HomeMy WebLinkAboutagenda.council.worksession.20250113AGENDA
CITY COUNCIL WORK SESSION
January 13, 2025
4:00 PM, City Council Chambers
427 Rio Grande Place, Aspen
I.Work Session
I.A Armory Hall Adaptive Reuse: Land Use Application
I.B City Council Goals Work Update
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Work session memo_Armory Hall_1.13.25.docx
Exhibit A_Armory Hall Summary Application Letter.pdf
Exhibit B_Armory Hall Rendering Package.pdf
January 13 Council Goals Memo.docx
Work Plan Consolidated - January 2025.docx
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MEMORANDUM
TO:Mayor Torre and Aspen City Council
FROM:Jen Phelan, Development Manager
THROUGH:Tyler Christoff, Public Works Director and Rob Schober, Capital
Asset Director
MEMO DATE:January 6, 2025
MEETING DATE:January 13, 2025
RE:Armory Hall Adaptive Reuse:Land Use Application
_____________________________________________________________________
REQUEST OF COUNCIL:
Staff and the consultant team are finalizing a
land use application to request entitlements for
the adaptive reuse of Armory Hall. At the work
session, the team will highlight major features
of the project,will seek direction from Council
on key aspects of the project,and will update
City Council on progress and next steps.
SUMMARY AND BACKGROUND:
At the October 8th City Council meeting,
Resolution No. 129 (Series of 2024)was
adopted and provided direction for finalizing the schematic design of Armory Hall. Since
then,the consultant team has completed the schematic design and developed a land use
application that is being readied for submission.The application will address applicable
land use reviews such as Public Projects, Planned Development Amendment, View Plane
and Variance reviews well as other related reviews.Prior to submitting the application,
staff and the consultant team are requesting confirmation on several aspects of the
project that inform responses to the land use reviews and application.
Building Design/Façade Development.Resolution No. 129 included the following
language regarding the exterior design of the building:
“Façade Development. The current design direction of maintaining the primacy of the
Galena Street façade by providing a modest one-story addition that is set back from it,
selectively updating the Hopkins Avenue facade by increasing the window openings to
the ground on bays 1 and 2, opening up bays 3, 4 and 5, providing an opening on the
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east facade as well as a vestibule entry into the building, and providing a new canopy
along the northwest corner is the preferred design direction.”
The project team has continued to further the design of the building and considered
feedback from Historic Preservation staff which has resulted in the following changes
since the October 8th meeting.
Materials on Addition.Additional consideration of the material palette has resulted
in a change from sandstone for the one-story visitors center addition along the
alley and the Hopkins Ave.entry vestibule to a dark metal, with initial consideration
of copper as the preferred material. The choice of this high-quality material
provides a rich finish and creates greater differentiation between old and new while
reinforcing the Industrial style of the building. Metal window casings and large
window openings along Hopkins Ave. relate to the storefront style windows that
are in the commercial downtown. The roof, currently asphalt shingles,is also
proposed to be metal, adding to the cohesiveness of the material palette, while
referencing a material used in the past. Previously the roof was comprised of wood
shingles as well as metal at different periods of its lifespan.A darker paint color,
more in line with the historic record, is being considered for the dormers and
existing window casings. Any final material selection for the building will consider
durability, cost, and quality.
Figure 1: Galena Street perspective
Figure 2: Vestibule entry
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Hopkins Avenue Façade Alternatives.The Hopkins Ave.facade includes five bays,
which have undergone various levels of alteration over time. At the October 8th
meeting,Council noted its preference for removing a non-original eave overhang,
opening bays 3, 4,and 5,and the installation of a new canopy on the Hopkins Ave.
facade.Of the five bays along the façade, it appears from the photographic record
that minimal to no changes have occurred to bays 3 and 4, while bays 1, 2, and 5
have experienced varying changes over time. Based on conversations with staff
from the Community Development Department, a second facade option has been
developed. Focusing on changes to previously modified bays, this alternative
façade option removes the extended eave overhang and provides a new canopy
above bays 2 and 5, with a large expanse of windows in each bay,while
maintaining the current condition of bays 1,3 and 4.With this second option, the
main level floor plan programming is modified to accommodate the façade
changes and will be discussed further at the work session.
Figure 3: Hopkins Ave. façade alternatives
Public Realm.The resolution adopted in October also supports “the expanded parkway
and concept for Conner Park.” Both features have continued to be progressed.
Expanded Parkway.With great south facing exposure, the Hopkins Ave. parkway
is proposed to be expanded with the removal of up to six on-street parking spaces.
This on-street parking will be replaced with seating and landscaping that will invite
people to dwell and create better connectivity to Conner Park. The removal of the
extended eave along this façade and installation of a new canopy is critical to
safely convey rain and snow to maintain a safe pedestrian experience.
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Figure 4: Parkway enhancements
Conner Park.Considered one parcel, the land use application anticipates
incorporation of improvements to Armory Hall and Conner Park. The Parks
Department has continued to refine potential improvements to the park allowing
for better accessibility and useability. A slightly raised deck under the large spruce
will allow for seating, while a graded ‘yard’ with a small stage (replacing the existing
platform) will allow for multiple uses and activation. Some off-street parking is
maintained, while additional bike racks will support multi-modal transportation
options and updated plantings are also proposed.Three or six parking spaces are
provided on-site dependent on whether an informal play area is provided.
Figure 5: Site Plan options -six or three parking spaces without or with informal play area
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Land Use Reviews. The land use application will include requests for approval of multiple
land use reviews to gain entitlements for the project. A few reviews are highlighted here
to provide City Council background on certain reviews and their relevance to the land use
application.
Public Projects.As a public facility, the City of Aspen can be reviewed as a Public
Project allowing for a two-step review process, first with a review and
recommendation by the Historic Preservation Commission and then a final
decision with the City Council.
Planned Development.A Planned Development is a site-specific approval where
all uses and dimensional standards will be memorialized for both Armory Hall and
Conner Park.
Growth Management Quota System (GMQS).The City of Aspen requires
employee generation to be mitigated when development occurs. Armory Hall is
currently considered an Essential Public Facility (EPF) as it housed City Hall. The
proposed uses for the adaptive reuse include a food hall, retail and/or grab and go,
community gathering spaces, and a visitor center. As the project is being initiated
by the City and the building will continue to be owned by the City, the building will
continue to be considered an EPF.
Typically, an EPF’s employee generation rate is developed based on its unique
operational characteristics and memorialized during a land use review; however,
any remodel of a historic structure, such as Armory Hall, is exempt from the
requirements of GMQS if certain parameters are met. Specifically, in
circumstances where the building’s overall Floor Area is not increased and
demolition is not triggered, employee mitigation is not required. Currently, the
design team does not believe either threshold will be exceeded, therefore a growth
management review is not expected to be required.
View Plane Review and Necessary Variance.A view plane review is required for
this project as a portion of the site is located within the Courthouse View plane.
View plane reviews affect the allowed height of buildings and structures. With a
proposed one-story addition and vestibule to Armory Hall and minimal structures
proposed on Conner Park, the view plane review can be met; however, a technical
variance for some mechanical equipment within a sunken portion of the roof will
be requested, as the mechanical is taller than allowed from the point of attachment.
The roof and mechanical equipment location is being designed to ensure that the
equipment is not visible from the ground.
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Special Review. As an Essential Public Facility, all parking and transportation
requirements are established through Special Review. Off-street parking and
mobility improvements will be determined during the review process.
Land Use Review/Construction Timeline. Having a good idea when project milestones
will be completed allows a developer to forecast start and end dates for different phases
of a development project. The consultant team is concurrently moving the land use
application and Design Development (DD) drawing set forward and expects the DD
drawing set to be completed in April 2025. If no substantive changes to the land use
application occur, a Construction Documents (CD) drawing set is estimated to be
completed in an estimated six months, allowing for a building permit application to be
submitted in Q4 2025.
Having a realistic idea of timing for the land use and building permit review will allow the
team to forecast a reasonable window for finalizing the CD drawing set and submission
of a building permit application, followed by forecasting a construction start date. Certain
types of projects, such as affordable housing development, are available for expedited
land use and building permit review. At this time, the Armory project does not
automatically qualify for an expedited review process, though this is something that City
Council can provide direction for. Having an expedited review process for Armory Hall will
assist in creating some reliability in forecasting and completing the project in a timely
manner. Ideally, with a February 3
rd submission, a review and recommendation by the
Historic Preservation Commission in April and City Council review in May can maintain
project momentum.
Scope Expansion/Contract Change Order. In May the consultant team provided City
Council with an initial operating budget for the proposed program, which showed a
modest revenue stream. The subject matter experts (Immersed and Ripple Creek
Properties) noted that to make Armory Hall appealing to an operator, the building would
need to be delivered in a turnkey fashion. The original contract anticipated the City
delivering the building in a white box condition and did not anticipate the visitor center
addition. The added scope requires consideration and approval of a change order to the
consultant team’s contract.
DISCUSSION:
To finalize the land use application and continue moving the project forward, staff and the
consultant team seek verification of several items. Once confirmed by a majority of
Council, the consultant team will finalize and submit the land use application. The team
is targeting submission of the land use application no later than Monday, February 3rd,
which will seek approval for both the adaptive reuse of Armory Hall and improvements to
Conner Park. The topics associated with the land use application are broadly divided into
two categories: 1) design and 2) review timeline. Additional information on an upcoming
change order and related project development is also included.
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Design. Staff would like to confirm that the changes to the material palette are supported
and verify which design option for the Hopkins Avenue façade is preferred.
Material Palette.Staff would like to confirm that the changes to metal for the alley
addition, vestibule on the east side of Armory Hall and the roof are acceptable.
Staff would also like to confirm that a darker paint color can be considered.1)
Please confirm the change from sandstone to metal for the additions and the
introduction of a metal roof are supported as well as consideration of a
darker paint scheme.
Hopkins Avenue Façade Treatment.As mentioned earlier, the design team has
developed a second option for the Hopkins Avenue façade. This alternative
focuses on changes to two bays (2 and 5) that have experienced alterations in the
past, rather than changes to the three latter bays (3, 4 and 5). With the extent of
changes proposed in the original treatment of the Hopkins Avenue façade, Historic
Preservation staff expressed concern over compliance with certain aspects of the
Historic Preservation Guidelines, particularly with the extent of removal of some
remaining historic material and cladding of the brick. The modified option is in
greater alignment with the Guidelines and was better received by Historic
Preservation staff but entails some reconfiguration of programming within the
building.
Both options include the removal of the extended eave along Hopkins Ave., which
restores the eave back to its original condition and is critical to maintaining a safe
public realm. Both food hall experts, Immersed and Ripple Creek Properties, have
noted that the more one can bring the outside in and vice versa the better,
preferring the original facade design option irrespective of the guidelines. The
Council, however, has the added responsibility of being a steward to the historic
resource and the consultant team recognizes that the second facade option is an
easier path for receiving a positive recommendation from Historic Preservation
staff. The design team prefers the original facade option but is confident that the
alternative option will be a viable alternative if desired by Council.
The draft land use application has been written assuming the more conservative
facade changes move forward but can be modified based on direction given.2)
Please confirm which façade treatment, and corresponding programming, to
include in the land use application.
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Public Realm.The expanded parkway along Hopkins Ave. will take advantage of
great southern exposure and provide an area to dwell while creating improved
connectivity with Conner Park. Key to maintaining the expanded parkway in a safe
condition is the restoration of the extended eave to its original condition so that
snow and water can be conveyed from the roof and not impact the sidewalk and
dwell areas. Currently the extended eave drains onto the existing landscaped
parkway which will be converted to a pedestrian walkway. Historic Preservation
staff are concerned with the proposed removal of the expanded eave, as a
preservation guideline notes that alterations that gain historic significance over
time should be maintained; however, another guideline provides that eaves should
be returned to their original depth. 3) Please confirm that the land use
application should include removal of the extended eave as part of the
Hopkins Ave façade changes, restoring the eave to its original historic
condition.
The design of the parkway takes into consideration connectivity with Conner Park
so that both spaces work seamlessly together. Similarly, the application being
readied for submission considers both Armory Hall and Conner Park one
application, allowing for improvements to benefit the entire site regardless of
location. 4) Please confirm that both the parkway and Conner Park
improvements should move forward. Please confirm if off-street parking
should be maximized.
Land Use Review/Construction Timeline. To create greater reliability in the land use and
building permit review processes, staff is checking with Council to see if both reviews
should be expedited. Having a better idea of when the application can be scheduled
before both the Historic Preservation Commission and the City Council will assist in
creating more certainty on the overall timeline. In the alternative, a typical timeline for a
land use application is approximately six months or longer.
Similarly, having Armory Hall expedited during the building permit review will assist in
targeting a construction start date and a subsequent opening date for a remodeled
Armory Hall as a permit can take well over a year to issue. 5) Please confirm whether
you would like Armory Hall to be expedited for the land use review, with an
anticipated HPC review in April and City Council in May 2025. Please also indicate
if an expedited building permit review is of interest, although the details of an
expedited building permit review timeline can be discussed and determined as the
project gets closer to building permit application.
It is also important to start targeting a construction start date to maintain project
momentum, ensure project milestones can be met, and line up and ensure a preferred
construction firm and team members. Staff has been targeting June/July 2026,
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recognizing that funding options may affect a start date. At this point, staff is seeking 6)
confirmation that a June /July 2026 start date is supported.
Scope Expansion/Contract Change Order – The original scope of the project anticipated
the adaptive re-use of the building to occur within the original footprint of Armory Hall and
for it to be delivered in a white box condition. Through the schematic design process, an
alley addition to the building and new vestibule entry was determined to be the best design
solution to house the proposed programming. This adds scope to the project, with
additional product and code research, assembly development, and building detailing.
Also, to develop the expanded parkway through construction documents, additional
scope for some sub-consultants is required. These are the greatest drivers for a portion
of a proposed change order and are approximately $500,000.00.
Interior design services for fixed finishes and Furniture, Fixtures and Equipment (FF&E)
will also be included in the change order. The interior design services will be provided by
CCY Architects. The fee associated with this scope is also approximately $500,000.00.
This will allow for a turnkey handover of the building to an operator, which was the advised
approach by the operator experts and is expected to encourage interest with potential
operators.
The current contract with CCY Architects, through Construction Documents. is for
$2,272,510.00 (plus administrative fees and reimbursables). Adding the two components
of the change order will increase the fee to $3,272,510.00. Considering this amount in
light of a construction budget which is anticipated at $35 million, the soft cost fee reflects
9.3% of anticipated construction costs and is in line with past city projects. Staff
anticipates discussing the change order in more detail at the work session, to ensure City
Council is comfortable with moving the change order forward.
Process. To keep the project moving forward and maintain momentum, the following
steps are underway.
Land Use.A land use application will be submitted with a target of February 1
st
and will incorporate any direction provided by the City Council at the January 13th
work session. As allowed in the land use code, the application will follow the Public
Projects process as have other city initiated projects such as the city offices (city
hall) and the Lumberyard affordable housing. This provides for a two-step review
process, first by a recommending body (HPC) and then by City Council.
Addition of a Construction Manager/General Contractor (CM/GC) for Cost
Estimating.Six proposals from construction firms were received for cost estimating
and preconstruction services. Selection and contract finalization should occur by
the end of February.
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Start of Design Development.The consultant team has already begun to progress
design development, minimizing the overall design timeline.
An RFP Soliciting Operators/Licensees.will be issued after selection of the CM/GC
partner, concurrent with progression of Design Development. Staff is working with
the operator experts to determine the appropriate time to issue an RFP, to ensure
enough progress has been made to gain interest by operators.
Construction manager as Advisor (CMa) RFP. On larger projects, the City has
hired a construction manager as advisor to augment staff’s capacity. With the size
and complexity of the adaptive reuse of Armory Hall, staff intends to issue an RFP
for assistance with coordination for overall project readiness and construction
oversight.
FINANCIAL IMPACTS:
Spending authority for the design work and operational study work was approved with the
consultant contract for CCY Architects. No spending authority has been approved for the
remodel of the building but will be discussed during the 2026 annual budget review. As
mentioned in May, taking the design from a white box to a tenant finish product will affect
the design contract scope and require additional funds. Incorporating an addition for the
visitor center into the project will also increase scope and require a change order to the
current design contract. Staff is still working with the design team to finalize the details of
a contract amendment however it is anticipated that the change order will add
approximately $1 million dollars to the contract.
ENVIRONMENTAL IMPACTS:
As the project is in the design phase, no environmental impacts are occurring; however,
the design is considering the minimization of the building’s environmental footprint as it is
progressed.
ALTERNATIVES:
Council can consider a change in design direction if the basis of the change order
(addition to the building and a turn-key finish) is of concern. Another option would be to
pause the project.
RECOMMENDATIONS:
Staff requests confirmation of the five questions posed within the memo.
CITY MANAGER COMMENTS:
ATTACHMENTS:
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Exhibit A: Land Use Application Summary
Exhibit B: Rendering Package
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Aspen Armory Hall DRAFT Land Use Application
January 6, 2025
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COVER LETTER
City of Aspen Community Development Department
Mr. Ben Anderson and Ms. Gillian White
Aspen, CO 81611
427 Rio Grande Place
Dear Mr. Anderson and Ms. White,
We are excited to share this application for an adaptive reuse of the Aspen Armory Hall building to
support its next iteration as a key community gathering space in Aspen. The proposal would
convert the Armory to a community gathering space and food hall, with community meeting
spaces, restaurant and beverage uses, and a new visitor’s center. In addition, improvements to
Conner Park to improve its functionality as a downtown gathering place are incorporated into the
proposal.
Over the years, the Armory has functioned as a place for the community to gather as well as the
heart of the local government. Its history as an important civic building, as well as extensive
community engagement over the past three years, has directly informed this proposal.
