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HomeMy WebLinkAboutInformation Update 051325AGENDA INFORMATION UPDATE May 13, 2025 5:00 PM, I.Information Update I.A ACRA's April Destination Marketing Report I.B Informational Memo - Potential Tax Questions for November Ballot I.C Information Only - Armory Hall, Adaptive reuse status update I.D A Review of Consideration for City of Aspen’s Participation in Coordinated County Election Process in November April2025_DMReport.pdf Tax questions being considered for Nov 2025.docx 2025.05.07_Informaton Only Memo_Armory Hall Update.pdf Info_Only_Memo_-_Election_White_Paper (1).docx Election white paper FINAL (Amended May 2025).pdf 1 1 April 2025 Destination Marketing Report for Council Destination Marketing: We have selected Tempest as the contractor for the aspenchamber.org website redesign. The summer 2025 visitation campaign with both BVK & TwoSix Digital are now live & in market. We will continue sponsoring APR’s summer outdoor & arts & culture report. Eliza participated in the first North Star Working Group Meeting on behalf of ACRA. There will be a public input period followed by a second meeting and then the draft plan will be released. Backbone Media represented ACRA at the Colorado Tourism Office’s Summer Media Reception in Denver on 4/15. We have been working on the Surveillance Audit as part of our MountainIDEAL certification, which is due to be audited remotely in July. The March PR report can be found here,. The Month at a Glance Data report is available here; Quarterly Group eNews was sent out with an impressive 44% open rate! This may be our highest yet to a database of 9,039 contacts. The team supported site visits for American Bar Association’s potential city wide in 2026 and Humacyte’s Mid-Year Sales Leadership Meeting for August 2025. ACRA supported media visits including Rolling Stone en Espanol. ACRA co-sponsored the MTS welcome party in Snowmass. We hosted the second Sister Challenges webinar on Housing and Infrastructure. Save the date for May 1 – Energy & Transport. Special Events: The FOOD & WINE Classic is quickly approaching June 20-22. The event staff from New York was in Aspen for the team’s final set of in person production meetings April 15-17. Volunteer registration received a great response and as of now all committees are full including the waitlist. F&W passes on sale, encourage anyone interested to secure their passes before they sell out! We are continuing to gather information and data from both Wintersköl(s) 2024 for economic impact report; we will share once completed. Airport Guest Services: Flights have been reduced to 12/day as of April 12 leading up to the May closure. The weather and high winds continue to be a factor causing some delays and cancellations. The ACRA staff looks forward to the slower time as a chance to clean out the booth and get ready for a booth rebranding in May along with BVK and local artist Art Burrows. On April 13 there was a two-hour closure of the terminal as security had to handle a false positive on a bag. Everyone was safe as the ASE operations handled everything in a professional manner. Visitor Centers: The 590 Mill St office and visitor center have been in the process of a move to the Armory. The Armory visitor center will open May 1st. April was a very busy month with the organization of logistics, planning, installation of new artwork and staffing at the Armory. The Cooper Mall Pavilion hours will be reduced beginning April 21st to 11-5pm. There is quite a lot of construction currently in the plaza, but the staff will continue to assist guests as best they can during this off season. The restaurant closure list has been completed. Staff have joined the Historical Society on local tours as an experience opportunity. The Guest Services team are hiring and training new staff to join us this summer at the town locations including the Armory. The Wheeler continues to operate 12-5 five days/week with events being held throughout this spring season. Sales Tax Reports: As of the February 2025 Consumption Tax Report, released in March, the 2025 Tourism Promotion Fund came in 11% above projections and 8% ahead of 2024 collections. Recent Press Coverage Occupancy statistics and commentary, as well as visitor center counts, website data and air service information can now be found on the following page in the Defy Ordinary Dashboard. All data points are sourced from our monthly report with Blue Room Research and can be found in the Data Center on the website. 