress within the commission has not been achieved post COVID.
In November of 2022, the board had six members and met once. Shortly before the
December meeting, one of the members resigned. In April of 2023, a sixth member joined
the commission, but the meeting was canceled due to a lack of a quorum. In July of that
year, the Chair resigned along with the only senior member of the commission, leaving
four new members. In August and September of 2023, two new members joined the
commission, and one resigned in October. In December of 2023, the newly named Chair
resigned, and the Co-Chair has since been unresponsive, and no meetings have been
held.
In summary, over the past four years, consistent and sustained membership has not been
obtained, and on average, four to five vacancies on this commission have been standard.
71
ORDINANCE #1
Series of 2014)
AN ORDINANCE OF THE CITY COUNCIL OF ASPEN, COLORADO, CREATING "THE
NEXT GENERATION ADVISORY COMMISSION"AND MAKING INITIAL
APPOINTMENTS
WHEREAS, the City of Aspen places a high priority on engaging the public in civic
discourse. Public participation is essential in having a thriving political atmosphere.
WHERAS, it is clear from City meetings, representation on City boards and commissions
and participation in public engagement sessions that the 18-40 year old demographic is
underrepresented.
WHERAS, as these individuals are the future of Aspen, Council said it was important to
engage them in current City issues as well as hear what topics concern them the most.
WHERAS, for the past two years, one of City Council's top ten goals has been to
encourage and the 18 to 40 year old demographic in civic life, and
WHEREAS, the City Council desires to create an advisory commission composed of 18
to 40 year olds - "the next generation"to advise City Council on decisions that affect the future
and to make policies beneficial to the 18 to 40 year old demographic so they can thrive, life and
work here.
NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY
OF ASPEN, COLORADO:
Section 1
That the "Next Generation Advisory Commission"is hereby established as follows:
A.Qualifications — Seven members and alternates shall be appointed by the City
Council to the Board and each appointment must live or work in the Aspen Urban Growth
Boundary. All members shall be within the targeted demographic and if they get too old,
they're out!
B.Membership will consist of seven (7) members and one (1) alternate. A majority
of the Members must be City of Aspen residents. All Members must live or work in the Aspen
Urban Growth Boundary.
C.Members shall serve four-year terms.
D.All efforts will be made to appoint a commission that is representative of the Next
Generation demographic — in terms of age ranges, gender, working classification/incomes and
interests.
72
Section 2
Initial terms will be split between 1-year, 2-year, 3-year and 4-year terms so as to create
staggered terms—those initial appointments would be as follows:
Skippy Mesirow - Chair - 4 years
Christine Benedetti - Co-Chair - 3 years
Jennifer Bennett - Treasurer- 2 years
Kimbo Brown-Schirato - 1 year
Jill Teehan- 4 years
Lindsey Palardy - 3 years
Summer Woodson-Berg - 2 years
ALT: Catherine Lutz - 1 year
E.Meetings of the Next Gen board be at least four times/year. Meeting dates shall
be set and scheduled by the commission and publicly posted.
F. The Mission statement of the Next Gen is to advance the policy interests of the
18-40 year old demographic who live or work within the Aspen Area.
G.The Next Gen shall endeavor to encourage more citizens within their
demographic to partake in civic life and to participate in making Aspen a desirable and
attainable place to live for the 18 to 40 year olds.
Section 3
If any section, sentence, clause, phrase or portion of this Ordinance is for any reason held invalid
or unconstitutional in a court of competent jurisdiction, such portion shall be deemed a separate,
distinct and independent provision and shall not affect the validity of the remaining portions
thereof.
Section 4
Nothing in this Ordinance shall be construed to affect any right, duty or liability under any
ordinance in effect prior to the effective date of this Ordinance, and the same shall be continued
and concluded under such prior ordinances.
Section 5
A public hearing on the Ordinance shall be held on the 27th day of January 2014, in the City
Council Chambers, City Hall, Aspen, Colorado.