The goals of this project are to:
• Add new programming to Aspen that meets the needs of the greater community while
contributing to a lively and diverse downtown
• Integrate design elements that will foster connection and relationship to Conner Park
• Improve public access to the Armory building and Conner Park
• Maintain the historic character of the Armory
• Focus on sustainable design and building practices
• Rehabilitate the structure so it can be of service to the Aspen community into the future
ASPEN ARMORY HALL SITE CONTEXT AND BACKGROUND
The City of Aspen is making this application to restore the Aspen Armory Building as a central place
for civic and social life within the community. The Armory has served Aspen’s community in many
ways throughout its history, but a consistent purpose has been its role as a public-facing
community hub. To honor the Armory’s history and perpetuate its legacy for future generations, the
next chapter of the Armory must strategically incorporate design, market-supportable uses,
preservation of its historic character, flexible programming, and amenities and services that meet
the present-day needs of Aspen’s community. The restored Armory Building will provide for a
mixed-use experience and be accessible and inviting to both residents and visitors from all walks of
life.
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Site Description
The Armory Site is located at 130 S. Galena St. at the southwest corner of S. Galena St. and E.
Hopkins Ave., as shown on the aerial photos (Figures 1 and 2 below). Conner Park is located
immediately to the east of the Armory Building, and the two share one lot, approximately 17,298 sq
ft in size.
Figure 3 Aerial Image of Aspen Armory Building – Parcel #: 273707331851, Source: Pitkin County Assessor’s Office
Presently, the building encompasses approximately 19,000 square feet including a basement and
three floors above the street level. Most recently, the building functioned as the City of Aspen City
Hall. In 2022, the city moved most of its offices to a new building on Rio Grande Place, and the
Armory Building is being used for the City’s IT and Utility Billing Departments, but otherwise has
had limited occupancy.
Figure 1 Aspen Armory Site Location – 130 S. Galena St., Aspen, CO
Figure 2 Aerial Image of Aspen Armory Building – Parcel #: 273707331851, Source: Pitkin County Assessor’s Office
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The building has many spaces requiring renovations, both to accommodate new needs and to bring
the building up to current building, energy, and accessibility codes. The parcel is centrally located
within downtown Aspen and is on a corner lot, making it highly visible and accessible to the
community.
There is currently on-site parking located in the alley on the northernmost side of the building. This
parking includes 11 parking spaces that have been signed for 30 minutes to enable short trips into
the Armory Building. The property includes seasonal bike racks accessible from the alley, and a
We-Cycle station that is also seasonally located in the Hopkins Ave right-of-way.
There are sidewalks on Galena Street and Hopkins Avenue, and a walkway located on Conner Park
to the east providing an additional north-south connection adjacent to the building. Additionally,
there are three entrances to the first floor, one from the parking area to north, one from the west on
the front of the building on S. Galena St., one on the south side of the building close to the
southeast corner. An exterior stairwell on the eastern side of the building provides direct access to
the basement from Conner Memorial Park.
The site is one block from E. Main St. and is surrounded by a variety of uses including retail, office,
hospitality, and residential. Adjacent to the site is St. Mary’s Catholic Church to the north, Conner
Memorial Park to the east, high-end retail, and office space to the south, and retail and restaurant
space to the west.
Location & Site Features
Figure 3 shows the street view of
the southwest corner of the
Armory Building from a north-
facing viewpoint on S. Galena St.
Figure 4 shows the street view of
the Armory Building from a
south-facing viewpoint on S.
Galena St. This image shows the
northwest corner of the building
and the northern side of the site,
including the alleyway access to
onsite parking.
Figure 4 Street View of Southwest Corner, Source: Google Earth
Figure 5 Street View of Northwest Corner and Alley Access to Parking,
Source: Google Earth
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Figure 5 shows the street view of the Armory Building from a west-facing viewpoint on E. Hopkins
Ave. In addition to the southeast corner of the building, this image also shows Conner Memorial
Park, which spans the entire
eastern side of the site. Although
not visible, the eastern side of
the building also includes the
external stairwell, which
provides direct access to the
basement level.
Figure 6 shows the street view of
the Armory Building from a west-
facing viewpoint on S. Hunter St.
The buildings shown in the
foreground are not part of the
Aspen Armory site. This image
illustrates the eastern access to
the alley, which leads to parking
on the north side of the building.
This entrance to the alley is directly opposite to the one shown in Figure 4 above.
Zoning & Land Use
The Aspen Armory is recognized as
a national landmark and historic
site and is in the Commercial Core
Historic District, designated by
Ordinance 49, 1974. As illustrated
by Figure 7, the Armory site is
located in the Public (PUB) zone
district1. In addition, it is located in
the Commercial Core Historic
District and is a designated
Landmark. Conner Park is located
to the east of the Armory on the
same parcel within the Park (P)
zone district and is also historically
designated. Dimensional requirements in the Park Zone District also require a Planned
Development.
1 City of Aspen Planning and Zoning Map, 2023.
Figure 6 Street View of Southeast Corner Adjacent to Conner Memorial
Park, Source: Google Earth
Figure 7 Street View of Alley Access Leading to Northeast Corner of
Site and Parking, Source: Google Earth
Figure 8 Aspen Armory Zoning and Land Use Map, Source: City of
Aspen Planning and Zoning.
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As defined by the City of Aspen’s Land Use Code , Title 26 – Land Use Regulations, Part 700 – Zone
Districts, the Public Zone District (PUB)2 is intended to provide for the development of
governmental, quasi-governmental and non-profit facilities for cultural, educational, civic, and
other non-profit purposes. The Park Zone District (P)3 is intended to provide land that is developed
for a recreation use in a manner that is cohesive with the neighborhood context. All dimensional
requirements for the parcel are set through a Planned Development (PD). In addition, as a property
located in the Commercial Core Historic District and individually designated as an Aspen Historic
Landmark, the Armory is subject to specific commercial and historic design guidelines.
HISTORY OF THE CITY OF ASPEN AND ARMORY HALL
The Armory building opened in 1892 as Aspen was growing quickly due to the silver mining
industry.4 At the time, Armory buildings often resembled the architectural style of fortresses and
were commonly used throughout the United States for local militia operations. In contrast, the
Aspen Armory’s modest design reflected the civic character of Aspen and emphasized the
ceremonial intent of the local militia.
Over the past 133 years, Armory Hall has evolved and served the Aspen community in a variety of
ways. For the first 58 years it was primarily a mixed-use social space and was the site of countless
cultural events and meetings. In the 1960’s the building was renovated and converted to house the
city’s offices, transitioning its purpose to a civic role.
The use of the Armory has evolved over the past 133 years to meet community needs over time. A
full timeline providing an overview of the history of the Armory Hall site within the context of the City
of Aspen’s history can be found in Exhibit XX.
ASPEN ARMORY HALL PLANNING AND DESIGN PROCESS
The City of Aspen and its consultants have engaged in a rigorous planning and design process
informed by Council direction and community engagement over the last decade. This section
provides an overview of the process which informs the redevelopment proposal. A detailed
Community Engagement Summary is also included as Exhibit XX.
2 City of Aspen Land Use Code, Title 26 – Land Use Regulations, Part 700 – Zoning Districts, Sec. 26.710.250. -
Public (PUB).
3 City of Aspen Land Use Code, Title 26 – Land Use Regulations, Part 700 – Zoning Districts, Sec. 26.710.240. -
Park (P).
4 The History of the Aspen Armory Report (pg. 10), Prepared by: Suzannah Reid, Reid Architects, inc. March
2022
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Re-envisioning Aspen’s Armory Hall | An Overview of Planning and Design
Process:
Determining the Primary Use for the Future
In 2015, the city asked voters to choose between the Armory building’s use as a community center
or city offices for the next 50 years. The advisory ballot question determined the electorate’s
preference for Armory Hall to be for community use. An additional advisory ballot question was
included during the 2018 election cycle, which presented two locations for a new city hall: (a) along
Rio Grande Place/Galena Plaza as previously contemplated or (b) along E. Hopkins Ave. on a site
offered for purchase by a local developer. The results confirmed the electorate’s preference for city
offices to be located at the Rio Grande/Galena Plaza site. In 2022, the construction of the new City
Hall site was completed, and the city vacated Armory Hall.
Defining Project Guiding Principles
On February 7, 2022, at the council work session, Aspen City Council considered staff’s public
engagement proposal for the Armory and provided direction on how to advance the remodel of
both Armory Hall and the Old Power House (OPH). Subsequently, Council confirmed its direction
by adopting Resolution No. 23 (Series of 2022) (Exhibit XX). The resolution identified programming
for the Armory to include “as much community space as possible,” as well as Aspen Chamber
Resort Association (ACRA), and the Sister Cities community meeting room. The resolution also
memorialized the use of OPH for city departments and established seven guiding principles “to
frame the outreach, community discussion, and the staff recommendations” for the Armory.
The following ‘Guiding Principles’ were adopted for the remodel and programming of Armory
Hall:
• The programming at the Armory should focus on unmet needs within the community.
• The uses within the Armory should provide meaningful and affordable participation in
programs and offerings.
• The remodel will respect the historic context and contribute to Aspen’s small-town
character.
• The building remodel will incorporate sustainable systems showing a commitment to the
environment.
• The Armory should be able to be used by a diverse range of people.
• The operational structure of the Armory should limit the public financial burden of operating
and maintaining the building.
• The programming of the Armory should contribute to a lively and diverse downtown.
2022 Documentation, Assessments, and Community Engagement
In 2022, The History of the Aspen Armory Report was prepared along with a building conditions
assessment. Three council meetings took place, and two rounds of community engagement were
conducted, which included online questionnaires and open comment forums on Aspen
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Community Voice, virtual and in-person focus groups, and an in-person open house. The primary
goal of Community Engagement Window One was to encourage the community to be active in the
development of staff recommendations to Council by providing feedback on the Guiding
Principles, community needs and preferences, and the investment (time and financial)
commitment needed for the remodel and future programming of Aspen’s Armory Hall. Community
Engagement Window Two focused on confirming direction from the community and further refining
the information for Aspen City Council regarding the community’s vision for the Armory.
2023 Documentation, Assessments, and Community Engagement
In 2023, an Armory concept and programming study was prepared along with a market study. Three
council work sessions took place, and one round of community engagement was conducted,
which included an online questionnaire and two in-person open house events. Concepts and floor
plans were presented at an open house held at the Armory on Wednesday, Oct. 4, 2023. Over 200
people gathered at the Armory to review preliminary concepts, ask questions of the design team,
and provide input. The primary goal of Community Engagement Window Three was to encourage
community members to weigh in on what the potential uses could be in the redevelopment of
Armory Hall to inform Council’s decision on programming.
Prioritizing Uses and Programming Direction
At the Aspen City Council meeting on November 28, 2023, Council adopted Resolution No. 180
(Series of 2023) (Exhibit XX), which confirmed the following direction for the reuse and remodel:
“The extent of the building remodel and prioritized programming within it directing advancement of
the remodel and reuse plan are:
1. The present second story should be removed, bringing the building back to its original two
stories above grade.
2. The basis of design should proceed with the existing footprint with no alley addition;
however, an addition may be reconsidered in the future as programmatic needs are further
developed.
3. The prioritized programming, in order, includes Food/ food hall, followed by community
lounge, with support for affordable retail, flex space, and a visitor center. Office space is not
prioritized.”
2024 Documentation, Assessments, and Community Engagement
The project’s continued development was based on extensive public outreach and community
engagement. Staff heard overwhelmingly that the community needs a place to gather, that the
Armory should be the heart of town - a community living room with the ability to eat, experience
entertainment, shop or just hang out. A design contract with CCY Architects was approved in
March 2024. Based on the community engagement and Council direction, the design team created
two programming concepts that could be further refined and presented to the community for
additional insight and feedback.
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One work session with council took place as well as a fourth round of community engagement,
which included an online survey and in-person open house event. The purpose of this outreach was
to share design concepts with the community, highlight similarities and differences between the
two concepts, and provide an opportunity for community members to ask questions, discuss
priority features, and provide input for future design refinement and next steps. This application
reflects the direction received throughout the community engagement process, as well as the
direction from Council.
PROJECT PROPOSAL
The application is for the adaptive reuse of the Armory Hall building into a mixed-use community-
focused building anchored by a food hall. The proposed programming, based on extensive
community outreach, includes a food hall, potential retail space, community meeting space, and a
visitor center. The proposed uses are considered Essential Public Facility uses, defined as
“Facilities serving essential public purposes used by or for the benefit of the general public and
serving the needs of the community.”5 Physical changes to the building, which maintain the
historic character and integrity of the building while enabling the new use, are also proposed. This
includes:
• A new addition to the building for a visitor’s center. The addition faces S. Galena and is
setback from the front-most wall of the Armory building as required by the Historic
Preservation Guidelines to ensure it remains secondary to the historic building and primary
building entrance.
• A new storage area is proposed along the north elevation as well as screening for the
mechanical required for the building.
• Adjustments to the south elevation along Hopkins Ave are proposed, including an alteration
and restoration to the extended roof eave to return it to its original form. Updates to the
fenestration on the Hopkins elevation as well as a new canopy covering are also proposed
to support the community-focused uses in the building and create an improved connection
to the streetscape and Conner Park.
• An accessible entry and vestibule is proposed along the east elevation as well as a
reorganization of the existing egress well, providing an improved connection to the Armory
from Conner Park. Conner Park is also proposed for improvements to create improved
spaces, such as an updated deck and improvements to support the summer farmer’s
market.
• The Armory’s roof is proposed to be modified with updated and reconfigured skylights and a
sunken mechanical area to minimize the visual impacts of the required rooftop
mechanical.
5 City of Aspen Land Use Code, Title 26 – Land Use Regulations, Part 400 – Development Permitted as of
Right, Sec. 26.470.020. - Growth Management Quota System, Terminology.
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As a city project, the project qualifies as a Major Public Project, allowing for a consolidated two-
step review process, with review and recommendation by the Historic Preservation Commission
(Step 1) and final review by the City Council (Step 2). In preparation of this application, the City of
Aspen completed extensive neighborhood outreach, as required in the code (Section 26.304.035).
A summary report of the engagement activities is included in Exhibit XX.
A conceptual engineering plan (Exhibit XX) documenting the installation and relocation of all
utilities and infrastructure is included, as well as a conceptual drainage plan (Exhibit XX).
The project is intended to work with improvements to Conner Park, and the design team has
coordinated with the Parks Department throughout the design process. The Site Plan illustrates
the proposed improvements and illustrates this integration (See Exhibit XX).
LAND USE APPROVALS REQUESTED
To enable an adaptive reuse of Armory Hall, multiple land use approvals are requested. This
section summarizes the required reviews applicable to this application, provides an overview of the
relevant code sections, and summarizes key responses to these criteria which are included with
the application. The remodel of the Armory requires the following land use reviews:
• Public Projects Review for development of public facilities and park improvements. This
review allows the consolidation of reviews into a two-step process with HPC and City
Council.
• A Planned Development Amendment to confirm and update the development allowances
and land uses for the property as required in the Public and Park Zone Districts.
• Historic Preservation Design Review and Certificate of Appropriateness for Major
Development to allow for the alteration, expansion, and remodel of a historic resource.
• Commercial Design Review to address design and materials for the project.
• A View Plane Review to confirm compliance with the Courthouse View Plane, and an
associated Variance Review to allow mechanical equipment to be located in a sunken
condition on the roof.
• As a historically designated building with a decrease in size as part of this application, a
Growth Management Review is not required as long as there is no increase in Mitigation
Floor Area and as long as demolition is not triggered (defined as removal of 40% or more of
the wall and roof structure). If one of these thresholds is triggered, then a Growth
Management Review for an Essential Public Facility review establishing the number of FTEs
and the mitigation rate will be required. With the improvements as proposed, the building
does not require a growth management review.
• Special Review to establish parking and transportation requirements as an Essential Public
Facility.
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Public Project Review
As a result of the Armory’s planned public use, it is subject to the Public Projects Review
established in section 26.500.070. The Aspen Armory, a historic resource, is in the commercial
core historic district as designated by Ordinance 49, 1974. The Armory site is located in the Public
(PUB) zone district and is considered an Essential Public Facility. Conner Park is located in the Park
(P) zone district and is also a public space that falls under the Public Projects review. This review
enables a consolidated process in order to support public serving and focused projects.
The Public Projects review criteria require the application to demonstrate consistency with
community goals and be consistent with the neighborhood context. The proposal is an adaptive
reuse of the historic building, retaining most of the historic materials. Non-historic additions on the
northern façade are removed and replaced with a new visitor’s center addition. Typical functions
are located along the alley, including trash and recycling, as well as required mechanical
equipment. In addition, the 1994 non-historic addition lightwell is proposed to be updated to
improve the connection to Conner Park.
The Commercial Core Historic District is defined by 19th-century historic development patterns
that highlights Aspen’s sense of place and small town character. The proposed project maintains
the historic integrity of the Armory Hall site and creates new connections between the building and
downtown through the expansion of the Hopkins Avenue sidewalk along the south façade of the
building, and additional connections to Conner Park. The updates are compatible and consistent
with the historic character and uses of the building. In addition, the application is consistent with
the goals specifically adopted related to this property via Resolution No. 23 (Series of 2022) (Exhibit
XX).
Planned Development Review
The project is located in two zone districts which require a Planned Development review in order
to establish dimensions. The property includes an existing PD overlay which is proposed to be
amended as part of this review process. This review requires an application to demonstrate
consistency with adopted regulatory plans, include a design that is compatible with the context
and visual character of the neighborhood, provides adequate multi-modal facilities, and
accommodates required stormwater and infrastructure improvements.