2 HOTEL OCCUPANCY ASE PASSENGER DATA VISITOR CENTER COUNTS KEY TAKEAWAYS WEBSITE STATS ACRA's 4 Visitor Information Centers experienced flat traffic in March 2025 as compared to March 2024. Staff assisted 11,212 individuals this year. APRIL 2025 In March 2025, Aspen's lodging properties reported the following: •Occupancy grew 2% YOY to 74.4% •Average Daily Rate was flat at $1,091 •Room Nights Available was flat YOY •Room Nights Booked was up 1.8% YOY March completion was 91% vs. 89.7% last year. Total passenger numbers YTD are pacing +6.6% over last year. This was the first time in the history of the Aspen airport to see more than 100,000 passengers in a given month. This is the high water mark for 2025. Spring Runway Closure May 5th - June 1st. The terminal will remain open during this closure allowing the rental car agencies to conduct business. Aspen Airport Parking at Capacity frequently recently as a result of many residents taking advantage of off-season. Aspen website top performing blogs and pages for March 2025 Blogs: 1.Spring Skiing in Aspen (10,523 views) 2.Aspen Wedding (1,665 views) 3.This Week in Aspen (1,175 views) 4.Hiking Around Maroon Bells (807 views) 5.Independence Pass (734 views) Pages: 1.Winter Season Highlights (28,306 views)2.Spring Skiing in Aspen (10,523 views)3.Maroon Bells Reservations (8,518 views)4.Event Calendar (7,660 views)5.Plan your Trip (3,933 views) •International headwinds are real, but not personal. o Canada, Mexico, and Europe are showing major booking hesitancy — but that’s less about Aspen, and more about policy, rhetoric, and the perception of the U.S. o Many international travelers understand the difference between red and blue states. o Don’t over overreact, but monitor closely. •Economic challenges abound, but the luxury market is holding. However, business travel will likely soften. o Aspen’s sweet spot — the luxury traveler — is still spending, booking, and traveling. o The consumer market is becoming more bifurcated. o With federal travel cuts, earnings revisions, cautious corporations, and increased competition, Aspen should keep an eye on group/meetings business. Source: Destimetrics & Blue Room Research Report 3 INFORMATION ONLY MEMORANDUM TO:Aspen City Council FROM:Pete Strecker, Interim City Manager MEMO DATE:May 13, 2025 RE: Potential Tax Questions for November Election PURPOSE: This memorandum is for informational purposes to provide an awareness of potential tax questions that may be proposed for this November’s election, which would include an impact on Aspen residents. No action is requested of Council at this time. CURRENT STATE: Currently, the City of Aspen’s sales tax levy equates to 2.4%. This aggregate amount is comprised of multiple voter approved levies that benefit various programs within the City, and can be summarized by the following: 1.50% for Parks and Open Space – approved into perpetuity 0.45% for Childcare and Affordable Housing – sunsets Dec. 31, 2060 0.15% for Transportation – approved into perpetuity 0.30% for Education – sunsets Dec. 31, 2026 2.40% total City sales tax In addition to the City’s taxation at the time of sale, other overlapping jurisdictions’ taxation is also included. Currently, this compounds with the taxes levied by the City, to ultimate reflect a total tax rate of 9.30% and is itemized by the following: 2.40% for City of Aspen 3.60% for Pitkin County 0.40% for Roaring Fork Transit Authority 2.90% for State of Colorado 9.30% total aggregate sales tax DISCUSSION: There are multiple organizations considering tax questions for the upcoming November election cycle. At this time, the City is aware of at least three groups contemplating a continuation of an existing or new tax, that would either require the City’s taxing authority 4 or would be levied in addition to the City tax. The following entities have all expressed some interest in a new sales tax that would incorporate sales within the City of Aspen: The Aspen Fire District (AFD) – State legislation SB 24-194 was adopted in 2024 and extended fire districts the authority to levy a sales tax. With this allowance, the Aspen Fire District is contemplating whether or not to exercise this new authority as a way to diversify its revenue sources and further support its mission for delivery of services to the community. Currently, the District is assessing whether or not to bring a new sales tax levy of up to 0.50%. The Confluence Early Childhood Education Coalition (CECE) – This group of education, non-profit, business and parent leaders has formed to create an early childhood development service district that extends from Parachute to Aspen. This group’s focus is to a) reduce the cost of early childhood education and b) to expand childcare programs and to recruit and retain early childhood teachers. In November, the ballot question would include approval of the district along with a 0.25% sales tax. The Aspen School District (ASD) – The Aspen School Board recently met and recommended to move forward with an ask of the City Council to extend and double (to 0.60%) the current sales tax levied under the City of Aspen’s taxing authority. As noted earlier, the current sales tax levied by the City is dedicated for the purposes of public education but is set to sunset at the end of 2026. The School