73
INTRODUCED, READ AND ORDERED PUBLISHP-D as provided by law by the City Council
of the City of Aspen on the 13th day of January 2GI4,'
Steven Skadro, , Mayor
ATT T:
Kathryn S. K h, City Clerk
FINALLY, adopted, passed and approved this 27th day of January 2014
Steven Skadron, Mayor
ATTEST:
Kathryn S. h, City Clerk
74
Ad Name: 9874466A LEGAL NOnCE
Z(
Customer: Aspen (LEGALS) City of Ordinance#
11NSeriCE
es2off'2014was HEARING
nfirst
reading at the City Council meeting January 13,
Your account number: 1013028 2014. This ordinance,if adopted,will create the
Next Generation Advisory Committee and make
initial appointments to that committee.The public
hearing on this ordinance is scheduled for January
South Galena.
PROOF OF PUBLICATION To seethe
enti4
atirre text,q to the3city's legal notice
website
http://www.aspenpKkin.coMDepartments/Cle rk/Le-
gal Notices/
IF you would like a copy FAXed or e-mailed to you,TZ:NU
the city clerk's office,429-2687
23Pub2014lished
in the Aspen Times Weekly on JanuaryAvisTIM:1
STATE OF COLORADO,
COUNTY OF PITKIN
I,Jim Morgan,do solemnly swear that I am General
Manager of the ASPEN TIMES WEEKLY, that
the same weekly newspaper printed,in whole or in
part and published in the County of Pitkin, State of
Colorado,and has a general circulation therein;that
said newspaper has been published continuously and
uninterruptedly in said County of Pitkin for a period
of more than fifty-two consecutive weeks next prior
to the first publication of the annexed legal notice or
advertisement.
The Aspen Times is an accepted legal advertising
medium, only for jurisdictions operating under
Colorado's Home Rule provision.
That the annexed legal notice or advertisement was
published in the regular and entire issue of every
number of said daily newspaper for the period of 1
consecutive insertions;and that the first publication
of said notice was in the issue of said newspaper
dated 1/23/2014 and that the last publication of
said notice was in the issue of said newspaper dated
1/23/2014.
In witness whereof,I have here unto set my hand
this 02/03/2014.
Jim Morgan,Gener Manager
Subscribed and sworn to before me,a notary public
in and for the County of Garfield,State of Colorado
this 02/03/2014.
9
Pamela J.Schultz,Notary Public
Commission expires:November 1,2015
4P Y pU
PAMELAJ.
SCHULTZ
Mr Cmftsion E*w 11101r4ls 75
Next Generation Advisory Commission (NGAC)
The Aspen Area Next Generation Advisory Board, an unincorporated association, agrees
to the following By-Laws effective this 10th day of June, 2013. These By-Laws supersede and
replace any and all prior By-Laws of the Board.
1. DEFINITIONS:
1.1. Annual Meeting: has the meaning described in Section 4.5.
1.2. Commission: Commission refers to the Aspen Area Next Generation Advisory
Commission which shall have an existence as determined by the Aspen City
Council. .
1.3. Constituency: all 18-40 year olds who live or work in the Aspen area.
1.4. Executive Committee: has the meaning described in Section 5.
1.5. Goals: Goals are defined in Section 2.2.
1.6. Members: Members are defined in Section 3.1.
2. MISSION AND GOALS:
2.1 Mission: To advance the policy interests of the 18-40 year old demographic who
live or work within the Aspen area.
2.2 Goals: The Board shall vote to approve annual Goals that promote the Mission at
the Annual Meeting.
3. MEMBERSHIP:
3.1 Members. There shall be one class of Members who will be comprised of
individuals between the ages of approximately 18-40 years old who live or work in the Aspen
area.
3.2 Expectations of Members. Members are expected, amongst other things, to: (i)
attend at least 75% of the Board meetings throughout the year, in person or by phone, (ii) sit on
and actively participate in a committee, (iii) attend a majority of committee meetings, in person
or by phone, and (iv) be an active and accountable participant in accomplishing the annual Goals.
4. BOARD:
4.1. General Powers. The Board shall have the responsibility, duty and power to
address the needs of the Constituency; to identify or propose the creation of policies and
programmatic opportunities; to address those needs and to inform the necessary elected and
appointed officials of those needs. The Board shall also serve as the meaningful voice to ensure
that the Constituency is engaging with the City of Aspen.