While there are no regulatory plans that are applicable to this project, it is consistent with many of
the goals in the 2012 Aspen Area Community Plan, including maintaining the legacy of the Aspen
Idea, promoting Environmental Stewardship, and prioritizing Historic Preservation.
The property is proposed to remain an Essential Public Facility use, with a mix of community-
serving spaces in Armory Hall and in Conner Park. These are permitted uses in the underlying zone
districts, and the PD can memorialize these uses. The building will include the following
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community uses that are consistent with the uses typically found in downtown and the surrounding
Commercial Core zone district:
• Lower Level: The basement will include an updated light well to provide light to the
basement and improved integration with Conner Park. The basement includes storage
areas, restrooms, flexible community space, and kitchen space to support both the food
hall and community space.
• Main Level: Uses on the ground level include flexible retail space at the corner of Galena
and Hopkins, a secondary bar space, storage, three kitchen vendors and a large
dining/lounge area for patrons. The ground level also includes a new Visitor’s Center along
the alley, with an accessible, street facing entrance from Galena Street. A new accessible
entrance to the existing building be located on the eastern façade, immediately adjacent to
Hopkins Avenue. This new entrance ensures all community members have equal access to
the Armory building.
• Mezzanine Level: The project removes the second floor and returns this level to a
mezzanine level, which reintroduces a component of the building’s historic . This level will
include a community lounge and small meeting space.
• Upper Level: This level includes two additional kitchen vendors, dining spaces, as well as a
primary bar, storage and restrooms.
• Conner Park: Conner Park is intended to remain a public park, with adjustments to the
existing deck spaces to better meet the needs of the summer farmer’s market and provide a
space for small performances. Special events are anticipated in the park, as is permitted
today.
The building’s placement will be maintained, and the proposed additions have been located to be
deferential to the existing building. Any added materials will be easily differentiated from the
historic materials and have been selected to compliment, rather than detract from the historic
materials and form. Metal and glass are chosen to blend with the character of the Commercial
Core Historic District overlay and develop a palette that differentiates the additions from Armory
Hall but also complement the building’s original materials.
Dimensions for the planned adaptive reuse of the Armory Hall are identified in Table 1. The interior
of Armory Hall will be remodeled to substantially return it to its original historic layout with a
mezzanine instead of a full second floor (Figure XX). The overall existing building height of 39 feet
and 10 inches with the parapet to 41 feet 4 inches will be maintained. Additional features on the
roof, including mechanical equipment and updated sky lights will comply with relevant review and
code requirements (See the View Plane Summary for more detail on added mechanical
equipment). A new visitor’s center and access to the basement is proposed as an addition along
the alley and is included in the dimensional calculations in Table 1. This addition is one-story in
height at 13 feet 9 inches and adds the same underground footprint. The existing Lower Level,
which was dug out of the original crawl space in 1994, connects to the Lower Level addition with a
reorganization of the floor plan and includes enhanced egress to Conner Park. A new entry on the
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Conner Park side is also proposed to provide an ADA access point to the building. This is also one
story in height at 13 feet 9 inches and meets the applicable View Plane requirements. In addition,
an existing eave overhang on the Hopkins Ave. side of the building, which is not original to it but
was added in 1906, is proposed to be removed as part of the overall building restoration and
streetscape enhancements.
To facilitate improved connection to the commercial core, improvements along the Hopkins Ave
right-of-way for enhanced pedestrian features are proposed. These include planters and new
seating to create a vibrant space. To facilitate the addition of the improved pedestrian
enhancements, 6 parking spaces along Hopkins Ave are proposed to be removed. Improved
pedestrian connections are proposed to the site and new bike racks are proposed. These, in
conjunction with the location near one of the city’s busiest bus stops will help further encourage
multi-modal travel to the site.
All required infrastructure and stormwater facilities are provided as part of the project, and have
been coordinated with the applicable city departments.
Table 1: Aspen Armory And Conner Park Development Summary
Armory - Existing Armory - Proposed Park – Existing Park - Proposed
Parcel Size 17,298 (Armory and
Conner Park) No Change 17,298 (Armory and
Conner Park)
No Change
Zone District Public (PUB) Public (PUB) (no change) Park (P) Park (P) (no change)
Land Uses Essential Public Facility -
offices and community
space
Essential Public Facility -
food hall, meeting space,
community space, visitor
center
Park, performance deck,
monument, seasonal
farmer’s market,
community events,
landscaping
Park, performance deck,
monument, seasonal
farmer’s market,
community events,
landscaping
Parking and
Transportation
Improvements
11 on-site parking
spaces of alley (10
regular and 1 ADA); 1
bike rack; 1 We-Cycle
Station; sidewalks
6 on-site parking spaces
off alley (5 regular and 1
ADA; 1 bike rack; 1 We-
Cycle Station; sidewalks
Same as Armory -
Existing
Same as Armory -
Proposed
Net Area
19,032 sq ft
(3,608 sq ft basement
level;
5,3453 sq ft first level;
5,488 sq ft second level;
4,483 sq ft third level)
17,239 sq ft
(4,799 sq ft lower level;
6,342 sq ft main level;
2,170 sq ft mezzanine
level;
3,928 sq ft upper level)
No enclosed space No enclosed space
Floor Area
Basement: 495 SF
1st Floor: 5,894 SF
2nd Floor: 5,926 SF
3rd Floor: 4,827 SF
TOTAL: 17,142 SF
Lower Level: 714 SF
Main Level: 6,719 SF
Mezzanine Level: 2,393 SF
Upper Level: 4,306 SF
TOTAL: 14,132 SF
No enclosed space No enclosed space
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Max Building
Height
Existing Building: 39 feet
10 inches
Existing Parapet: 41 feet
4 inches
Existing Building and
Parapet: (no change)
New Visitor’s Center: 13
feet 9 inches feet
Mechanical Screening at
Visitor’s Center: 17 feet
New eastern entry
canopy: 13 feet 9 inches
No enclosed space No enclosed space
Setbacks
North: approximately
17.25 ft
East (measured from
Conner Park property
line): approximately
62.15 ft
South: building crosses
southern property line @
SE corner by .1 ft
West: .3 ft @ SW corner,
1.3 ft @ NW corner
North: approximately 2 ft
East (measured from
Conner Park property
line): approximately 55.5
ft
South: see existing
West: see existing
(need from parks) (need from parks)
Historic Preservation Review
As a landmarked property in the Commercial Core Historic Overlay District, the application is
subject to a Certificate of Appropriateness for Major Development, which is typically reviewed
and decided on per Sec. 26.415.070 (d) - Certificate of appropriateness for major development. As
identified in the Pre-Application Summary, under the Public Projects process this review will be
completed by the Historic Preservation Commission (HPC) as part of a recommendation to City
Council.
The Armory building has long been a civic and community serving space. The proposed adaptive
reuse of the historic building will retain most of the historic materials of the original structure, while
removing non-historic additions on the northern façade, as required by the Historic Preservation
Guidelines. In addition, the 1994 non-historic lightwell addition is proposed to be updated to
improve the connection to Conner Park.
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The proposed project maintains the historic integrity of the Armory Hall site and creates new
connections between the building and downtown. The updates are compatible and consistent with
the historic character and uses of the building and the Commercial Core Historic District, as
required by the Historic Preservation Guidelines. Character-defining masonry features are being
maintained along the primary Galena Street facade. On the secondary Hopkins Ave elevation,
obscured character-defining masonry features are being revealed. The images below illustrate
some of the history of alterations to the building over time.
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As required by HP Guideline Chapter 2, Materials and Chapter 3, Windows, impact to historic
material and windows will be minimized, and repairs and restoration will be implemented where
needed. The following alterations will be made to the different building elevations, each completed
with a focus on maintaining historic material and features and removing additions that were not
original to the building:
• West Elevation: The visitor center, proposed as an addition to the north façade of the building
and set back from the property line, is anticipated to face S. Galena St. The character defining
features of the west existing façade are unchanged. All historic material is maintained. The
proposed Visitor’s Center is setback from the Galena façade and is proposed to be a mix of
metal and glass, providing clear differentiation from the existing historic brick.
• North Elevation: This elevation has had extensive alteration and additions over the years,
including an added covered ADA entrance, mechanical equipment, exterior stairs and an
exterior shed. The elevation is proposed to be updated to include a new 580 sq ft visitor center
and circulation to the Lower Level that will be one story, and capped at 13 feet 9 inches in
height, as well as reconfigured back of house needs, including a new transformer and service
entrance. The visitor’s center will require the removal of one non-historic window and
reconfiguration of two other non-historic windows on the north elevation.
• South Elevation: The fenestration on this elevation on Hopkins Ave has been altered over time.
There are five bays on this elevation, with three of them being heavily altered over time. Bays 2
and 5 have seen the most alterations over time and have limited, if any, historic material. These
are proposed to be updated with new openings and a roof canopy. The alterations to this
elevation also include the removal of an eave extension. In 1906, as documented in the Aspen
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Democrat 6, the eave was extended on the south elevation over the sidewalk area. At the time,
an eave extension was contemplated along the northern elevation to maintain the symmetry of
the building. This appears to have been completed in the past and then converted to a stairwell,
both of which were subsequently removed. This is not an original feature and has caused
drainage issues over time. The proposal will return the building to the original eave depth, as
required in HP Guideline 7.2.
• East Elevation: This elevation faces Conner Park. An ADA vestibule entry is proposed as well as
a reorganization of the existing egress well. One non-historic window is proposed to be
removed and is replaced with a larger opening to support the proposed uses.
• Roof: Minor changes to the roof are proposed to remove non-historic sky lights visible to
pedestrians to be more consistent with the guidelines. In addition, as required for the View
Plane review, a portion of the roof near the eastern side of the building will be sunken to hide
required mechanical equipment.
• Conner Park: The Parks Department proposes updates to the park which include the
reconfiguration of deck space, ensuring proper electric hookups for the summer farmer’s
market, and updated landscaping. An improved pedestrian connection from Hopkins Ave is
proposed that will create an improved pedestrian connection from Hopkins to the Park.
Commercial Design Review
As a public building located in the Commercial Core Historic District, the project is also subject to
a Commercial Design review. This review includes requirements related to the creation of
pedestrian amenity space, which is provided at grade through an improved streetscape along
Hopkins Ave, as part of the improvements to Conner Park, as well as through the addition of interior
spaces that are open to the public.7
The guidelines address key operational aspects, including the location of mechanical equipment
and the creation of ADA entrances. New ADA entrances are proposed to the visitor’s center and
from Conner Park to meet these requirements as well as requirements of the building code. As
required in the guidelines, mechanical equipment is located along the alley and on the roof and will
be screened.
The guidelines require recessed entries and other details that reinforce the historic context of
downtown. The proposal does this through preservation of the existing recessed entrance on the
primary Galena façade and stepped back entrance in the new addition as required in Guideline 2.9.
The new visitor’s center includes transparent glass, as advised in Guideline 2.13. Other guidelines
focused on maintaining the symmetry of 19th century buildings and maintaining the character of the
downtown are also met with the proposal.
6 The History of the Aspen Armory Report (pg. 6), Prepared by: Suzannah Reid, Reid Architects, inc. March
2022
7 City of Aspen Commercial, Lodging, and Historic District Design Standards and Guidelines – Guidelines PA1
(Street Level Pedestrian Amenity) and PA7 (Interior Courtyard Pedestrian Amenity)
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As identified in the Pre-Application Summary, Second Tier requirements are not applicable to this
application.
Mountain View Plan and Variance Review
A Mountain View Plane review is required because a very small portion of the existing Armory
building is located in the Courthouse View Plane #1. The view plane runs through the existing
second floor of the building and is thus reviewed under Sec. 26.435.050 (f)(1) - Foreground
mountain view plane standards. The existing building is taller than the view plane, but all the
proposed additions are less than 15 feet, as required in the code for buildings in the Foreground.
As a food hall, new mechanical equipment will be required. The code limits all mechanical
equipment to be no more than 6 feet in height from the point of attachment. However, the
mechanical equipment at the Armory is required by manufacturer’s specifications to be taller than
6 feet in height. The design team has worked to minimize the visual impact to the historic resource.
To minimize visual impacts, comply with the view plane regulations and accommodate the
necessary mechanical equipment, the building’s required rooftop mechanical equipment will be
located within a sunken area of the flat roof plane, so that the mechanical will not be visible by the
naked eye. This area is located away from the alley side elevation, as required by the View Plane
regulations to limit impacts when in the Foreground. Due to the small area of the view plane on the
Armory building, no new improvements related to the placement of mechanical equipment, or any
additions will infringe on the view plane. This location meets the requirements for the view plane
review.
However, because the equipment is taller than 6 feet in height, a dimensional Variance review is
required. This is required only for the height of the mechanical equipment and is not required for
any other aspect of the project. The mechanical equipment will not be seen from the street.
In addition, most of Conner Park is located in the Courthouse View Plane #2. Improvements to
Conner Park consist of landscaping and items, like decking, which are located at the ground level.
None of the new improvements to Conner Park can be seen from these View Planes.
Growth Management Review
All development in the City of Aspen requires a Growth Management Quota System review,
unless the development qualifies for an exemption. As a historic structure, the project is exempt
from growth management requirements because the proposed building has less square footage
than exists today as part of the restoration of the mezzanine level, and because the code’s
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demolition calculation of 40% of the wall and roof structure is not triggered.8 Transportation and
Parking Management and Special Review
The project requires a Special Review to establish the required number of parking spaces for the
Essential Public Facility use. In addition, the project is subject to the Transportation and Parking
Management requirements of the code.
Armory Hall has functioned as a primarily walking and biking destination since its conversion to
City Hall. There are a limited number of existing parking spaces accessed off the alley. Most
building visitors park elsewhere – on the street or in the city parking garage – or access the site by
bus, walking, or biking. The proposed adaptive reuse adds a new visitor’s center along the alley as
well as necessary mechanical and operational equipment, resulting in the removal of five parking
spaces on the alley. In addition, the improved streetscape improvements will promote increased
pedestrian activity. These improvements will require removal of six parking spaces along Hopkins
Ave. Existing bike infrastructure, including regular bike racks and a We-Cycle station are
anticipated be relocated on-site or nearby to ensure this key transportation method remains easily
accessible to building users, in a safer, year round manner.
The project is subject to a Level 1 TIA, which has been provided in Exhibit XX. The number of parking
spaces required on-site for the project are approved via Special Review.
For properties listed on the Aspen Inventory of Historic Landmark Sites and Structures, a waiver of
the Parking Requirement may be approved, pursuant to Chapter 26.430, Special Review, and
according to the review criteria. Six parking spaces along the alley behind Conner Park are
anticipated. The design includes space for bike racks, public seating, improved sidewalk
infrastructure, and a location for We-Cycle. There are no new vehicular curb cuts on the property,
and the site is anticipated to be accessed primarily through the use of transit, biking, and walking.
CONCLUSION
This land use application represents a thoughtful approach to preserving the historic character of
Armory Hall while envisioning its next chapter as a vibrant, community-focused space. By fostering
increased activity and vitality in the downtown area, the proposed adaptive reuse aligns with the
community’s expressed needs and desires as identified through the extensive engagement
process. The application has been crafted to preserve the historic character and integrity of the
Armory, while creating a space for a visitor’s center and improve the building’s connection to
Conner Park. Furthermore, the project meets the intent and requirements of the land use code,
ensuring that it contributes meaningfully to the social, economic, and cultural fabric of our
community.
8 City of Aspen Land Use Code, Title 26 – Land Use Regulations, Part 400 – Development Permitted as of
Right, Sec. 26.470.070.d. - Growth Management Quota System, Exempt Development, Remodeling or
relocation of historic structures.
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Our team thanks you for the review of our application and we are available to answer any questions
you may have.
Sincerely,
Jessica Garrow, FAICP
Design Workshop, Principal
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MEMORANDUM
TO:Aspen City Council
FROM:Jenn Ooton, Senior Project Manager
John Barker, Strategy and Innovation Director
THROUGH:Sara Ott, City Manager
Pete Strecker, Finance Director
MEMO DATE:January 6, 2024
MEETING DATE:January 13, 2025
RE:City Council Goals Work Update
REQUEST OF COUNCIL: This is a work session to highlight a few projects related to the
City Council Goals.
SUMMARY AND BACKGROUND:
City Council adopted its 2023 to 2025 Goals in June 2023, and individual work plans were
presented in work sessions over that summer. Council received a comprehensive update
in early 2024, and the attachment with this memo provides a comprehensive review of
the accomplishments made over the past two years toward the 6 Council Goals and 32
subgoals.
DISCUSSION:
The City Council Goals update is presented primarily as a written update that is attached
with this memo. City Manager’s Office and Communications Department staff members
are also exploring options for providing updates on a visual online platform to better share
information about city projects and successes. During this work session, staff will review
a visual Storydoc format for Council goals and will provide two other short updates on
topics of interest to Council.
Customer Service Framework – Staff will provide another update on the work that a
multi-disciplinary staff team has undertaken to advance a customer service framework
that outlines core standards for the organization. Since the previous update, staff have
finalized the development of 24 independent departmental standards. While the core
standards provide common values and goals, each department also needed to adapt
these standards to their job functions in order to be most effective. The customer
service standards team independently reviewed the department standards.
Departments set achievable and prompt response times, addressed supporting
customers and also included information for staff to feel supported and safe, and
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addressed departmental expectations ensuring staff are identifiable as employees.
Many also addressed the development of Standard Operating Procedures to help new
staff get up to speed quickly and ease the loss of institutional knowledge during
turnover. These standards also addressed plans to promote consistent responses.
Grants supporting City Council Goals –
The City received or was notified of approximately $3.3 million in grant monies in 2024
that support the City Council Goals. Below is a list of some of these grants. The city in
2025 has a Request for Proposals out for a grant writer that will advance additional
grant application to support these efforts. A portion of that contract is funded by a DOLA
grant; more information on that is provided below.