Board would like to come to the Council and discuss how this dedicated sales tax might be both extended and increased to address the financial needs of the District. This taxing source currently accompanies a dedicated property tax for public education that is levied by the District itself (and noted that the District is also anticipating to exercise a mill levy override option as it further looks to close funding gaps / needs that have resulted from reduced State financial support for local schools). If all of these tax questions were included on the ballot at the maximums noted and were to pass, the aggregate tax rate within city limits would be 9.30% current aggregate tax rate 0.50% AFD 0.25% CECE 0.30% ASD additional tax (assuming 0.30% existing tax continues in 9.30% above) 10.35% hypothetical aggregate sales tax 5 Note that this does not include any additional lodging taxes for that sector of the local economy. City lodging taxes would be levied in addition to the sales tax charged on room rentals and can be outlined by the following: 2.0% tax on all lodge types, with three-quarters of that tax revenue supporting destination marketing / tourism promotion and the other one-quarter helping to fund no-fare city bus service; and 5.0% or 10.0% additional excise tax on short-term rentals (depending on the STR permit type), with tax revenue being allocated to affordable housing (70%), and environmental initiatives and capital infrastructure and maintenance (30%). NEXT STEPS: No action is requested of Council by this memo. Rather, this information is being provided to allow the Council to consider its position on potential tax questions either under its own taxing authority or brought forward by other taxing entities that will overlap with the current City sales tax. Additionally, Council should know that staff is working to schedule some or all of these groups to meet with Council for any additional context needed. CITY MANAGER NOTES: Please contact the City Manager if there are questions or follow-up needed regarding the information provided. 6 Page 1 of 12 INFORMATION ONLY MEMORANDUM TO: Mayor Richards and Aspen City Council FROM: Jen Phelan, Development Manager THROUGH: Tyler Christoff, Deputy City Manager MEMO DATE: May 7, 2025 RE: Armory Hall – Adaptive reuse status update PURPOSE: The purpose of this memo is to provide City Council a detailed status update on the Armory Hall adaptive reuse project; it is critical that new Council members understand the project’s progression and are aware of the extensive work community stakeholders, the consultant team, city staff, and City Council have invested into this project. SUMMARY AND BACKGROUND: Since 2022, staff have progressed the adaptive reuse of Armory Hall per direction of City Council. Extensive public engagement and numerous meetings with City Council have informed the proposed programming and design of the project. The land use application was submitted at the beginning of February and an initial public hearing is scheduled before the Historic Preservation Commission. Currently, the design team is completing the design development (DD) phase of the architectural and civil drawing package, with construction documents (CDs) being the final deliverable before permitting the project. A general contractor is engaged for cost estimating and pre-construction services. Staff will introduce the project to the Commercial Core and Lodging Council (CCLC) on May 7th and a public hearing before the Historic Preservation Commission is scheduled for May 14th. It is anticipated that the land use application for the Public Project and associated land use reviews will come before Council in June. The content provided below is categorized by subject matter with the intention of providing a comprehensive understanding of the project’s progress. Building History Opened in 1892, the Armory was originally constructed by the Aspen Armory Company as a two- story building with a mezzanine above the main level, not the three stories and basement that exists today. The main level of the building was used by Company C for military purposes and the upper level was used by lodges and clubs that were in Aspen at the time. After the Silver Crash of 1893, many buildings in the city were not maintained due to the crippled economy but in 1906 the owners of the building (the Fraternal Hall Association) added a heat plant off the alley, an entrance canopy over the sidewalk on Galena Street, an extended eave overhang along the Hopkins Avenue façade, and possibly an enclosed, exterior stair with extended eave overhang on the alley side of the building. Besides being used as a fraternal hall and for social gatherings, the building has been used to hold classes, a roller rink, a gymnasium, and general community 7 Page 2 of 12 space. By the 1940s city offices began to occupy a portion of the building and eventually all city operations relocated