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BY-LAWS OF THE ASPEN AREA NEXT GENERATION ADVISORY BOARD
Page 2 of 8
A. 4.2. Number, Tenure and Qualifications. Seven members and alternates shall be
appointed by the City Council to the Board and each appointment must live or work in the Aspen
Urban Growth Boundary. All members shall be within the targeted demographic and if they get
too old, they’re out! Membership will consist of no less than seven (7) and no more than twelve
(12) – inclusive of alternates. A majority of the Members must be City of Aspen residents. All
Members must live or work in the Aspen Urban Growth Boundary. Members shall serve four-
year terms.
All efforts will be made to appoint a commission that is representative of the Next Generation
demographic – in terms of age ranges, gender, working classification/incomes and interests.
Initial terms will be split between 1-year, 2-year, 3-year and 4-year terms so as to create
staggered terms– those initial appointments would be as follows:
Skippy Mesirow - Chair - 4 years
Christine Benedetti - Co-Chair - 3 years
Jennifer Bennett - Treasurer - 2 years
Kimbo Brown-Schirato - 1 year
Jill Teehan - 4 years
Lindsey Palardy - 3 years
Summer Woodson-Berg - 2 years
ALT: Catherine Lutz - 1 year
4.3. Election of Members; Election of the Executive Committee. All openings on the
Commission will be filled by an appointment made by a majority of the Aspen City Council. The
NGAB may make recommendations to the City Council for candidates to be interviewed, but an
application must be made to the City Council in a manner designated by the City Clerk. At the
Annual Meeting, the Commission shall elect Executive Committee members for a one year term as
follows: (i) Chair of the Commission, (ii) Vice-Chair of the Commission, (iii) Treasurer and (v) any
other officers the Commission determines are necessary..
4.4. Regular Meetings. Regular meetings of Commission shall be held throughout the year
as determined by the Members. The Commission will meet at least six times throughout the year.
The Chair shall provide the Members with at least 10 days written notice of the location together
with the exact date and time of the meeting. Such notice shall be provided to the public by the Aspen
City Clerk as required by Colorado statute. An agenda for each meeting will be circulated to the
Members electronically by the Chair at least 24 hours in advance of the meeting and posted by the
Aspen City Clerk in accordance with Colorado law..
4.5. Annual Meetings. An Annual Meeting shall be held each year as determined by the
Executive Committee. Notice will be provided to the public by the Aspen City Clerk as required by
Colorado statute. At each Annual Meeting, the Commission shall elect Executive Committee
officers, set annual Goals, and determine the dates and times for Commission meetings in the coming
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BY-LAWS OF THE ASPEN AREA NEXT GENERATION ADVISORY BOARD
Page 3 of 8
year.
4.6. Special Meetings. Special meetings of the Commission may be called at the request of
the Chair or a majority of the Commission and will be noticed by the Aspen City Clerk in accordance
with Colorado statute.
4.7. Notice of Special Meetings. Notice of any special meeting of the Commission shall be
given at least ten (10) days previous thereto by written notice delivered personally or sent by mail, e-
mail or facsimile to each Member as shown in the records of the Commission and will be noticed by
the Aspen City Clerk in accordance with Colorado statute. Notices to the Commission members by
e-mail are expressly authorized and shall be considered to be written notice.
4.8. Telephonic Attendance at Meetings: One or more Members, after reasonable
prior arrangements, may participate in any meeting of the Board by means of a conference
telephone or similar communication by which all persons participating in the meeting can hear
one another simultaneously. Such participation shall constitute presence in person at such
meeting.
4.9. Quorum. Five Members, or one-half of the total number of Members plus one,
whichever is greater, shall constitute a quorum for the transaction of business at any meeting of
the Board.
4.10. Manner of Acting. The act of a majority of the Members casting votes at a
meeting at which a quorum is present shall be the act of the Board, unless the act of a greater
number is required by law or by these By-Laws.
4.11 Proxies. Once a calendar year, any Member may authorize another Member to act
for them by proxy in all matters in which a Member is entitled to participate, whether by waiving
notice of any meeting, voting or participating at a meeting or expressing consent or dissent
without a meeting. Every proxy must be in writing signed by the Member or sent electronically
directly from the Member’s email address of record, and must be received before the start of the
meeting to which it applies. A proxy is only valid for the specific meeting provided. Every proxy
shall be revocable at the pleasure of the Member executing it. Participation in a meeting by
proxy shall not constitute presence in person at such meeting, nor shall it be counted towards
quorum.