Lumberyard, $2 million - More Housing Now Initiative from the Department of Local
Affairs
The $2 million grant for phase 0 of the Lumberyard project will help fund the
transformation of the existing industrial site into a reinvigorated housing-ready site
where a private developer can build much-needed affordable housing on behalf of the
city.
Microgrids for Community Resilience Grant, $52,888.50 - The Electric Utility won a
microgrid grant for community resilience through Colorado Department of Energy and
DOLA for planning. This project to explore microgrid opportunities within the utility's
service area will kick-off in late Q4/early Q1 2025 and is estimated to take 6-10 months.
Peace Officer Mental Health Support Program, $40,480 -
The Peace Officer Behavioral Health Support and Community Partnership Grant
Program provides funding to peace officers and their immediate family members for
behavior health counseling, education, and training. Additionally, the grant provides
funding for peer support teams across the state to receive training and to provide
emotional support, tools, and resources to responders dealing with traumatic
events. Aspen Police Department’s Peer Support Team is led by Seth DelGrasso and
comprises John Woltjer, Pete Walker, Andy Williams, and Lauren Turner.
Affordable Housing Capacity Project, $114,000 - The Department of Local Affairs
awarded Aspen a Local Planning Capacity Grant to hire consultants with expertise in
navigating state of Colorado program requirements for affordable housing grants and
coordinate with assigned city staff on grant writing to increase affordable housing in
Aspen.
Community Land Trust (CLT) Feasibility Study Project, $135,000 – The Department of
Local Affairs awarded Aspen a Strong Communities Planning Grant in late 2023 to hire
consultants to research the feasibility and applicability of a community land trust within
the City of Aspen (or a potentially larger region). The consultant, Burlington Associates,
was hired in July 2024 via the procurement RFP process. The first phase of work is
expected to be complete by the end of 2025. The first component is the Feasibility
Study and Community Engagement expected to be completed in Spring, 2025. The
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Program Development and Business Plan Outline is anticipated to take place in the
second half of 2025: April 1, 2025 - December 31, 2025
Also within the Community Building and Health Goal, is the Armory Redevelopment
project. Though it is not specifically included within this update as a separate item, the
Jan. 13 work session includes a presentation on the Armory Redevelopment project.
FINANCIAL IMPACTS: Individual financial impacts are addressed in individual goal and
milestone language.
ENVIRONMENTAL IMPACTS: Protection of the environment is a lens to evaluate all the
Council Goals, and the Protect the Environment goal and milestones specifically address
climate impacts, natural resource stewardship, and the city of Aspen’s work on the Aspen
Sustainability Action Plan.
ATTACHMENTS: Consolidated Council Goal Work Plan
CITY MANAGER COMMENTS:
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2023-2025 Council Goal - Mobility
Mobility:Improve and expand our efficient, multi-modal and integrated transportation system to reduce
vehicle miles traveled (VMT) and air pollution. This will be accomplished through:
a. Exploring potential traffic congestion improvements from Brush Creek to Aspen with the Elected
Officials Transportation Committee and the Colorado Department of Transportation including
completing a comprehensive traffic study
Milestone: Traffic Study Scoping
Project Description: Exploring potential traffic congestion improvements from Brush Creek to Aspen
including, completing a comprehensive traffic study and origin and destination study. Council opted not to
continue the proposed studies indicated in the scope of the New Castle Creek Bridge project. Staff proposed a
work session during Q1 of 2024 for Council to provide specifics on scoping needs for the study by Council.
Due to timing for work schedules, and the need for information to be presented by Jacobs regarding the
Entrance to Aspen, this topic will be taken up later in 2024.
Accomplishments/Status –Staff utilized Jacobs Engineering to develop a preliminary traffic study that
compared the existing conditions to the alternatives Council directed to review. The traffic study detailed the
pinch points within the S Curves, Castle Creek Bridge, Cemetery Lane and to the roundabout to assess areas
that could be improved through infrastructure modifications. The traffic study has advised Council on several
options that need to be coordinated with CDOT and FHWA prior to implementing due to the active Record of
Decision.
Next Steps (Q1-Q2 2025) –Additional direction will come out of the EIS process, if Council moves forward
with a new federal NEPA process.
Expected Completion Date(s) -TBD
b. Exploring regional zero fare for bus trips that originate or end in Aspen
Milestone: Explore No Fare and Ridership Incentive Opportunities
Project Description: Staff will engage with RFTA and partner jurisdictions in conversations about the
opportunities and challenges associated with free fare service with a focus on the following:
Implications of a fare-free system beyond existing fare free zones for staffing, fleet, service quality and equity.
Resource needs such as housing, additional staff and fare replacement.
Incremental options including off-peak fare reductions, City funded pass discounts and similar.
Accomplishments/Status –The Transportation Department is reviewing fare strategies as part of the “Aspen
Gets us There” project. Staff is also working with RFTA to review large employer pass sales. Staff has recently
surveyed current City of Aspen bus pass holders in partnership with RFTA as a means of possibly piloting
future improvements to pass programs and/or incentive options.
Next Steps (Q1-Q2 2025)– Staff will return to Council in the first quarter of 2025 to review the Gets Us There
project recommendations.
Expected Completion Date(s)- TBD based on Council input.
c. Developing community consensus for critical infrastructure improvements for entering and exiting
the city including physical modifications.
Milestone:Castle Creek Bridge Evaluation
Project Description:This project is to analyze options related to the Entrance to Aspen. In the spring and
summer of 2024, Jacobs Engineering presented potential bridge replacement options for the existing Castle
Creek Bridge in its current location, a sensitivity screening, traffic analysis, S-Curve softening, and other
feasibility studies. That work included evaluating the condition of the existing bridge and estimates for the
process, schedule and cost to replace the existing bridge. In September 2024, City Council sent a letter to
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CDOT to open a dialogue about initiating a Supplemental Environmental Impact Statement (SEIS) or an
Environmental Impact Statement (EIS), and to poll the community regarding community sentiment about the
Entrance to Aspen.
Accomplishments/Status – Jacobs Engineering is working on the development a potential scope for a
federal National Environmental Policy Act process to consider new alternatives for an alignment. Staff
anticipates presenting results of community polling to Council in January.
The city in December 2024 kicked off pre-National Environmental Policy Act activities to advance next steps
regarding the Entrance to Aspen. This work will include review of traffic data and existing conditions,
development of a draft purpose and need statement for a potential new Environmental Impact Statement
study, and public engagement regarding transportation needs for the Entrance to Aspen corridor. The new
effort is being called the SH 82/West Aspen Transportation Needs Study.
Next Steps (Q1-Q2 2025)– Working with CDOT and FHWA regarding scoping for a potential SEIS or EIS
process to consider alternatives.
Expected Completion Date(s)- TBD
d. Increasing electrification of city and regional transit fleet.
Milestone:Advancing Electrification for Transit
Project Description:
Transportation staff are partnering with RFTA on installing an overhead bus charging facilities at Rubey Park.
Secondly, RFTA will conduct a Zero Emission Vehicle Study that will include city staff representation to assess
future vehicles and technology in the fleet.
For the future, the city will require an assessment for electric utility infrastructure to serve the needs for
electrification within the city.
Accomplishments/Status –In partnership with RFTA, staff participated in the now-complete zero emission
vehicle planning effort, led by Stantec. This involves reviewing all regional and city routes, mileage, service
hours, ridership, and fleet configuration. Also in partnership with RFTA, staff participated in a procurement
process for upcoming electric bus purchases including one for the City which is included in the 2025
Transportation budget. Staff has contributed funding and project management for the electric bus charger at
Rubey Park. This charger is installed and awaiting final commissioning before being put into operation. This
on-route bus rapid charge marks the first of its kind infrastructure in the upper valley transit system.
Next Steps (Q1-Q2 2025) –Staff will begin the procurement process for one electric bus in 2025.
Expected Completion Date(s) -The fleet electrification process will occur over several years.
e. Researching funding options for affordable housing to support transit expansion and sustainable
service delivery.
Milestone:Review Housing Needs with RFTA
Project Description:
City staff will participate in RFTA’s Housing Assessment study, scheduled for 2023-24, with an eye on
opportunities for City/RFTA partnerships.The EPS study will be presented to the RFTA board for
recommended actions.
Accomplishments/Status –This study was completed and presented to the RFTA Board in 2024.
Next Steps (Q1-Q2 2025) –This project is complete, but participation in housing discussions will be ongoing.
Expected Completion Date(s) -Complete.
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f. Complete a comprehensive transportation and parking plan
Milestone:Transportation & Parking Outreach, Strategy Development, Plan Adoption
Project Description:
This project, known as Aspen Gets Us There will holistically review the parking and transportation system to
develop an action-oriented master plan for all programs and services to improve programming and reduce
vehicle miles traveled (VMT) over the next 5 to 10 years.
Accomplishments/Status –Project outreach and existing conditions elements are complete. Staff and the
consultant are finalizing a strategy implementation plan for Council’s review and adoption.
Next Steps (Q1-Q2 2025) –This plan will be reviewed with Council at a work session in Q1.
Expected Completion Date(s) -The planning effort will be complete in Q1, with implementation timelines
dependent upon Council direction.
Affordable Housing: In order to deliver an affordable housing system that is high quality, sustainable, and
results in a lived-in community, Council will continue to evaluate, identify opportunities, plan, partner, facilitate,
and leverage existing and new resources to invest in the development and maintenance of affordable housing.
This will be accomplished through:
a. Implementing the Affordable Housing Strategic Plan
Milestone:Implementation of the 17 Action Items
Project Description: Aspen City Council has made affordable housing a priority for decades and in May
2022, Aspen City Council at the time established the 2022-2026 Affordable Housing Strategic Plan (AHSP) to
solidify actionable steps towards creating more and supporting current affordable housing for our community.
The plan set a target of 500 affordable housing units by 2026 and identified 14 specific action items to
accomplish this goal. This collective progress has resulted in the creation of more than 100 units since the
plan's implementation in 2022.
In July 2024, Council approved the 2022-2028 Affordable Housing Strategic Plan as an update to the original
document. The update included 3 new action items, an adjusted timeline to 2028, and a shift in unit goal to
reflect changes in information and feasibility.
Accomplishments/Status –
Burlingame Phase 3 created 79 new deed restricted units
Lumberyard entitlements were approved
Several deed restricted units were made available through APCHA’s compliance efforts
Several expiring deed restrictions were made permanent either through APCHA’s updating of the deed
restriction during the normal turnover process or as part of APCHA’s Essential Repairs Grant program
which requires an update of the deed restriction.
In October 2024, the city received a grant from DOLA to fund a consultant to provide technical assistance
in navigating state of Colorado program requirements for affordable housing and help advance projects
that would meet the city’s three-year Proposition 123 commitment. In addition, this position may assist
with researching grant opportunities for the city to pursue.
Next Steps (Q1-Q2 2025) –Please highlight upcoming dates, next steps
The next presentation on the Affordable Housing Strategic Plan will be in May 2025.
Expected Completion Date(s) -
City Council will receive updates on the Affordable Housing Strategic Plan on an annual basis. There
will be additional presentations on action items within the plan on an as needed basis.
b. Completing Council-directed affordable housing development projects
Milestone:Complete Burlingame Phase 3
Project Description: The construction effort created 79 additional affordable condominium units in 8
buildings, along with associated landscape and infrastructure.46
Accomplishments/Status –Complete.
Milestone:Complete The Lumberyard Project
Project Description: The City of Aspen’s Lumberyard affordable housing project site is south of the Aspen
airport business center on the east side of Colorado state highway 82. The City anticipated the development
of affordable housing in the area of the current project site and purchased part of the site in 2007. Later in
2020, the City purchased the 3-acre Aspen Mini Storage property, bringing the total project site area to about
10.5 acres. The project was conceived based on a years-long community outreach program conducted by the
City and vetted through City Council.
The project includes 1, 2, and 3-bedroom units in APCHA income Category 1 (15%), Category 2 (34%),
Category 3 (33%), Category 4 (13%), Category 5 (5%), and with an option to offset up to 5% of those with RO
units with market rate rents.
Accomplishments/Status –
The development application was submitted in late 2022, and entitlements were approved September
2023
City Council approved the budget for Phase 0 construction to begin in 2024.
Phase 0 was split into two components, and demolition is underway.
The planned development documentation is approximately 75% complete and was recorded March
2024.
Next Steps (Q1-Q2 2025) –
The project team is developing documents for submittal of a Phase 0 building permit application for
the infrastructure work and bidding for that next component of Phase 0 construction procurement.
Infrastructure construction is anticipated to start in spring 2025.
Staff have reviewed RFQ responses from vertical construction developers. Final developer selection
and agreements are anticipated to occur concurrent with Phase 0 progress in early 2025.
Developer selection and agreements are anticipated to occur concurrent with Phase 0 progress.
Expected Completion Date(s) -
Goal of Phase 0 completion by end of 2025.
Development of vertical phases is anticipated to begin upon completion of Phase 0 construction.
c. Continuing to seek additional affordable housing, development-neutral opportunities, including
optimizing existing housing stock
Milestone:Identify, analyze and propose to City Council additional development neutral tactics
Project Description:In the 2024 updated Affordable Housing Strategic Plan, the City Council set a goal of an
incremental 328 affordable housing units by 2028. A significant portion of those units would be generated from
development neutral tactics. In the 2024 updated plan, 3 new development neutral strategies were introduced
including: evaluating deed restriction purchase programs, community land trusts (which has development
neutral options within), and improving the sustainability of HOA capital reserves.
With regard to optimization of existing housing stock, two years ago APCHA was able to quantify the number
of empty bedrooms using data from the HomeTrek system. In the last year APCHA has undertaken several
projects to address housing stock optimization, including launching its first rightsizing program.
In addition, this goal covers the overall longevity of units within the APCHA program and programs or policies
that support the health and life of these units so that they can last and continue housing our community for as
long as possible.
Accomplishments/Status –
In Fall 2023, APCHA launched the Essential Repairs Pilot Grant Program to invest in the life and
infrastructure of existing deed-restricted units. The City and County both contributed $200,000 to this
program and being requested to fund the program for an additional year. A total of 52 grant applications
were approved during 2024, allocating all program funds.
Rightsizing -APCHA Staff with Board approval implemented a rightsizing pilot program in Spring of 2023,
allowing for five voluntary rightsizing swaps. Two successful swaps have occurred to date.
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In July 2024, City Council chose to contribute $450,000 to West Mountain Regional Housing Coalition’s
Good Deeds program. The program launched in August 2024 and already has 5 homes under contract.
In March 2024, the city received a $150,000 grant from DOLA to hire a consultant to conduct a community
land trust feasibility study. The selected consultant, Burlington Associates, began work in September
2024.
Next Steps (Q1-Q2 2025) –
Evaluation of the rightsizing pilot program and continue to make changes to the rules in order to continue
to incentivize voluntary rightsizing trades.
o Additionally, investigate and research other possible programs to continue to incentivize voluntary
rightsizing or potential buyouts.
Administer year two of the Essential Repair Pilot Grant Program for continued support of APCHA
properties, data collection, and conversations for the future trajectory of the program.
Continued work with Burlington Associates on researching the feasibility and applicability of a Community
Land Trust in Aspen or our region,
Continued investigation on the potential of a deed restriction purchase program in Aspen.
Expected Completion Date(s) -
Year two of the Essential Repairs Pilot Grant Program will launch in January 2025.
The community land trust feasibility study will be complete by the end of 2025.
d. Prioritizing and financing continued development and maintenance of affordable housing to better
serve the community and the workforce
Milestone:Prioritization of financial support for affordable housing development and maintenance
Project Description:The current cost to develop an affordable housing unit in Aspen is approximately $1
million per bedroom. Having the right portfolio of funding sources and funding partners is critical to gain
affordable housing units through both development neutral means as well as new development.
There are three primary sources of tax funding for affordable housing: 1.0% real estate transfer tax (RETT),
25% apportionment of a 0.45% sales tax (remainder is shared with the Kids First Fund) and a 70%
apportionment of the newly adopted short-term rental (STR) tax.
In line with previous updates, financing for new housing construction is typically contingent on the specifics of
the individual projects, and as such, requires that the projects be designed, entitled, and appropriated to show
a firm commitment forward. The Lumberyard project is advancing and shaping this landscape to be able to
hone in on the possible methods for financing this endeavor but has not been completely finalized at this time.
Tied to a possible financing, staff anticipates engaging the Council and the voting public to extend current
sunset dates of December 31, 2040, for both the 1.0% real estate transfer tax and the 0.45% sales tax, to
provide a more robust revenue stream to support any debt repayment. Without key sources of revenue
identified to support a debt issuance repayment, options for borrowing become limited and also riskier (in
terms of retaining control of the financed asset).
Accomplishments/Status –
Commencement of new short-term rental excise tax collections (May 2023) have further added
financial resources to the affordable housing fund, with 70% of these proceeds being directed to
support current and future affordable housing projects.
Staff placed a ballot question on the November 2024 ballot to extend the sunset dates on both the
1.0% real estate transfer tax and the 0.45% sales tax, beyond the current December 31, 2040 date.
Both questions received support from voters and will create a revenue stream to support a future debt
issuance option for affordable housing if voters agree to that type of financing.
Next Steps (Q1-Q2 2025) –
Staff will engage with the Council on the need for and timing of a future debt authorization question to
voters at an upcoming election, to help support the financing needs for the Lumberyard project.
Staff will continue to evaluate financial sources and continue seeking our other funding opportunities.
Expected Completion Date(s) -The specific project goals have been achieved. However, with greater fiscal
resources secured through voter approval, next steps include a solidified plan for development of the
Lumberyard project and other housing solutions to inform how voters around one or more debt questions.