to the Armory as the city acquired the building in the 1950s. Over the years, the building has adapted and changed to meet the community’s needs. Various remodels have affected the interior of the building and all exterior facades. A new, second level was installed with an extension of the original mezzanine. Eventually a basement was dug out and constructed. On the exterior, building additions have been constructed and later removed, especially along the alley facade. New windows and openings have been installed on all facades and the roof’s eaves have been extended and one eave, subsequently, returned to its original depth, while the roof material has shifted between shingles and metal over time. Figure 1: Armory modifications over time – photos courtesy of the Aspen Historical Society The building was designated a local historic landmark in 1974 (as well as Conner Park) and listed on the National Register of Historic Places in 1975. In the fall of 2021, city hall operations were relocated from the Armory to its present location at Rio Grande Place. The county courts temporarily relocated to the building during renovation of the county facility and presently some city departments are located in the building. ACRA’s visitor center and offices will temporarily relocate to Armory Hall in May 2025. Public Outreach and City Council Engagement Four rounds of public outreach, representing 660 survey respondents via four surveys and approximately 340 in person participants at three open houses and three focus group meetings, were conducted to identify and refine the community’s vision for the adaptive reuse of Armory Hall. Additionally, staff has met with City Council at work sessions and regular meetings sixteen times since 2022 to inform Council of the project’s progress and receive guidance. A number of resolutions have been passed by City Council memorializing direction provided to staff and the consultant team. In February 2022, Staff initially conducted a work session with Council to propose an initial engagement process, develop project guiding principles, and verify some programming parameters. A resolution (Resolution No. 23, Series 2022) was passed confirming guiding principles for the project, the engagement process, and that Council anticipated “that the Armory Figure 2: Open house July 2024 8 Page 3 of 12 will house as much community use as possible and include a Sister Cities Community Meeting Room, the primary ACRA visitor center, and Primary ACRA office space.” Subsequently, staff conducted two rounds of outreach to 1) gather ideas from the public and organize the information and then, 2) re-engage the community to verify the results of the initial engagement and refine programming proposals. Two surveys, an open house, and focus group meetings occurred. The public outreach identified an overarching theme from participants to create a space that is accessible to the community and inviting to a broad age demographic. Top community responses for programming of the building at the time include casual dining, community center, multi-purpose space, non-profit services, lower price point retail and co-working. Table 1: 2022 Public Engagement Summaries and Adopted Resolutions Item Link February 2022 – Engagement report Link below, Pages 220 - 288 February 2022 and April 2022 Summary Report April 2022 – Engagement report Confirm and refine feedback Link above, Pages 289 - 379 Resolution No. 23 (Series of 2022) Resolution No. 23 To progress the initial engagement results, staff hired a consulting firm to visually show what uses might fit into Armory Hall based on size needs and factoring in such items as circulation and front and back of house needs. Over 120 people signed in at the open house in October 2023, with staff estimating 150-200 people attending the event. The open house provided an opportunity to tour the building and provide ideas and feedback on the programming concepts. Based on ranking of the identified potential mix of uses, a food hall concept received 41% of the votes while restaurant/bar received 9%, equaling 50% of the open house participants preferring provision of food within the Armory. A visitor center received 14% of the votes, and a community lounge received 11%. Flexible multi-purpose spaces (9%), retail spaces (7%), ACRA offices (6%), and co-working space at 3% rounded out the votes. A community survey, with 168 respondents, substantiated the desire for food with multiple vendors, followed by multi-purpose space and a community lounge. Feedback on a visitor center and ACRA offices was mixed. After being presented outreach results and asking for guidance on certain aspects of the adaptive reuse, City Council passed Resolution No. 180 (Series of 2023), outlining the extent of building remodel and prioritized programming for the building. The resolution states that “the prioritized programming, in order, includes Food/food