4.12 Action without a Meeting. Any action required or permitted to be taken by the
Board may be taken without a meeting if all Members consent in writing to the adoption of a
resolution authorizing the action and the written consent thereto is filed with the Secretary as
minutes of the proceedings of the Board. An email from the Member’s email address of record
with the Board shall be sufficient written consent for purposes of this section. If, after reasonable
efforts to reach a Member, a Member cannot be reached, then the Board may act without that
Member’s written consent.
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BY-LAWS OF THE ASPEN AREA NEXT GENERATION ADVISORY BOARD
Page 4 of 8
4.13. Vacancies. Any vacancy occurring in the Commission by resignation, removal or
otherwise and any vacancies to be filled by reason of an increase in the number of Members will be
made by the Aspen City Council. Any Member filling a vacancy shall complete the term of the
departing Member whose vacancy is being filled.
4.14. Compensation. Members as such shall not receive any stated salaries or other
compensation for their services on the Board.
4.15. Removal. Any elected Member of the Commission may be removed by the
affirmative vote of four votes of all City Council Members, whenever in their judgment the best
interests of the Commission would be served thereby.
4.16. Resignations. Any Member may resign at any time by delivering or emailing written
notice of their resignation to the City Clerk of the City of Aspen. Any such resignation shall be
effective at the time specified therein.
5. OFFICERS AND EXECUTIVE COMMITTEE:
5.1 Officers. The officers of the Board shall be a Chair, Vice Chair, Treasurer and a
Secretary. The Board may elect or appoint such other officers as it shall deem desirable, such
officers to have the authority and perform the duties prescribed, from time to time, by the Board.
Only one office may be held by the same person at any one time.
5.2. Executive Committee. The Officers shall lead the Board in decision making, set
the agenda for meetings, recommend annual Goals, and provide oversight and guidance to
committees.
5.3. Election and Term of Office. The officers of the Board shall be elected annually
by the Board at the Annual Meeting. If for any reason the election of officers shall not be held at
such meeting, such election shall be held as soon thereafter as conveniently may be. New offices
may be created and filled at any meeting of the Board. Each officer of the Board shall hold office
until the next Annual Meeting and until his or her successor has been elected. The Chair may not
serve more than two consecutive terms. However, for good cause, as determined by the Board
Recruitment Committee and approved by the Board, this term limitation may be waived for a
Chair whose contribution or participation will be difficult or impossible to replace.
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BY-LAWS OF THE ASPEN AREA NEXT GENERATION ADVISORY BOARD
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5.4. Removal. Any officer elected or appointed by the Board may be removed by the
affirmative vote of three-fourths of all Members, whenever in their judgment the best interests of
the Board would be served thereby.
5.5 Vacancies. A vacancy in any office because of death, resignation, removal,
disqualification or otherwise, may be filled by the existing Board for the unexpired portion of the
remaining term.
5.6 Chair. The Chair shall be the principal executive officer of the Board and shall in
general supervise all of the business and affairs of the Board. The Chair shall conduct all
meetings of the Board and the Executive Committee consistent with Roberts Rules of Order, or
another method of facilitating decision making adopted by the Board. In general, the Chair shall
perform all duties incidental to the office of Chair and such other duties as may be prescribed by
the Board from time to time. The Chair shall serve as the primary liaison between the Members
and the City of Aspen.
5.7 Vice-Chair. The Vice-Chair shall be the secondary executive officer of the Board
and, in the Chair’s absence, shall in general supervise all of the business and affairs of the Board.
In general, the Vice-Chair shall perform all duties incidental to the office of Vice-Chair and such
other duties as may be prescribed by the Chair or the Board from time to time.
5.8 Treasurer. The Treasurer shall be the chief financial officer of the Board. The
Treasurer shall (i) have charge of the funds, receipts and disbursements of the Board (ii) be
responsible for deposits in and withdrawals from the depositories of the Board, (iii) shall render
an account of the financial condition of the Board and of transactions, and (iv) in general perform
all duties incidental to the office of Treasurer and such other duties as may be prescribed by the
Chair or the Board from time to time.