These may be new goals for the Council to consider within this affordable housing financing goal.48
e. Supporting continuous improvement with the APCHA program, including ensuring adequate
resources
Milestone:Continuous improvement of the APCHA program.
Project Description: APCHA staff are always making improvements to the program; from APCHA Board-
approved policy refinements to process and system improvements, such as the 2021 launch of the HomeTrek
system.
There are two ways the City of Aspen supports continuous improvement of APCHA:
Participation on the APCHA Board: The Intergovernmental Agreement governance document for
APCHA specifies that the City of Aspen and Pitkin County each have a primary and an alternate
Board Member seat. All policy changes, including updates to the APCHA Regulations, occur with
Board approval. Board members have a significant role in improvements to the APCHA program; and
Funding: The City of Aspen provides fifty percent of APCHA’s operating and capital cost.
Timeline: There is no specific timeline associated with this item. If the Aspen City Council wishes APCHA to
make a specific improvement, it should direct its two APCHA Board Members to discuss that with the other
APCHA Board members.
Accomplishments/Status –
On January 22, 2024, Aspen City Council held its first APCHA work session in which the APCHA Board
representatives on the APCHA Board brought several updates and policy questions to the rest of Council.
These work sessions have continued on a quarterly basis.
Compliance is a vital part of the vitality of the APCHA program. In 2024, APCHA hired a Compliance
Officer to ensure that compliance remains a focus of the program.
In November 2024, APCHA also hired a Housing Policy Analyst. This position will be crucial in ensuring
the sustainability of the APCHA program by providing direct support to policy creation, data analysis, and
Board initiatives.
Next Steps (Q1-Q2 2025) –
APCHA Policy discussions are scheduled for Council Work sessions quarterly. These discussions will
continue to be Council led with staff available to answer questions as needed.
Continue to ensure compliance with APCHA requirements through audits and investigations.
APCHA continues to review and amend the regulations as needed to support the program and new
policies. In conjunction with this, APCHA leverages HomeTrek data when possible, to make informed
decisions.
Expected Completion Date(s) -
Compliance and improvement efforts to the APCHA program are ongoing. Council members are
encouraged to contact their two APCHA Board Members to discuss other ideas for improving the
APCHA program.
f. Assisting homeowners’ associations evaluation of their capital maintenance planning and capital
reserves.
Milestone:Implement programs to support HOA capital reserve planning
Project Description: Staff is interpreting this objective as specifically related to capital maintenance planning
and capital reserves for properties where fifty percent or more of the units within a development are APCHA
deed restricted housing. Many affordable housing HOAs within Aspen City limits have capital reserve
shortfalls. This results in unaddressed deterioration of aging housing stock.
Supporting Homeowners’ Associations in the evaluation of their capital maintenance planning and assessing
their capital reserves benefits the entire community as having well maintained homes helps the property’s
residents and reduces the chances of catastrophic damage to the property – which could result in a request
for financial support from other taxpayers. Work in this project will include both:
City staff identifying opportunities for the City to support HOAs in assessment and planning; and
City staff working with the APCHA Board and staff in their efforts to address this issue.
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Accomplishments/Status –
In January 2024, the APCHA Board and Aspen City Council approved a contract with RD3 to conduct
capital reserve studies for up to 40 HOAs under the APCHA Regulations.
The onsite assessments for the capital reserve studies were fully completed in October 2024. In both
2023 and 2024, APCHA brought in an HOA attorney to lead trainings for HOA board members. The goal
of the training was to provide tools and resources to HOAs to help them more successfully govern and
manage their HOA. All training courses have had a high turnout.
In May 2024, APCHA hired a new Outreach Coordinator position. This position is working directly with
HOAs to provide resources and establish more communication between their boards and APCHA along
with increasing general communication between APCHA and the community.
Next Steps (Q1-Q2 2025) –
Staff expect the capital reserve studies to be completed in 2024 and the full project to be completed in
2025. Once staff can measure the extent of capital reserve deficits for HOAs, Council, the BOCC, and
APCHA Board can review the results and begin discussing next steps for addressing HOA capital
reserves.
APCHA plans to continue regularly planning trainings and information sessions to support HOA board
representatives in their HOA maintenance.
Expected Completion Date(s) -
The HOA Capital Reserve Studies Project is expected to be completed in 2025.
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Community Building and Health:Strengthen the quality of life and well-being of residents, and promote
commercial vitality of locally focused businesses. This will be accomplished through:
a.Exploring public-private and non-profit approaches to promote economic vitality
1) Milestone: Project Scoping Work Session for Public Private Partnerships and Non-Profit
Organizations
2) Milestone: Public Private Partnerships and Nonprofit Organization Research
3) Milestone: Public Private Partnerships and Nonprofit Organization Policy Development
Project Description:In each iteration of the Aspen Area Community Plan since 1993, the community has
identified economic vitality (alternatively referred to as economic sustainability in some planning documents)
as a policy area of primary concern. Policy concerns related to the availability of basic goods and services, a
diverse mix of uses and price points in the retail, service, and food and beverage sectors, and the perceived
loss of “locally owned and locally serving business” have been common economic vitality themes in the
community narrative. The guiding principle, dating back to the 1993 plan and carried forward in the 2000 and
2012 plans, is that, “The success of Aspen the Resort, depends on the success of Aspen the Community.”
In the 2023 goal setting exercise, a majority of Council expressed a desire for policies promoting and
expanding economic vitality be a staff focus area. In other communities of all sizes, public-private partnerships
(PPP) and non-profit organizations (NPO) often play central roles in the promotion of economic vitality,
expanding the capacity of the for-profit and governmental sectors. Staff has conceived of this goal element as
a research project, followed by the development of policies and an action plan to support long-term work on
economic vitality.
As this is work that Aspen has not typically engaged in (direct economic development activity), a significant
foundation of work will be necessary to accomplish progress in this area.
Milestone 1 will be a scoping exercise or series of scoping exercises with City Council to understand
and define Council’s intentions in this area.
Milestone 2 would entail a research project derived from Milestone 1 that evaluates Aspen’s potential
in this area and best practices and innovative solutions found elsewhere.
Milestone 3 would then set out to develop a set of desired policies and the process and resources that
will be necessary to carry out these desired policies.
Accomplishments/Status –Due to the availability of a DOLA grant, staff has applied for and received a
grant ($135,000) to investigate the feasibility of a Community Land Trust (CLT). CLTs are non-profit
entities used by communities nationally to provide opportunities for affordable commercial spaces and
affordable housing. Bulington and Associates, a consultant group who is contracted and completing the
feasibility study has visited Aspen and met in-person and virtually with a number of stakeholders in the
affordable housing and commercial development spaces.
Next Steps (Q1-Q2 2025) –On the CLT topic, small workgroups are being established and will continue
the evaluation of the challenges and opportunities that an eventual CLT would experience. With the
continued work, it is hoped that the city would continue to facilitate a process that could have an
independent non-profit established in 2026. Burlington and Associates will assist with the documents and
initial planning that a non-profit would need.
Expected Completion Date(s) -With Direction from Council on desired scope. Milestones 1 and 2 could
be completed by the end of 2024/early 2025.
b.Developing policies and regulations to ensure the timely completion of development projects
and limit the impact of commercial vacancies on vitality, character, and revenue.
Milestone: Project Incentives Policy Research and Development
Project Description:In previous work sessions and the goal setting meeting, Council expressed a desire to
create incentives and disincentives to ensure the timely completion of construction projects. Several delayed
and mothballed commercial construction projects in recent years have impacted the economic, aesthetic, and
social vibrancy of Aspen’s commercial zones. It is possible that such policies and regulations may be included 51
in several sections of the Municipal Code, including Titles 8, 21, 26, and 29.
Staff and Council have identified several possible policies and regulatory responses to address this dynamic
in the commercial construction industry. Council expressed a desire to have those ideas presented for
consideration in work session. Staff from the ComDev, Engineering, Utilities, and Attorney’s Office will need to
coordinate to support that discussion.
Accomplishments/Status –Due to staffing turnover within ComDev leadership and the Planning
function, progress has not been made on this topic. It is a challenging topic that exposes several unique
qualities within Aspen’s development context. It also intersects with basic tenets of private property rights
and statutory and common law vested rights. There may continue to be opportunity, but it is a topic
without easy solutions.
Next Steps (Q2-Q3 2025) –A Work Session with a newly seated Council is recommended to discuss a
host of topics that relate to commercial and community vitality in the downtown core.
Expected Completion Date(s) - TBD, based on further discussion with Council.
c.Designing and promoting opportunities for creating human connections among locals
including the Armory renovation
Milestone:Armory redevelopment
Project Description:Since February 2022 city staff and City Council have discussed options for the Armory
space. This project's advancement includes extensive public outreach and City Council consideration, with
several resolutions adopted memorializing the continued progress. In March 2024, a design team led by CCY
Architects was hired to continue to move the project forward. A schematic design, comprised of a food hall,
retail, community meeting space, and a visitor center has been finalized. Staff and the design team are
preparing a land use application to gain necessary entitlements in 2025 and City Council will review the draft
land use application, prior to submission, on January 13, 2025.
Resource Needs: Through the contract with CCY Architects, staff will engage various design professionals to
assess building space constraints, historic features, structural integrity, constructability, and operational
feasibility issues. Planning assistance for additional public engagement and to assist through the entitlement
process is also included in the contract. City Council should anticipate discussion of a change order in Q1
2025, to expand the scope of work for the design team to include a greater level of finish (furniture, fixtures,
and equipment). Funding for this project is still undetermined. As use and design decisions are finalized staff
will return to Council to determine funding strategies. Debt issuance may be required to meet
Council/community goals on delivery of this project.
Accomplishments/Status -Schematic Design was completed Q4 2024. A draft land use application
is anticipated to be submitted after a January 13, 2025, City Council check-in. Design Development is
being undertaken concurrently with the land use component of the project. Staff is continuing to work
with the operations consultant to provide professional guidance on how and when to get an operator
on board.
Services for a construction manager/general contractor are underway and anticipated to be brought on
during Q1 2025.
Expected Completion Date(s) –After the January 13th work session, staff will develop a better
timeline for completion of milestones and the overall project. Once construction begins, a 18-24 month
construction timeline is anticipated.
Milestone:Providing opportunities for human connection through community-focused events
Project Description: The Events Department is continuing its new focus on community events.
Historically, the department focused on “participant” based events, or those where the participant signs up,
pays to participate and results in an increase in visitor lodging.
Community events are generally free and open to the public. This year, Events is adding the following
community-focused events to the lineup to reach community members:
Chill Out Wednesdays (free ice cream and campfire sing along songs on Sister Cities every
Wednesday in July)
Mac & Cheese. This event is free and open to the public and city staff is working to add other
elements to the event, which will be held on Hopkins between Mill and Monarch
The largest community-based event is July 4th. The department also produces the City Council-hosted 52
Community Picnic and the free hot chocolate and s’mores on New Year’s Eve with kids' activities and
entertainment. Part of the Owl Creek Chase Nordic event is a non-competitive, non-timed, free component of
the event
Accomplishments/Status –The Special Events Department held the inaugural ArtCart Rally February
10th at the Whoa Nelly Sledding Hill behind the Aspen Recreation Center. Under the night lights, there
was excellent racing and wonderful displays of our community creativity with the crafts. Both the kids and
adults brackets filled to the cutoff number. Many also participated in the art mapping project and the food
was a huge hit. The Special Events team looks forward to building on the success of this year’s event at
the Feb. 8, 2025 event.
Milestone:Providing opportunities for human connection through the arts.
Project Description: Red Brick Center for the Arts believes the arts are a powerful tool as they not only
provide opportunity for human expression, creativity, and learning, they also create avenues to connect with
others and have meaningful experiences. And as the department’s mission states that through the exchange
of ideas and shared experiences a community can thrive, Red Brick Arts serves this work through a range of
programming and offerings including:
Centralized nonprofit office spaces and artist’s studios in a supportive and collaborative environment
Youth art classes and camps at an affordable rate in a safe and welcoming environment
Scholarship program to assure cost is not a barrier for participation
Adult art classes for beginners to experts at various price points
Gallery exhibitions and programming for local and regional artists that encourage professional growth
and facilitate relationship building between artists
Community events promoting the arts and inviting all in a welcoming and inclusive environment
Dance studio and conference room for rent at an affordable rate
Spotlight on youth and family programming happening this year:
Responsive to the needs of local families, Red Brick Arts will host after school youth art classes on
early release Wednesdays.
Building on the success of a new initiative, Red Brick Arts will continue to host family art nights.
Red Brick Arts will continue to work with partners such as the Buddy Program, Aspen Center for
Environmental Studies, and Aspen Family Connection to collaborate on efforts that support each
other’s mission through program development.
As the Red Brick is an active hub with many diverse uses and programming, messy vitality and
collaboration is at its core. The Red Brick will continue in its work to develop arts programming and
events that are responsive to the community and serve the need for human connection.
Accomplishments/Status –Red Brick Center for the Arts undertook an extensive renovation project in
2024. The renovation includes significant improvements to utility infrastructure including sewer lines,
heating system, and comprehensive replacement of the fire alarm system. Additionally, the project
included improvements to the bathrooms, gallery, art classroom, and public spaces. Despite not having a
classroom or gallery for typical programming, staff utilized other areas as an ad-hoc classroom to continue
to offer free PreK art classes and adult programming including the low-cost Creative Happy Hour, a new
sewing class, figure drawing, and evening watercolor classes. Additionally, staff hosted a low-production
exhibition of cartoons by a local artist that features stories about life in Aspen.
Public Art Pilot Project - Staff implemented a pilot public art project during summer 2024. The joint aims
were to: continue the momentum built during the public art engagement effort; test the proposed project
development and selection framework; and apply its mission and guiding principles. The idea was to
commission an artist to create and install a work of bilingual/bicultural public art and community
engagement serving local residents, transit riders, and visitors at Rubey Park Transit Center. The
selection committee chose multidisciplinary artist Ana María Hernando of Denver to create a site-specific
installation, “My Longing Doesn’t Quiet \ Mi añoranza no se calla,” at Rubey Park and Sister Cities Plaza.
Community engagement was a key element of the project. The Red Brick team developed and executed
an engagement plan that included six events, drawing 622 participants:
July 26 - Thank you event for City staff and partners involved
August 21 – Bus Rider Appreciation Event in partnership with Transportation Department and Buckhorn
Public Art.
August 22 - Artist Talk with Ana Maria Hernando at the Aspen Art Museum
August 29 -Talk presented by staff at the Aspen Collective Gallery as part of Aspen Art Walk.53
August 24 -Staff hosted a booth at the Aspen Saturday Market and presented information about the
project.
August 1 - Staff participated in a panel discussion at Intersect Aspen Art Fair
To make the project as inclusive as possible. marketing and signage were produced bilingually, in Spanish
and English.
Expected Completion Date(s) -
With renovation work completed, Red Brick staff is implementing a full line-up of youth and adult art
classes, gallery exhibitions, community events, and artist lectures, and more.
Staff collaborating with the Events Department to offer an Art Kart making class on February 5th.
Staff is working on the planning and development of a street mural to be installed May 2025.
Milestone:Creating community connections for locals at the Wheeler Opera House
Project Description:Our work is grounded in our vision: “At the Wheeler Opera House, we set the stage for
connections that create memories for our audiences, artists, and greater Aspen community.”
As the only City-owned facility which can accommodate large convenings of residents, the Wheeler’s historic
500-seat theatre is used to gather our community in an astonishing variety of ways:
Affordable and dynamic performances by artists and comedians from across the globe
Through affordable Wheeler rental rates, performances by beloved local arts organizations
including Aspen Music Festival and School, Aspen Film, Jazz Aspen Snowmass, Aspen
Community Theatre, Aspen Chorale Society, Aspen Fringe Festival, Shining Mountains Film
Festival, Colorado Mountain College, Aspen Historical Society
Artistic incubator for local artists, including DanceAspen, Inspire Aspen’s Aspen Rocks!, local
skiing and boarding filmmakers
“Town hall” for residents to meet and discuss important local issues with partner organizations
such as Aspen Public Radio and the Aspen Institute on a myriad of topics including the Entrance
to Aspen, Aspen Psychedelics Symposium, Women in Media, and many others
Mountain Culture celebrations – Warren Miller, Teton Gravity, Fly Fishing Tour films, Ski Co
meetings and award ceremonies
Traditional annual student performances by local schools
Community event partnerships including ACRA and the Food & Wine Classic, the City’s Special
Events Department’s new “Welcome to Winter!” event
Volunteer usher program utilizing over 125 volunteers throughout the year
New focus in the upcoming year will be given to family programming and inclusion efforts,
including:
o Student matinees for local elementary and middle schools
o Mainstage family programs introducing families to international artists
o Programming designed to welcome our Spanish-speaking community to the Wheeler
o Programming designed to welcome those with developmental disabilities to the Wheeler
Accomplishments/Status:The Wheeler’s 2023-24 season has been marked by notable achievements in
areas mentioned above. From a kick-off concert by a Selena tribute band that was co-promoted with
support from valley partners including Radio Tri-Color and Spanish-speaking influencers, to a jam-packed
holiday week featuring Big Head Todd and the Monsters, Ozomatli, and the second annual family New
Year’s Eve magic show, to the Wheeler’s first student matinee performance welcoming 350 students from
five valley schools, to the family show SNAP! featuring award-winning Korean illusionists, to a busy Laugh
Festival lineup, the presented season has been artistically outstanding so far. Community partnerships
with dozens of local groups continue, with March seeing eight presentations alone, including ACES,
Aspen Historical Society, Aspen Music Festival and School, SkiCo’s NEPSA awards, and Wheeler
Associates presenting Elephant Revival over two nights.