hall, followed by community lounge, with support for retail, flex space and a visitor center. Office space is not prioritized.” Table 2: 2023 Public Engagement Summaries and Adopted Resolutions Item Link October 2023 – Engagement report October 2023 Summary Report Resolution No. 180 (Series 2023) Resolution No.180 Subsequently, a design team was contracted through a Request or Proposal (RFP) process. CCY Architects was selected and developed two design concepts based on past Council direction and public engagement results: a food hall centric option and a second option allowing for a mix of 9 Page 4 of 12 uses. The design also looked at possible locations for a visitor center. An expanded parkway with the design of a parklet and improvements to Conner Park were developed. The fourth round of outreach was conducted in July 2024. Eighty people signed in and staff estimates another ten people attended but did not sign in at the July open house. Based on community feedback during the open house, the public preference was for Option 2, providing a mix of uses. Comments emphasized by the public indicate the option best provides for use by a diverse mix of people, is livelier and more diverse than Option 1, best fills unmet needs in the community, and has the most meaningful potential for the community. A community survey was also conducted and had 74 respondents. This again showed a preference for a mix of uses in the building. The options developed by CCY Architects as well as the public engagement results were presented to City Council, where design and programming direction was provided. Resolution No. 93 (Series of 2024) stated that the adaptive reuse of the building should incorporate a mix of uses better represented by Option 2. It noted a visitor center no greater than 1,000 sq. ft. should be accommodated and that the remodel should incorporate an expanded parkway and an activated building frontage. Staff and team continued programing the project based on this feedback, designing a mix of uses based on the community’s desires and the objectives outlined by Council resolution. The consultants continued to progress the design and returned to City Council in October 2024. The intent of the work session was to provide direction to the consultant team in order to finalize the schematic design of the building. Resolution No. 129 (Series of 2024) was adopted to memorialize the direction provided at the work session. The resolution confirmed the following program on each level: locating a large community space on the lower level, providing three food vendors, a reduced bar footprint, and retail or grab and go on the main level, the mezzanine area is programmed with a lounge area, game area and small meeting room, while the primary bar and two food vendors are located on the upper level. The resolution confirmed development of an alley addition to house a visitor center. It also supported updates to the Hopkins Avenue facade and parkway, an accessible entry added to the east facade of the building and preference for a new canopy along Hopkins Avenue. Table 3: 2024 Public Engagement Summaries and Adopted Resolutions Item Link July 2024 – Engagement report July 2024 - Summary Report Resolution No. 93 (Series 2024) Resolution No. 93 Resolution No. 129 (Series 2024) Resolution No. 129 The consultant team met with Historic Preservation staff on three occasions to discuss the design and gain feedback on the project. Once the schematic design was finalized, the consultant team began assembling the materials needed for submission of a land use application to undertake the entitlement process. On January 13, 2025, another work session was conducted to provide final direction on a number of items and receive support to submit the application. Resolution No. 20 (Series of 2025) supported the building material and paint schemes shown at the work session, modifications to the Hopkins facade focusing on areas of the facade that had been previously altered rather than impacting areas with no previous changes, continued support of returning the south eave of the building to is original condition when constructed, and support of the design direction for the expanded parkway and improvements to Conner Park. The resolution also included support by City Council to 10 Page 5 of 12 have the land use and building permit process expedited with a construction start date of June/July 2026. Table 3: 2025 Adopted Resolutions Item Link Resolution No. 20 (Series of 2025) Resolution No. 20 Building Programming The interior concept for the building is to remove the existing second level, restoring the original floor to ceiling heights and providing central circulation from the main level to the upper level. This will allow better connection between the two floors and allow natural light to filter to the main level. Three kitchens, point of sale retail or grab and go, a secondary bar, and