5.9 Secretary. The Secretary shall (i) keep the minutes of the meetings of the Board;
(ii) see that notices are duly given in accordance with the provisions of these By-Laws; (iii)
maintain contact information of each Member, including mailing address and email address, and
(iv) in general perform all duties incidental to the office of Secretary and such other duties as
from time to time may be assigned by the Chair or by the Board.
6. COMMITTEES OF THE BOARD:
6.1 Committees. The Board, by resolution adopted by a majority of the Members,
may designate and appoint one or more acting committees, each of which shall consist of two or
more Members, which committees, to the extent provided in the resolution, shall have: the
designation thereto of authority of any such committee; provided, however, such delegation shall
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BY-LAWS OF THE ASPEN AREA NEXT GENERATION ADVISORY BOARD
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not operate to relieve the Board, or any individual Member of any responsibility imposed by the
By-Laws or law.
6.2. Permanent Standing Committees. The Board shall at all times have and maintain
the following committees with the following basic responsibilities:
6.2.1 Executive Committee. The Board shall have and maintain an Executive
Committee as more particularly described in Section 4.2.
6.2.2 Board Recruitment Committee. The Board Recruitment Committee shall
consist of at least two Members appointed by the Board, to identify and recommend
potential new Board members.
6.3. Other Committees. Other committees may be appointed in such manner as may
be designated by a resolution adopted by a majority of the Board present at a meeting in which a
quorum is present. Any Member of a committee may be removed by the Board whenever, in
their judgment, the best interests of the Board shall be served by such removal.
6.4: Removal. Any Member of a committee may be removed from a committee by the
affirmative vote of three-fourths of all Members, whenever in their judgment the best interests of
the Board would be served thereby.
6.5. Term of Office. There are no term limits for committee membership.
6.6. Committee Heads. Each committee shall have a chairperson.
6.7. Vacancies. Vacancies in the membership of any committee may be filled by
appointments made in the same manner as provided in the case of the original selections.
7. EXECUTION OF INSTRUMENTS; CHECKS AND ENDORSEMENTS; AND DEPOSITS
7.1. Execution of Instruments. Only the Chair of the Board, or the Vice Chair in the
Chair’s absence, has the authority to sign contracts, endorsements or any other documents on
behalf of the Board. Only the Chair or the Treasurer may sign checks and deposits on behalf of
the Board.
8. BOOKS, RECORDS AND BANK ACCOUNTS:
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BY-LAWS OF THE ASPEN AREA NEXT GENERATION ADVISORY BOARD
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8.1 Books and Records. The Board shall keep correct and complete books and records
of account and shall keep minutes of the Board meetings, as well as a record containing the
names and contact information of all Members, including mailing addresses and email addresses.
8.2 Bank Accounts. The Board may maintain one or more accounts, including, without
limitation, checking, cash management, money market or investment accounts, in such banks or
other financial institutions as the Board may select. All amounts deposited by or on behalf of the
Board in those accounts shall be and remain the property of the Board. Deposits and withdrawals
from such accounts shall be made by the Treasurer or signatories designated by the Board.
9. AMENDMENTS TO BY-LAWS:
9.1 Amendment. These By-Laws may be altered, amended or repealed and new By-
Laws may be adopted by an affirmative vote of three-fourths of all Members, if at least ten days’
written notice is given of intention to alter, amend or repeal or to adopt new By-Laws at a
meeting.
10. STATEMENT OF NON-DISCRIMINATION:
10.1 Notwithstanding any provision of these Bylaws, the Board shall not discriminate against
any director, officer, employee, applicant, or participant on the basis of sex, race, color, sexual
orientation, ethnicity or national origin.
THE UNDERSIGNED, being the at least a three-fourths (3/4) majority of the current Members,
hereby certify that they have, pursuant to Colorado law and other authority, adopted the foregoing By-
Laws as and for the By-Laws of the Board.
____________________________________ ____________________________________
Print name Member signature
____________________________________ ____________________________________
Print name Member signature
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BY-LAWS OF THE ASPEN AREA NEXT GENERATION ADVISORY BOARD
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