The Wheeler enters 2025 having successfully celebrated the 40
th anniversary of the grand 1984
reopening of the theater in the summer of 2024. The celebration featured both a “local’s night”
performance as well as the return of a beloved music legend who has graced the Wheeler stage multiple
times. Other summer 2024 activity included Aspen Public Radio in association with the Wheeler
presenting the second Aspen Psychedelic Symposium, followed by the Aspen Fringe Festival, Food and
Wine Pass Distribution, a headliner concert in partnership with Wheeler Associates, and a weekend of
June Jazz courtesy of Jazz Aspen. The summer also marked the return of the Aspen Music Festival and 54
School’s Opera and Vocal Arts Program from the end of June through late August. Including the return of
a fully-staged opera on the Wheeler stage (The Marriage of Figaro).The theatrical rigging replacement
project began immediately upon move-out of the Music Festival and continued through the end of 2024.
The project is expected to be completed on schedule and on budget with mainstage performances
resuming on January 16, 2025. During the mainstage closure, the Wheeler presented a few shows in the
Vault Bar Lobby while simultaneously welcoming a new Executive Director and preparing for an exciting
2025 season. Those preparations included adding almost 30 performances to the calendar for January
through April, including family friendly programming ranging from Dog Man: The Musical to Alex “The
Zaniac” Zerbe as part of the Aspen Laugh Festival. Further, the Wheeler Insiders program was launched
in November 2024 to incentivize local residents to participate in activity at the Wheeler. Insiders are
eligible for pre-sale access, special discounts, exclusive invitations, exchange privileges, and more.
Finally, effort will be made in 2025 to establish the Vault Bar as a more consistent place for community
gathering by extending the opening time to 60 minutes prior to mainstage performance times and offering
drink specials for the first 30 minutes of this pre-show window.
Next Steps (Q1-Q2 2025) –
Re-Opening of mainstage at Wheeler – January 16, 2025
Launch of local artist series for The Vault in May 2025
Expected Completion Date(s) - Ongoing
Milestone:Creation of community connections for locals through Recreation
Project Description: At Aspen Recreation, our mission is to foster vibrant and inclusive community
engagement through innovative programs, events and our multiple facilities. We are dedicated to empowering
individuals of all ages and backgrounds to lead active, healthy, and fulfilling lives, while nurturing a strong
sense of belonging and connection among our residents.
Our Commitment:
Community-Centric Approach: We strive to build strong connections with the Aspen community by
actively seeking their input, understanding their diverse needs, and co-creating programs and facilities
that cater to their interests and aspirations. Our ongoing programming caters to residents from birth
through our aging adults. Throughout the year we also host many free community events such as:
o Truck or Treat: Is a Halloween event held at the Aspen Recreation Center for families to take
their children trick or treating in a safe and fun environment.
o Community Health Day is a partnership with local nonprofits within the valley to promote the
importance of mental, physical and nutritional health. We open up the Aspen Recreation
Center from 9am-2pm for workshops, classes, vendors and open play.
Accessibility and Affordability: We are committed to ensuring that all members of our community have
equal access to our programs and facilities, regardless of age, ability, or socioeconomic background.
We have a scholarship program in place to help with the cost of programs or memberships. We also
strive to create an affordable, secure and enjoyable setting in our after-school programs and day
camps for local working families.
Through these principles, Aspen Recreation aspires to be a leading force in creating a connected and thriving
community that cherishes health, wellness, and the joy of shared experiences.
Accomplishments/Status –Recreation offered 5 free community events in 2024 that consisted of
Community Health Fair, Trunk or Treat, Community Easter Egg Hunt, Santa Day and partnered with
Special Events Art Cart Rally on the ARC sledding hill. Our department also offered many new programs
like Outdoor Summer Fitness and Wellness Series and expanded our youth flag football league to the
spring and fall season.
Next Steps (Q1-Q2 2025) –In 2025 Recreation will be adding an Indoor Triathlon at the ARC in January,
partnering with Special Events for the Art Cart Rally and looking at expanding our community Easter Egg
Hunt offerings.
Expected Completion Date(s) -This will be an ongoing process for the Recreation Department to
evaluate what we are offering and balancing it with the community's need.
d.Partnering with local health and human service nonprofit organizations through the city grants
program 55
Milestone:Health and Human Services grants program
Project Description: The City of Aspen currently maintains a grant program benefiting non-profit organizations
providing health and human services (HHS) to the Aspen community. Additionally, the city is piloting a
capacity building program for HHS organizations designed to provide new and effective methods of support to
organizations providing critical community services.
In this pilot program, capacity building consulting services are provided directly to HHS non-profit
organizations through a competitive application process in a partnership between the city and Human Service
Innovations, LLC. The pilot program allows for a cohort of up to four organizations, represented by their
Executive Director and Board Chair, to go through coaching sessions, workshops, and peer learning groups
resulting in robust, strategic and operational action plans, process improvements, and potential structural
changes, with a focus on long-term sustainability and impact in the community.
Accomplishments/Status –The City of Aspen operates two distinct grant programs designed to support
organizations providing health and human services support throughout the Roaring Fork Valley. The
primary non-profit grant program, designed to provide program and operational support, closed for
applications on December 5, 2024. Applications are currently undergoing eligibility review by city staff, and
will be passed along to community members for assessment in January 2025. This program is
complemented in 2024 by the HHS capacity building grant, which provides opportunities for executives
and board chairs of interested HHS organizations to improve the effectiveness of the organizations
themselves, through a curriculum focused on executive coaching, strategic planning, fundraising, and
outreach.
Next Steps (Q1-Q2 2025) –Staff, and the grants steering committee, will return to council in the spring of
2025 with funding recommendations. In addition, staff and the steering committee are exploring ways to
continue providing critical, and community vetted, support with less direct involvement of city staff. This
includes exploring the transfer of administration of HHS grants from the city to the Aspen Community
Foundation (ACF), as well as supporting capacity building through partnering with a new ACF program,
inspired by the success of the city program, in lieu of managing an independent program.
Expected Completion Date(s) -The 2024/2025 non-profit grant cycle is expected to be completed in
April of 2025. The transfer of administration of HHS grants to ACF is expected to be completed in time for
the 2026 grant cycle. A request for funding to join as a partner in the ACF capacity building grant is
expected to be incorporated in the spring supplemental budget cycle.
Milestone:Continuous improvement of the HSO and PACT program.
Project Description: The Aspen Police Department Human Service Officer (HSO) and Pitkin Area Co-
Responder Teams (PACT) jointly respond to calls where people may be experiencing mental health
challenges and/or substance use problems.
Staff are reviewing previous year’s outcomes, nationally recognized best practices, and setting up a steering
committee to develop key recommendations about future enhancements to the co-responder program.
Continual alignment with organizational values is critical.
Accomplishments/Status –The HSO Program Steering Committee has met on seven occasions. The
team is comprised of law enforcement staff from a variety of units within the organization and key
stakeholders. There is a powerful desire to work towards a common goal and there is progress in
identifying efficiencies and improvements in the program. Final recommendations are being drafted.
Next Steps (Q1-Q2 2025) –The steering committee finalized key recommendations in January 2024.
The implementation of short-term recommendations is underway, and the development of a timeline to
implement the long-term recommendations will be created when the administrative sergeant is appointed
at the end of 2024.
Two highlights are, imbedding a training component from the HSO into the onboarding process for all new
police officers and having the members of the original steering committee become an ongoing cohort who
can support the success and enhance the operations of the HSO and PACT.
Expected Completion Date(s) -Q3-Q4 2025
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e.Adding physical capacity to increase available childcare spaces through projects such as the
Burlingame Child Center
Milestone:Undertake and complete the land use review process to gain entitlements for the Burlingame Early
Childhood Education (ECE) center.
Project Description: At the December 5, 2022 work session, City Council directed staff to solely gain land use
entitlements for the center rather than pursue development of construction documents. A change order was
approved by City Council on April 11, 2023 allowing for a modification of the design services scope for this
project. A land use application was submitted to the Community Development Department September 2023
and received a recommendation of approval by the Planning and Zoning on April 2, 2024. Final approval was
granted by the City Council on May 28, 2024. The approval allows the City to submit a building permit
application for the project if it deems necessary and the project was granted a10 year vested rights period to
submit a building permit application. Currently, the design team is putting together an Approval Documents
application, consisting of agreements and plats that will need to be reviewed by the Community Development
Department and then recorded to perfect the entitlements.
Timeline:Staff anticipates the Approval Documents Application to be submitted for review no later than
January 2025. Once approved by the Community Development Department, documents memorializing the
approvals granted will be recorded.
Resource Needs:No changes necessary as the scope and budget was amended to gain the land use
entitlements portion of this project.
Council Engagement:No further engagement with City Council is required as recordation of entitlements is
an administrative review.
Accomplishments/Status - The land use application has been approved by City Council. Solely
administerial tasks are left to complete.
Next Steps (Q1 2025) –An application to review the Approval Documents will be submitted no later
than January 2025.
Expected Completion Date(s) – Staff assumes recordation should be able to be completed by the
end of Q2 2025.
f.Developing policies and/or regulations that incentivize and promote desirable uses in our
community’s commercial spaces.
1) Milestone: Define issues and desired outcomes in commercial sector and commercial zone
districts.
2) Milestone: Support Council in policy making and regulatory amendments.
Project Description: This is a broad issue, encompassing several overlapping topics. In staff’s view, there are
several unifying themes related to this subgoal. They include commercial core businesses and use mix in
downtown buildings, temporary uses and structures to facilitate business activities on public and private
property, related zoning and energy code regulations, e.g. lighting, signage, amplified sound, outdoor heaters
and commercial design, and the relationship between the development review process and use mix.
These topics have been central to the community dialogue about business and the commercial core for
decades. As far back as the 1983 Plan, the Aspen Area Community Plan references “locally owned and
locally serving businesses” and “economic sustainability and vitality” and “downtown character” as topics of
community concern. As a result, there is an extensive body of work supporting this community dialogue upon
which staff and the community can draw to inform work on this Council goal.
Staff plans to bring the latest iteration of this community dialogue with a Council conversation to identify
current issues, define issue statements, and describe desired outcomes. This will include assessment of the
current commercial environment, identification of trends contributing to that environment, discussion of
relationships to other Council goals and AACO policies, and examples from other communities about potential
responses.
Whether in the milestone to understand this topic or in the carrying out of code changes in support, ComDev
staff time may be significantly constrained by work on other Council goals, internal initiatives, and the delivery
of core services. Should Council desire a broad scope on this particular goal while ComDev staff is engaged
in work on the Customer Service, Affordable Housing, Environmental, and Community Health goal elements
also desired by Council, additional staff and/or consultant resources may be necessary. These are complex
topics touching several areas of the Municipal Code and City services.57
They are also potentially economically and socially consequential. As such, technical expertise and staff
attention are essential to success.
Accomplishments/Status –Staff continue to be reactive and responsive to changing community
dynamics related to this topic. Real and lasting solutions to this topic will require code changes in support
of new ideas in supporting and encouraging a diverse and flourishing commercial sector. It should be
noted that long-standing regulations will need to be evaluated and amended to implement new community
ideas in this area.
Next Steps (Q1-Q2 2025) –Staff requests a Work Session with Council to evaluate the desire to make
significant and varied changes to the Land Use Code and other aspects of the Municipal Code in support
of these outcomes.
Expected Completion Date(s) -TBD
Customer-focused Government:Maintaining and enhancing relationships with residents, businesses and
visitors is critical to provide services essential to our community. The city of Aspen will continuously improve
customer service, services and processes with our customers in
mind. This will be accomplished through:
a.Assessing customer service standards for the organization
Milestone:Customer Service Standards Assessment
Project Description: A review of the customer service & customer experience goals of city staff revealed that
staff places a high degree of importance on ensuring positive outcomes for our customers. However, besides
the guidance provided by city values, there was no throughline that staff could reference to provide holistic
guidance on organizational customer expectations.
To address this, a cross-functional team of about 20 staff representing a broad swath of roles and seniority
worked over the course of a year to develop organizational standards. Research for this project included
outreach to community members through three focus groups, an intentional discovery process with city staff,
and facilitator led conversations with the project team to objectively assess and understand the city’s customer
base and their expectations.
Accomplishments/Status –
This project is complete, and has produced several tangible outcomes. Firstly, the group has produced
organization-wide customer service framework, featuring common core standards of Authenticity,
Engagement, Consistency, Accountability, and Anticipation. These core standards are supported by a
commitment, expected behaviors, and essential considerations—intended to provide actionable and
concrete ways to embody these core standards as city employees.
The second major accomplishment is the development of 24 independent departmental standards. While
the core standards provide common values and goals, each department also needed to adapt these
standards to their job functions in order to be most effective. Departmental standards were developed by
each department under the guidance of the customer service project team and the Agency Director Team.
Expected Completion Date(s) -The initial phase of this project is complete. However, customer service
is a process of continual improvement. These core standards are being incorporated into orientation,
training, staff awards, performance evaluations, etc. Similar to our city values, the customer service
framework is intended to become a foundational aspect of our organization
Milestone: 2024 Aspen Community Survey
Project Description: Every other year, the city undertakes a survey, designed to gauge community sentiment
on a wide range of issues, managed by the Strategy & Innovation Office in partnership with an independent
third-party consultant. This survey is designed to conducts an unbiased, comprehensive, statistical analysis.
This year, the survey included both a scientific sample and an open-participation sample to ensure that any
resident who wished to could make their voice heard.58
Accomplishments/Status:
Aspen scored at or above national benchmarks in every major livability category!
Many services ranked at the top of state benchmarks, ranging from police services to arts and culture,
to parks and recreation, mobility, and more!
Our community is very pleased with the quality of customer service provided by staff.
Areas of continued focus identified by the report do not include any surprises, and we’re already
working on projects in these areas.
Expected Completion Date(s) –Completed. Survey results, and next steps, were presented to council
by a consultant and staff on September 23, 2024. More information on the survey, and an interactive
results dashboard, can be found here.
Milestone: Gap analysis of customer services provided by the Police Department
Project Description: The members of the Police Department are committed to providing the highest quality of
services to victims and alarm customers. Staff are reviewing legislative requirements, researching law
enforcement best practices, reviewing city ordinances, and surveying customers to determine if the most
efficient and effective strategies are being utilized.
Accomplishments/Status –The Alarm Process Steering Committee has met on three occasions,
surveys have been sent to all alarm customers, and research has been completed to learn more about
law enforcement best practices and approaches to business and residential alarm responses.
Additionally, several team members are reviewing crime reports, collaborating with the District Attorney’s
Office, and looking at internal processes to innovate and enhance services being provided to crime
victims.
Next Steps (Q1-Q2 2025) –The Alarm Process Steering Committee final recommendations have been
completed. There is a desire among community alarm permit users and internal staff to maintain a robust
alarm permit program. The team is collaborating with Finance to identify and implement a currently used
software platform to innovate invoicing procedures and offer a more efficient user interface. These
changes will also create internal efficiencies for staff.
The review of our internal processes related to victim services was completed. The review demonstrated
the department provides exceptional services, focuses on connecting victims to available community
services when needed, and meets all legislative requirements.
Expected Completion Date(s) -Q4 2025 – Alarm Process Improvements
Completed – Victim Services Gap Analysis
b.Continuing to optimize development review processes.
Milestone:Innovation in Development Review
Project Description:
In March of 2023, members of the Agency Directors team created an inter-departmental task force, the Permit
Advisory Group, to drive innovation and optimize the development review process. This group included
representation from plans reviewers and leadership from all four development review agencies: Engineering,
Utilities, Community Development, and Parks, along with support from the Strategy & Innovation Office.
Their objectives are to optimize the development review process by – assessing current practices, finding
efficiencies, analyzing best practices from comparable communities, recommending structural and resource
changes to Agency Directors and the City Manager, and taking responsibility for ensuring ongoing
improvement and alignment with organizational standards. The task force reports to the Agency Directors and
City Manager.
Accomplishments/Status –
This group, having identified several areas of structural change, has disbanded in order to focus
on delivery of these improvement initiatives. Highlighted outcomes include:
Creation of the Development Services Team: This cross-departmental team of three employees
was created to provide front-line leadership to the development review process, ensuring proper
59
accountability for staff and customers through a focus on customer service, data analysis, and
project coordination.
Affidavit Permits: The Development Services team, quickly after formation, identified several
permit types where process was getting in the way of desired community outcomes, and reduced
regulatory hurdles (that were in staff’s sphere of control) to create permits that could be issued in
a day or less. Like-for-like window replacements have successfully become a one-day turnaround,
with more permit types to come. These types of permits bypass permit review queues for
relatively simple work while putting the responsibility for compliance with the applicant and reflects
a shift in long-standing department procedures requiring comprehensive review by staff for
compliance.
Permits taking a week or less: Additional popular permits have been streamlined to average a
turnaround time of a week or less. These include Re-roof, Repair, IFFR permits, and more.
Queue Reduction: These improvements, along with others, have reduced the number of permits
awaiting review from an average of more than 60 in 2023, to under 30 currently in December of
2024. Intake has remained steady during this time, making it clear that process improvements are
the driver of this reduction.
Coordination Groups: Several additional internal groups have been formed with the goal of
improving customer experience with the city’s development review process. These include:
Code Alignment Group- Dedicated to identifying and resolving areas of code confusion
before they become public.
Talking Permits: A bi-weekly stand-up meeting of all development reviewers to share
critical updates and align areas of current focus.
Next Steps (Q1-Q2 2025) –The permit advisory group created an action plan of additional development
process improvements at all levels. Work is ongoing to develop implementation strategies for each of
these action items.
Expected Completion Date(s) -On-going, continuous.
c.Amending the Land Use Code to simplify processes and improve coordination between
agencies.