mix of soft and hard seating are proposed on the main level. Restoration of a mezzanine level above the main level kitchens provides a community living room with a small flex room, seating, and games. Figure 3: Armory Hall, main level Figure 4: Armory Hall, mezzanine 11 Page 6 of 12 The upper level is anchored by the primary bar and two kitchens with a mix of seating options. The floorplan is designed so that events of varying sizes can occur on this floor using a velvet rope approach to cordon off an event. When an event occurs, the floor plan allows access to the two kitchens by any main level patrons. Figure 5: Armory Hall, upper level With the one-story addition along the alley, the visitor center is provided a separate street facing entrance while including connection to the Armory that can be closed outside of operating hours. Access to the large community meeting room, located in the basement, is through a new stairwell within the footprint of the addition, allowing for connectivity to the space while ensuring that the community room does not detract from the going-ons of Armory Hall when the room isn’t programmed and is vacant. Figure 6:Armory Hall, lower level program examples Armory Hall is designed to fill a void that the community identified in the public engagement rounds: creating a place to gather and the provision of food. The foundation of food and beverage in the design program is intended to serve as a gravitational pull to visitors. Five kitchens (+/- 300 sq. ft each), a beverage bar on the main and upper levels, several community gathering areas as well as large and small event areas are included to round out the programming. Event spaces 12 Page 7 of 12 and meeting rooms can be provided gratis or for a nominal fee to non-profits and other community organizations but will also be rented for private events such as birthdays and corporate gatherings. When flexible spaces are not rented or provided to the community, spaces can be reconfigured to accommodate pop-up galleries for local artists, seasonal markets, and other uses. Some of the space can be used for overflow dining when not in use. The curation of these vendor, gathering, and event spaces is critically important to provide diversity, activity, and vitality within Armory Hall. The draw created by private business is synergistic to the other programming and expected to expand civic potential of the asset. The building is being programmed to behave as a “Swiss Army Knife” for the community; functional, adaptable, and efficient for different users. The goal is to maximize the building’s utility through all hours of the day and all seasons of the year. Operations and Functionality The consultant team includes developers with experience developing, owning, and operating similar projects. They advise a variety of food offerings in order to attract a diverse group of patrons and keep visitors coming back. Five kitchens will allow Armory Hall to produce an appealing mix of options and still have enough vitality if there is turnover of an individual kitchen; the consultants believe this is critical to the operational viability of the asset. As counter-service vendors, individual menus may be limited compared to full-service restaurants; however, collectively menus are expected to be more expansive with broader interest. Separate kitchens create opportunities for unique, individual vendors, allowing the property to feature distinct concepts through a mix of local culinary talent. Likewise, locating vendors on both the ground and upper floors allows for discovery in the building, and as a practical matter, provides for adequate seating, circulation and accessory uses on the different levels. Compared to a commissary kitchen model where vendors share equipment, separate kitchens are easier to manage, more marketable to tenants, and will have greater flexibility over the long-term. Based on direction provided by Council during the conceptual and schematic design process to maintain the main level as family friendly, modifications have occurred to the location and footprint of the main level bar. The upper level bar was identified as the primary bar and the main level bar has been reduced in size and shifted in location over design iterations to reduce its prominence. The project team’s development and management consultants strongly advise against removing the bar service on the main level to maintain functionality, especially if the upper level is rented for an event. Other recommendations have been made with the goal of creating a revenue positive operation and to induce interest in operating the building. The consultants developed an initial operating budget, based on a master-lease model, where an operator assumes all responsibility of the beverage operations and all property management, including oversight of kitchen sub-tenants, events, etc.. The resulting budget, based solely on the