Milestone:Code Amendments
Project Description: Community Development staff maintains a running list of code sections that require
amendment. Historically, these code sections are presented to Council triennially for amendment. Council’s
desire to find efficiency in the development review process creates an opportunity to bring these ideas to
Council for consideration and code amendment.
Additionally, past Councils have identified Board and Commission jurisdictions, authorities, and review
processes as areas of misalignment between policies, regulations, and development outcomes. Board and
Commission reviews are a significant step in the land use process. Assessing the role and authority of Boards
and Commissions in the Land Use process and the alignment between those boards’ standards, processes,
and development outcomes presents an opportunity to support Council’s desire to both simplify process and
improve coordination.
Finally, staff from Planning, Building, Climate Action, Utilities, and Engineering have been coordinating since
2022 on identifying regulations is different Municipal Code Titles which are contradictory or are counter to
adopted policy and development outcomes. Council's desire to ensure improved coordination between
departments creates opportunity for that coordination work to continue apace and result in code amendments
in support of this goal.
Accomplishments/Status –A cross-agency group to improve in this area was established in Q3 of 2023.
The group meets every two months and has established new lines of communication and collaboration. In
the Land Use Code arena, staff has been working with consultants from Baseline Engineering and have
conducted a deep dive into the planning process and areas within the LUC that contain regular painpoints
for staff and applicants. A report on the findings of this study will be available late 2024/early 2025.
Next Steps (Q1-Q2 2025) –Most immediately, the code coordination group is working to coordinate City
code provisions related to trash/recycling/compost facilities to encourage the protection of bears and
improved functionality and aesthetics. Other near-term topics are a better coordination of thresholds for
existing development in coming into compliance with city codes in redevelopment or renovation scenarios.
On the planning function work, Baseline Engineering will likely be engaged to continue work in 60
implementing the recommendations from the study. Some of this work will be internal within department
processes, some will require code changes. No additional budget requests are necessary to conduct this
work in 2025.
Expected Completion Date(s) -On-going, continuous
d. Ensuring meaningful access to services and information for all members of the community through
a focus on accessible and multi-lingual communications.
Milestone:Advance accessibility and multi-lingual efforts for the city
Project Description: Staff is working on myriad projects that are underway for immediate and ongoing
progress related to this goal. These projects provide a comprehensive and embedded educational foundation
related to inclusivity and belonging to coincide with the specific action plan items around accessibility and
multi-lingual expansion. Specifically, the projects include city-wide diversity, equity, inclusivity and belonging
assessment and implementation plan (gap analysis), City-wide training, along with an accessibility consultant
to ensure compliance of the new State Accessibility Law.
Accomplishments/Status –
Project Plan for Compliance with Colorado State Accessibility Law:
Over the past year, staff have been working to comply with the State Accessibility Law which goes into
effect in July 2024. The work plan includes an accessibility review, audit, document remediation, and
updating materials related to any online content including but not limited to the city’s website, intranet,
text, images, forms, PDFs, documents and third-party applications. Staff held city-wide trainings in April
and November to ensure compliance in the creation and publishing of any online content and materials in
the future.
Bi-lingual Bonus Administrative Directive
The Bilingual Bonus Program encourages and recognizes full and part-time employees of the City of
Aspen who use a second language during city business to enhance service to Aspen's customers,
residents, and visitors. Participants in the bonus program must meet certain criteria in order to qualify.
The use of Spanish is currently the approved language for the program based on Aspen’s demographics
and customer service needs. The city will continue to evaluate the possibility of expanding languages
eligible for the bilingual bonus program.
All full and part time employees working in a position where the Department Head determines that Spanish
will substantially assist the department’s day to day operations will be eligible for the program. This
program will support accessibility needs across the organization for internal employees and the public.
In 2024, 22 employees participated in the bilingual program which included four from the police
department, and others from recreation, parks, human resources, engineering, Kids First, community
development, APCHA and the Wheeler Opera House.
Spanish communications
In 2024, the Communications Department increased translation for both externally focused and internally
focused communication into Spanish. For example, the non-discrimination ordinance press release was
translated into Spanish, and specific information and marketing campaigns were developed in both English
and Spanish. Notably, the Environmental Health Department developed a culturally relevant Spanish
approach for the Commit to Tomorrow project, after meeting with an internal committee of staff who are
experts on Spanish language communication and strategy early in the ideation phase of the campaign to
understand the best approach. The Commit to Tomorrow campaign has an intentional tone of humor,
playfulness, and encourages the public to act. These fun and encouraging messages wouldn’t necessarily
“land”—meaning they may not make sense or be nearly as catchy— if they were purely translated.
Therefore, the group of advisors came up with a plan to “transcreate” campaign content to ensure it hits
the same tone and achieves similar outcomes in Spanish. They started this work by transcreating the
campaign name from Commit to Tomorrow to Seamos Sostenible para nuestra manana. While this is not a
direct translation of “Commit to Tomorrow”, it’s far more affective in Spanish and better communicates the
campaign’s meaning and goals. Starting in 2025, this group will work on identifying the content and tactics
to best transcreate other elements of the campaign.
The city’s mission, values, strategic focus areas and customer service standards were translated into
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Spanish for the first time.
Next Steps (Q1-Q2 2025) –
Over the course of the next year, the city has developed a draft language access guide as part of the gap
analysis recommendations. The language access guide is a tool to be used to evaluate and determine
different levels of prioritization to translate materials for internal and external use, city-wide. The language
access guide allows for the city to assess comprehensively the most impactful and highest priority areas
to provide English and Spanish information.By providing language support, the city can better connect
and communicate with diverse communities by allowing for effective and comprehensive access of
services and city information.
Additionally, accessibility training will continue to occur along with the bilingual bonus program, which has
proven successful.
Expected Completion Date(s) -Completion and implementation is anticipated in 2025 of the final
language access guide.
e.Developing policies and/or regulations to ensure the review of Land Use and Permitting
applications is administered in reasonable, fair and appropriate periods of time.
Milestone:Policy development
Project Description: It has been made clear to staff through the creation of this Council Goal and other
discussion at the Council table that there is a desire to improve timelines across development review
functions. As has been discussed above (see Sections b. and c.) there has been significant effort and
resources expended and notable improvements realized in 2024 toward this outcome within Community
Development and across City review agencies. While progress has been made, more can be done.
With further direction from City Council and in working with the City Manager, Community Development is
prepared to lead efforts in the creation of Key Performance Indicators (KPIs) in summarizing the many
processes that encompass development review. Part of this conversation will be in coming to a shared
understanding of the meaning of “reasonable, fair, and appropriate” in intersection with the intensity of
Aspen’s development activity and the complexity of regulations across City agencies. With these KPIs
identified, staff will work with the City Manager to implement any additional policies or regulations that will be
necessary for improvement within the KPIs.
Accomplishments/Status –An Information Only Memo was included in the February 27, 2024, packet.
This memo identified several intentional improvements within ComDev and across permitting and referral
agencies. More tangibly, please see Sections b. and c. above for notable accomplishments in 2024. Of
note to this particular sub-goal, are dedicated efforts to extract relevant data from Salesforce, identify data
points that will be useful to track over time, and improve the use of this data in program management.
Next Steps (Q1-Q2 2025) –In coordination with the City Manager, staff will schedule a work session in
Q1 of 2025 to begin the discussion on KPIs – to include Council’s view of “reasonable, fair, and
appropriate” timelines for development review within Aspen’s development and regulatory context.
Expected Completion Date(s) -In staff’s view and understanding of Council’s intentions on this topic,
this is a long-range, on-going project that will necessarily re-evaluate long-standing community desires
and associated regulation related to development and development review. Staff will certainly implement
tactical improvements as necessary and as possible, but much of this work likely involves things that are
structural and systematic.
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Protect our Environment:Take meaningful action and provide leadership in protecting the natural
environment, reducing Aspen’s greenhouse gas emissions by the amount that is scientifically proven to limit
global temperature change, and supporting community resilience to climate change and natural disasters.
This will be accomplished through:
a. Maximizing efficiency and minimizing carbon emissions in all of Aspen’s emissions inventory
sectors: Energy Supply, Buildings, Vehicles and Transportation, and Waste
Milestone:Align city operations with the Aspen Sustainability Action Plan (ASAP).
Project Description: Staff from the Climate Action team will work with each city department to educate
departmental staff and leadership, align department goals, projects, and programs (where applicable and
appropriate) with the Aspen Sustainability Action Plan (ASAP) to ensure the city works collaboratively towards
climate goals.
Timeline: Q3 2023-Q3 2024 – Staff from the Climate Action team will begin meeting with individual
departments in Q3 2023 and work over the following year to work with departments in developing a list of
department-specific objectives and action items.
Resource Needs: Staff time with each department director and relevant staff to meet with the Climate Action
team to create a plan; potential financial resources will be project-specific and brought to Council as needed.
Council Engagement: Departments will present any relevant updates or applicable budget requests to Council
as needed.
Accomplishments/Status –Staff from the Climate Action team has met with nearly all individual
departments as of the end of February 2024, with the remaining meetings scheduled for March. The
meetings focused on where the Climate Team can enhance or continue support to departments in
ensuring alignment with the ASAP. In each meeting, staff identified the department’s top 3-5 priorities for
2024 and 2025 and began creating an action plan to accomplish these.
Next Steps (Q1-Q2 2025) –Continue supporting departments in their top 3-5 priority areas for 2024 and
2025 and serving as an internal consultancy on sustainability topics.
Expected Completion Date(s) -The meetings and identification of priority areas have been completed.
The work to support departments in these areas is ongoing.
Milestone:Implement Council-supported “Options to Accelerate the Aspen Sustainability Action Plan” as
presented at the May 8, 2023 work session.
Project Description: As supported by Council at the May 8, 2023 work session,
implement the five “options to accelerate the Aspen Sustainability Action Plan (ASAP):”
1.Building performance standards technical assistance
2.Energy audit of all city-owned buildings
3.Fleet and facilities analysis
4.Plastic / construction and demolition waste diversion program development
5.Strategic financial plan for the ASAP
Accomplishments/Status –Significant progress has been made on several components of these
“accelerated options:”
1. Building performance standards technical assistance: The Climate team has used technical
assistance to model building performance standards (BPS) options which will be shared with the
BPS stakeholder committee and will be brought to Council in a work session in the fall. Staff will
continue to utilize technical assistance in the BPS development process through Q2 2025.
2. Energy audit of all city-owned buildings: Staff has developed a scope of work, entitled the
“Municipal Facilities Decarbonization Roadmap,” which takes a phased approach to conducting
level 2 ASHRAE audits, electrification analysis, and a decarbonization roadmap. NORESCO and
CORE were selected through a rigorous RFP process where nineteen bids were compared for
quality and value of services, and Council approved the contract at the December 17th meeting.
Work will begin in Q1 2025 and is estimated to be completed in Q3 2025. This initial roadmap will
include analysis on approximately 20 City of Aspen facilities.
3. Fleet and facilities analysis: In an effort to increase efficiency and collaboration, staff combined
this fleet and facilities analysis with the project scope above.
4. Plastic / construction and demolition waste diversion program development: Regarding plastic
diversion, staff provided an information only memo to Council on January 9, 2024, that shared an
analysis of various program and policy direction options and their anticipated impact on overall
waste diversion. Regarding construction and demolition waste diversion program development,
staff is conducting research and stakeholder engagement to inform the development of a 63
construction and demolition diversion ordinance. In Q2 2024, staff brought policy options to
Council to inform next steps, and Council directed staff to return with a first and second reading of
the policy in Q4 2024.
5. Strategic financial plan for the ASAP: In Q2 2024, staff selected a vendor for consulting
services to develop this strategic financial plan for the ASAP. Initial results will be available in Q1
2025, and staff will bring the results to Council for direction on next steps in Q1/Q2 2025.
Next Steps (Q1-Q2 2025) –Next steps include continuing to work with the consultant on the strategic
financial plan, and formally selecting a vendor for the Municipal Facilities Decarbonization Roadmap. Staff
will also come to Council in Q1/Q2 2025 for an update on the building performance standards and
electrification task force processes and ask for Council direction on next steps. Finally, staff will come to
council in Q4 2024 for a first reading of the construction and demolition diversion ordinance.
Expected Completion Date(s) -The anticipated completion date for all items is Q3 2025.
b. Finalizing Building Performance Standards and adopting a funding plan to support continued
implementation of the Building IQ program
Milestone:Finalize Building Performance Standard stakeholder process and summarize stakeholder group
recommendations.
Project Description: Work with the Building Performance Standards (BPS) stakeholder group, comprised of
public and private representatives, to finalize the BPS guidelines and group recommendations. These
guidelines and recommendations will include which buildings should be covered, the standard’s framework
and metrics, compliance pathways, recommended timeline for compliance, and recommended/needed
financial support from the stakeholder group to make the program successful and sustainable.
Accomplishments/Status –Staff has continued to meet with the BPS stakeholder group and is
developing policy options for the group’s review in Q1 2025. Based on feedback received from the group
and the request for additional information, staff extended the timeline of this project to respond. Staff will
use the financial strategic plan discussed above to support the development of a BPS financial plan.
Next Steps (Q2-Q4 2024) –The BPS stakeholder group took a break in meetings in Q4 2024 so staff
could respond to questions, feedback, and conduct additional research. Staff plans for the group to meet
again in Q1 2025, and staff will create a summary of stakeholder feedback and input for Council to review
at a work session in Q2 2025.
Expected Completion Date(s) -Q2 2025
Milestone:Bring Building Performance Standards (BPS) Guidelines to Council for adoption.
Project Description: Bring the BPS Guidelines and stakeholder group recommendations to Council for
consideration and adoption. These guidelines and recommendations will include which buildings should be
covered, the standard’s framework and metrics, compliance pathways, recommended timeline for compliance,
and recommended/needed financial support from the stakeholder group to make the program successful and
sustainable.
Accomplishments/Status –Staff continues to meet with the BPS stakeholder committee to finalize policy
options that will be brought before Council in Q2/Q3 2025. This work is happening in parallel with related
work conducted by the electrification task force.
Next Steps (Q1-Q2 2025) –Staff is conducting additional research and gathering information in response
to stakeholder questions and will bring the group back together for review in Q1 2025.
Expected Completion Date(s) -Staff anticipates bringing information to Council on the BPS
development in Q2/Q3 2025.
Milestone:Develop Building IQ implementation funding plan and bring to Council for approval.
Project Description: Working from the BPS Guidelines and BPS stakeholder group recommendations, staff will
work with consultants and stakeholders to develop a Building IQ implementation funding plan to use as a
financial roadmap for reaching the building performance standard. This funding plan will include cost
estimates to achieve the building performance standards, analysis of state and federal (and other) funds
available for qualifying energy efficiency work, and potential options for where and how the City could
financially support properties and buildings in energy efficiency and electrification upgrades to meet the
building performance standard. Once developed, staff will bring the funding plan to Council for direction and
approval.
Accomplishments/Status –In an effort to combine similar projects into a more efficient strategic plan,
staff has combined the ASAP financial plan scope of work with the Building IQ implementation funding
plan. Staff began working with a consultant in Q2 2024. The scope of work in this RFP includes creating a 64
cost analysis and identifying innovative funding mechanisms for various climate policies and action items
in the ASAP, including the BPS policy.
Next Steps (Q1-Q2 2025) –Initial results from this cost and funding analysis will be ready in Q1 2025,
and staff will bring the findings to Council in Q2 2025 for discussion and direction on next steps.
Expected Completion Date(s) -Q2 2025
c. Developing a financial plan to quantify and anticipate future costs of adopted climate action policies
Milestone:Research best practices and identify resources to inform project scope.
Project Description: Work with consultants, peer communities, and stakeholders to gather data and
information on best practices, existing and potential resources, and community input to understand scope and
needs of the financial plan. Staff anticipates the scope will include a combination of financial impact
projections of achieving the City’s adopted climate goals and a matrix of potential funding options for the City
to consider.
Accomplishments/Status –Staff began working with a consultant in Q2 2024. The scope of work in this
RFP includes creating a cost analysis and identifying innovative funding mechanisms for various climate
policies and action items in the ASAP.
Next Steps (Q1-Q2 2025) –Initial results from this cost and funding analysis will be ready in Q1 2025,
and staff will bring the findings to Council in Q2 2025 for discussion and direction on next steps.
Expected Completion Date(s) -Q2 2025
d. Investing in redundancy and climate change resilience for utility systems to ensure dependable and
reliable service delivery.
Milestone:Conduct an inventory and gap analysis of internal and relevant regional resilience plans.
Project Description: Conduct an inventory of and compile existing City of Aspen and any relevant regional
plans (including existing/adopted plans and future capital plans) and studies that address the topics of climate
change resilience, electrification, and redundancy. Identify any gap areas in data, information, or plans that
are needed to assess the vulnerability and resilience of utility systems, including potential pilot projects and
case studies. This could include, but is not limited to, studies or research on the impact of community-wide
electrification (building and vehicle electrification), system vulnerabilities to climate change, exploration of
utility scale renewables and/or battery storage, and potential regional collaboration opportunities. Request
Council budget approval to perform the needed studies and/or to conduct pilot projects that promote resilience
and innovation.
Accomplishments/Status –Staff has compiled relevant regional plans. Additionally, staff has begun
researching and applying resiliency-related projects, such as updating the water efficient landscape
standards and explore developing a model to predict impacts to electrical infrastructure based on existing
and potential future electric loads to ensure reliable delivery. In addition, the water department has
scheduled table-top exercises in coordination with the Colorado Department of Public Health and
Environment (CDPHE) regarding emergency preparedness and resiliency. Finally, the Climate and
Utilities teams are working together to identify next steps in analyzing current and future building
electrification models, how different projections may affect the grid, and actions the City can take to
ensure grid resilience and capacity going forward.
Staff has begun attending regional resilience meetings for the Eagle-Pitkin County Net-Zero Energy Code
Roadmap, which focuses on aligning regional energy code to achieve net-zero codes by 2030. Finally,
staff kicked off the Electrification Task Force process in Q2 2024; the group’s primary focus is on the
impacts and opportunities for electrification, including community and grid resilience.
Electric Utility won a microgrid grant for community resilience through Colorado Department of Energy and
DOLA for planning. This project will kick-off in late Q4/early Q1 2025 and is estimated to take 6-10
months.
Electric Utility completed year 3 of replacing 30+ year old direct bury electric cable with new conduit and
cable to continue reliability of electric system for next 30+ years. Additionally, Electric Utility replaced the
main switchgear for the City’s distribution system.
Next Steps (Q1-Q2 2025) –Planning efforts will continue through 2025.
Expected Completion Date(s) -Work with the Electrification Task Force, participation in the regional
resilience meetings, and efforts to develop a model to predict impacts on electrical infrastructure will
continue throughout 2025, with an expected completion date in Q3/Q4 2025.65
Milestone:Identify and conduct key projects within the Integrated Water Resource Plan (IRP) and Water
Efficiency Plan that support resilience of the water utility.
Project Description: The Integrated Water Resource Plan (IRP) and Water Efficiency Plan’s contain the
City’s long-term water supply goals, reviews the City’s water supply portfolio, and determines the best
management techniques for long-range planning.
Multiple management techniques have been identified by staff as key projects that could move the needle on
water conservation and stewardship in Aspen.
Timeline:Q1 2024-Q2 2025 – Staff would begin planning and prioritizing management techniques and
identify resource needs in Q1 2024, and identified projects would be executed through Q4 2025.
Resource Needs: The cost of these projects is unknown and would be brought to Council for budget
consideration and approval in Q2/Q3 2024. Additional staffing resources may be needed depending on the
project.
Accomplishments/Status –Staff has identified key projects within the Integrated Water Resource Plan
(IRP) to begin developing in 2024 and continue existing projects: staff will complete design of the water
treatment plant improvements project by fall of 2025; capacity and process improvements are taking into
consideration current and future projected water use demands. Additionally, staff is looking into feasibility
of delivery of a water reuse system, which would allow the City to use its source water supplies more
efficiently and effectively. Key items in the Water Efficiency Plan (WEP) that will begin in 2024 include:
staff has begun planning for water efficiency programming in 2024 and anticipates developing programs
such as “Garden in a Box” and expanded irrigation audits. In addition, staff from Climate and Utilities have
begun the initial research and development for what a water-focused building performance standard could
look like. Finally, staff continues to identify areas for expansion and implementation from the WEP that are
anchored in water loss control and enhanced water conservation.
(Q2-Q4 2024) –Continue developing the projects and programs above in Q2-Q4 2024 while continuing
existing programs that have been implemented in years past.
Expected Completion Date(s) -Staff anticipates planning efforts and program implementation to be
completed by Q4 2024; anything regarding larger construction or capital projects will be brought to Council
for formal approval.
Next Steps (Q1-Q2 2025) –Continue developing the projects and programs above in Q1 and Q2 2025
while continuing existing programs that have been implemented in years past. Staff will also review
present priorities and programs in Q1 to shift or continue down current path.
Expected Completion Date(s) -Many of these programs are annual and ongoing, each year the Climate
and Utilities staff expand upon and continue work within the Water Efficiency Program and Integrated
Resource Plan.
e. Expanding our commitment to wildlife conservation, wildfire mitigation, open space stewardship,
river health, and preservation of the urban forest.
Milestone: Wildlife: Leverage the Wildlife Coordinator position to lead Aspen area coordination with
stakeholders, businesses, and community members, to minimize negative wildlife interactions and provide a
safe environment for wildlife in our community.
Project Description:
The management of the City’s wildlife program has evolved over the years and is increasing in complexity with
the additional new composting ordinances, the growth of moose populations, and the potential arrival of
wolves in the region. This project aims to focus more time and resources on engaging with the community,
stakeholders, and the businesses in the downtown core through education campaigns, management
strategies, and enforcement.
The City has been actively participating in the management of wildlife issues, originally focused on bears, in
the City for many years. Historically, Aspen Police Department has led the coordination and management of
the program and the response to wildlife calls. Housing the Wildlife Coordinator position within the Parks
Department allows the city to better focus on preventative management actions and ensure proper
enforcement. The Police Department will continue to be the primary responders for public safety calls, while
the Wildlife Coordinator will lead inter-departmental strategy, code-revisions, and community engagement.
Accomplishments/Status
The Wildlife Coordinator position was filled in April 2024. The position officially transitioned from
the Aspen Police Department to the Parks Department. 66
Establishing the new program, building and strengthening relationships with partners, and
beginning the work of monitoring trash container compliance in the downtown core as the snow
melts.
The wildlife coordinator established a regional working group to reduce human/bear conflicts.
This group includes Colorado Parks and Wildlife, waste haulers, non-governmental organizations,
and representatives from municipalities and counties throughout the roaring fork valley and
beyond. This included 32 attendees, 8 municipalities, 2 hauling companies, 2 counties and one
NGO.
Next Steps (Q1-Q2 2025)
Continue building out education and outreach programs and add focus to winter programs.
Winter programs may include adding interpretive signs on Nordic trails.
Continue building summer education and outreach programs highlighting safety around bears and
moose.
Administer grant funding that was secured from CPW to reduce human/bear conflict and apply for
a new grant during this next grant cycle.
Continue engagement with the statewide working group to reduce human/bear conflict and with
the newly formed regional working group to reduce human/bear conflict.
Continue trash compliance patrols in the core and surrounding neighborhoods to gain better
compliance with our municipal codes.
Clean up outdated language in our municipal code, and work across departments to firm up
requirements for building trash enclosures.
Expected Completion Date(s)
Winter interpretive programs to be launched in February; Summer education programs in July.
Grant funding administration will occur throughout the year and into 2026
Updated municipal code language will be completed in late summer 2025, while any cross
departmental updates regarding enclosures will be dependent on availability of other department
staff.
Web page updates will be completed by April 2025.
Milestone: Urban Forest: Initiate annual inventory of certain zones in the community forest that guide
management actions annually, with the goal of preserving and growing the benefits of the urban forest for
climate resilience.
Project Description: This project will initiate an annual inventory of certain zones in the community forest that
guide management actions on an annual basis. The goal of this project is to preserve, and grow, the benefits
of the urban forest for climate resilience by utilizing more current data in preparing for annual maintenance
tasks, as well as identifying areas for increases in planting, or replacement planting of trees.
Staff have divided the City’s urban forest into six management units (zones) and focus on one zone annually
for preventative maintenance pruning, tree health assessment, tree removal, and replanting of vacant planting
spaces.
Accomplishments/Status
Unit inventory work was completed for management unit V (all city parks), and the
city’s tree inventory has been updated. Several immediate hazards were identified during the
comprehensive evaluation of the management unit, and other pruning priorities were identified for
maintenance work during the 2025 season.
Staff completed the inventory of appx. 350 tree grates in the commercial core noting conditions
and conflicts with trees requiring action. Subsequent work will mitigate losses of important trees in
Aspen’s area of lowest canopy cover.
Next Steps (Q1-Q2 2025)
The City Forester will assess the data from this summer’s inventory work.67
Scheduled maintenance of work for management unit V will begin in May of 2025
Staff will address high-priority tree grate/well issues as identified in 2024
Staff is looking at Emerald Ash Borer as an emerging threat to approximately 450 city owned ash
trees. Staff will assess these trees in addition to the scheduled inventory work for 2025.
Expected Completion Date(s) -
The City Forester will schedule maintenance work from this summer’s inventory work by May of
2025
Scheduled maintenance work for management Unit V will begin in May of 2025 and will be
completed by October 2025.
Staff expects to complete high-priority tree grate maintenance and Emerald Ash Borer evaluations
by September 2025
Milestone: Open Space Stewardship: Prioritize the completion of management plans for each City of Aspen
owned Open Spaces over the next five years, so that our stewardship and management actions recognize the
community benefits of these spaces.
Project Description: Prioritize the completion of management plans for the most significant Opens Spaces
over the next five years so that our stewardship and management actions recognize the community benefits of
these spaces.
Accomplishments/Status –
Ute Cemetery management plan draft components are under review by staff including the history,
preservation plan, wildlife and botany review and comprehensive survey.
Deer Hill management plan research has begun including the completion of the wildlife study by
Colorado Wildlife sciences.
Open Space inventory and evaluations began this summer for the system of City of Aspen Open
Space parcels. Approximately 1/3 of the parcels were visited this summer by parks and open
space staff teams to complete reviews of conditions, evaluate threats to the spaces and develop
short- and long-term goals. This work will help prioritize project work and management plan
development.
Next Steps (Q1-Q2 2025) –
The Ute Cemetery draft management plan will be completed in the middle/end of Q1 with
intended public outreach beginning at the middle/end of Q2.
Deer Hill management plan outline and schedule will be developed by the end of Q2.
Open Space Inventories will begin again in Q2.
Expected Completion Date(s) –
This is a multi–year goal – staff will continue to work on over the next several years.
Ute Cemetery Managment plan is targeted for adoption before the end of 2025.
Deer Hill management plan will be completed in 2026.
Open space inventory and evaluations are expected to be completed for most of the spaces by
the end of the 2025 summer season.
Milestone: Wildfire: Expand participation and supplemental funding to the Roaring Fork Wildfire
Collaborative through the addition of the Natural Resource Manager position and implement mitigation
projects on City owned open space or land.
Project Description: Over the last five years, Parks and Open Space staff have completed several mitigation
projects. Due to complexity and staff resource availability, these happen infrequently. With additional
resources, this project will bolster the planning and efforts to execute fuel mitigation projects on City open
space and participate more actively in regional planning efforts of the Roaring Fork Wildfire Collaborative.
Accomplishments/Status 68
The Natural Resource Manager position was filled in June 2024.
An intergovernmental agreement was finalized establishing direction for AFPD and Parks to
gradually shift the City’s urban forest to a more fire resilient composition through tree removal and
replanting. To facilitate this, Parks revised municipal code 13.20 to allow homeowners and
residents to mitigate wildfire risks.
The City contributed funding for wildfire cameras and AFPD’s chipping programs.
Next Steps (Q1-Q2 2025)
Support of the Sunnyside Prescribed Burn in conjunction with the Roaring Fork Wildfire
Collaborative. The City will actively participate in the development and execution of a
communication plan for Aspen residents.
Ongoing support of AFPD’s wildfire mitigation plan and chipping program.
Development of a Forest Health Management Plan to address Douglas Fir mortality on Shadow
Mountain.
.
Expected Completion Date(s) -Several components of this goal were completed by the end of 2024;
however, this is a multi-year project.
Completion of the Shadow Mountain Forest Health Management Plan is expected in July 2025.
Implementation of the Sunnyside Prescribed burn is scheduled for Spring 2025; however, this
project is weather and snowpack dependent.
Prioritize infrastructure and maintenance for aging facilities: To continue to provide efficient and reliable
water, stormwater and electrical services; safe roads and bridges; and ADA accessible pedestrian
improvements for the community, the city commits to prioritizing and advancing infrastructure projects. This
will be accomplished through:
a.Prioritizing funding for projects in the 5-year capital improvement plan;
Milestone:Capital Improvement Plan Prioritization
Project Description: On an annual basis Finance and the City manager’s office provides each department/fund
specific guidance, templates, and review process to develop and present a 5 year+ capital plan. Previous
planning efforts serve as a foundation for the development of the subsequent year’s long range capital plan.
As community needs change, plans are updated to reflect the new paradigm. These plans are developed,
reviewed, and assessed against budgetary limitations, capital needs, and organizational values. Final
recommendations are compiled and presented to City Council in a work session setting.
Accomplishments/Status –Council adopted the 2024 Budget that incorporated $43 million for capital
this year. This one-year appropriation was accompanied by forecasted capital programs for the four years
thereafter. Annual financial needs during this 5-year term penciled in as high as $152 million in 2026
(includes Lumberyard phase 1) to just $15 million in 2028. Leading into the planning process for next
year’s capital plan, staff has already held an all-City project manager meeting to share proposed projects,
by type and location, with hopes for added efficiencies such as economies of scale pricing, attractiveness
for contractor bidding interest, and reduced Community disruptions.
The 2024 Spring Supplemental packet included a substantial request for capital carryforward from 2023
and will add to the $43 million appropriated already this year. Given the significant dollar value and
volume of projects that is reflected in the combined 2023/24 capital program, staff is anticipating a lighter
capital plan proposed for 2025, to further prioritize projects for the Community and in recognition of
staffing and contractor resources.
The 2025 proposed budget was submitted by the City Manager and was discussed with Council over four
work sessions beginning September 30th and concluding October 28th. The budget was adopted on
November 12 with a combined $57.1M in capital appropriation, with the largest amounts of funding
dedicated to Council objectives such as affordable housing at the Lumberyard ($20M); improvements in
road and bridge, trails, utilities and stormwater infrastructure ($19M); modernization of the water filtration
system ($6M) and furthering a new community gathering space within the Armory ($2M).
69
Next Steps (Q2 2025) –Annually, the City needs to reappropriate unspent authority on previously
approved projects that do not complete prior to fiscal year end (in this case 2024). This is a requirement
of Colorado statutes that mandate all spending appropriations lapse at year’s end and need to be
reaffirmed by the governing body. As many projects are multi-year and/or have challenges with timing
due to responding to public outreach, supply chain issues, contractor availability, etc., this is an annual
requirement.
Expected Completion Date(s) -Staff continues to engage in resource prioritization for the best possible
outcomes for the Community. Project timing is assessed for economies of scale with other like projects in
specific regions to minimize neighborhood impacts and based on contractor availability, life/safety
concerns, and funding. These efforts are continual and have no end date.
b.Exploring any necessary debt issuance for goal completion
Milestone:Exploration of debt issuance
Project Description: Competing community priorities and aging infrastructure have the potential to overwhelm
existing revenue streams either on an annual basis or for a finite period. The City of Aspen currently carries an
excellent bond rating and has the capacity to contemplate debt as a tool to address these short-term needs.
Staff will review the aggregated and fund level capital requests and weigh these against current revenues and
funding mechanisms.
Accomplishments/Status –Council supported ballot questions for the November 5, 2024 election to
include the extension of existing RETT and sales tax authority to allow for those resources to be pledged
to a future debt issuance for affordable housing, if desired. City of Aspen Ballot Issue 2A, an extension of
the real estate transfer tax through Dec. 31, 2026, passed with 65.96% voting yes. City of Aspen Ballot
Issue 2B extending the existing.45% sales tax for affordable housing and daycare was extended through
Dec. 31, 2060, with 72.05% voting yes. The possible need for debt issuance for affordable housing, plus
the potential need for debt to complete a full renovation of the Armory for community use, have not yet
been proposed to voters for approval.
Next Steps (2025) –As proposals for the Lumberyard affordable housing project and Armory renovation
add clarity, staff will engage with Council to discuss whether debt issues would be appropriate and what
options exist for financing these large-scale projects.
Expected Completion Date(s) -There is not a firm completion date as the projects needing debt support
are not yet clearly established.
c.Implementing recommendations from rate studies
Milestone:Rate Studies Implementation
Project Description: Periodically, staff review market data, revenue needs, infrastructure condition and other
factors to ensure alignment between revenues and expenditures for specific funds. Utilizing outside experts
ensures an un-bias, defensible, rate structure that maintains the health of specific funds while providing
pricing sensitivity for rate payers. Staff believe this frequent, professional, and comprehensive review provides
community value while avoiding extreme rate changes that can be impactful to customers.
Accomplishments/Status –Staff performed an in-depth review of the development review fees for
Engineering and the ancillary review departments of Utilities and Parks and Open Space as part of the
2024 budget process. Provided during the October work sessions, recommendations were presented to
Council and were supported via the adoption of Ordinance #22 (Series 2023).
The Recreation department worked with a third-party vendor to update its business plan and review
funding sources and uses and presented its findings in July 2024. Included in this presentation was a
restructuring of how recreation fees are grouped (looking both at individual vs community benefit and
youth vs adult programming) and created some standardization to the overall fee structure. New rates go
into effect January 1, 2025 and are forecast out to bring the recreation facilities back to a 50% cost
recovery.
Next Steps (Q1 2025) –Staff is working on an updated fee schedule for development review services
within Building and Planning, with a targeted Council adoption date prior to March 31, 2025. As part of
this process staff would additionally like to visit the issue of development review fees and potential fee
waivers for internal City of Aspen capital projects and for potential fee waivers/reductions for maintenance
or improvement projects on deed restricted housing units.
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Expected Completion Date(s) -Staff continually reviews departmental fees as part of the annual
budgeting process and will continue to bring revisions to Council for approval.
d.Establishing the allocation for the short-term rental tax revenues.
Milestone:Allocation for short-term rental tax revenues
Project Description: Following the successful ballot question approval of a new STR tax in November 2022,
voters gave Council oversight authority around the allocation of up to 30% of all collections to be applied to
either infrastructure maintenance and repair items or new environmental initiatives. Staff therefore required
direction from Council on the priority projects within these two buckets, to determine how to receipt tax
revenue into the City budget.
Accomplishments/Status –The first ten months of collections in 2024 amounted to $5,737,528 in excise
tax receipts on short-term rental lodging stays. Of this amount, slightly more than $4 million has been
dedicated to affordable housing and roughly $1.7 million has been allocated for infrastructure and
environmental purposes. It is anticipated that STR tax receipts will equal roughly $7 million by end of
year.
Expected Completion Date(s) -This is an on-going effort and staff anticipates engaging Council
periodically throughout the financial planning process to put these funds to use.
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