food and beverage sales, suggests that the food hall can produce a positive return on an annual basis of $500,000.00 for the City using conservative assumptions. This should cover operational responsibilities of the city and provide a capital reserve over time. Though profits are projected to be modest, the consultants advise that this net revenue baseline will be critical to attract qualified operators and ensure the long- term success of the project. The consultants advised that the building will need to be planned “for turn-key space delivery or extensive TI (Tenant Improvement) budget.” Full tenant improvements include finishes and inventory such as glassware, liquor, etc., allowing for an operator to run the bar, select and manage food vendors, as well as take care of day-to-day operations of the building. A change order was approved by Council to have the architects design the fixtures and finishes. 13 Page 8 of 12 Design of Armory Hall and Conner Park The existing, primary access into the building is along Galena Street. This facade also contains the most character defining features by its brick ornamentation, parapet, and number of historic window openings. With a few steps up to the entry, it is not accessible. The Hopkins Avenue facade has some brick ornamentation, obscured by an extended eave addition, and the facade is divided by five bays that contain either a set of windows or a window and door. This facade has experienced changes over time and the consultant team considers this the secondary facade of the building. Both the alley and east facade have limited ornamentation and are considered tertiary facades. As an individually landmarked property located in the Commercial Core Historic District, the design will need to balance the City’s Historic Preservation Design Guidelines, the Commercial, Lodging, and Historic District Design Standards and Guidelines, and the Secretary of the Interiors Standards for Rehabilitation. Additionally, the building’s period of significance, key characteristics, and neighborhood character need to be weighed along with important design considerations such as increasing visibility and access to the building, with the goal of being true to the building’s character while setting up the facility and future operators for success. As noted in the Historic Preservation Design Guidelines, “not every guideline will apply to each project” and “some balancing of the guidelines must occur on a case by case basis.” A priority of the design is to maintain the prominence of the Galena Street facade and so no changes to the existing elevation are proposed. To develop a visible, accessible entry to the building, a modest vestibule is proposed facing Hopkins Avenue and attached to the east facade, which is stepped back from the building to be subservient. Two bays along the Hopkins Avenue facade, that have historically experienced changes over time, are proposed to be modified with a greater amount of glazing. The other three bays maintain their existing set of windows. This is a reduction of glazing from what was initially proposed and responds to discussions conducted with Historic Preservation staff . The existing eave extension along Hopkins, which is not original to the building, is proposed to be removed to accommodate the parklet. A new canopy is introduced to adequately handle snow and water. On the alley (north) side of the building, a one story addition with basement is proposed. Again, the footprint is setback from the Galena facade in deference to the historic facade, with the simple roof form designed to enable screening of mechanical from the public view. Figure 7: Proposed Galena Street facade 14 Page 9 of 12 Figure 8: Proposed Hopkins Avenue facade Figure 9: Proposed east facade Figure 10: Proposed alley facade Conner Park is designed to improve the accessibility and functionality of the park while the parklet creates greater connection to the park. A park ‘green’ is provided with a small performance deck. Perforated decking surrounds the large evergreen for seating underneath its canopy. Bike parking 15 Page 10 of 12 is at the rear of the park and six parking spaces are provided along the alley. Two are seasonal, as a WeCycle station will be located in the two spaces during the summer. Low bench seating is proposed within the parklet, with a mix of low grass and flower plantings connecting to Conner Park. Figure 11 : Proposed Conner Park site plan and Hopkins Ave. parklet Figure 12: Conner Park perspectives Land Use Review On January 13, 2025, staff attended a Council work session as the design team was finalizing the land use application to submit to the Community Development Department to begin the land use entitlement process. The project has been deemed a Public Project, providing a two-step review 16 Page 11 of 12 process that is initially considered by the Planning and Zoning Commission or the Historic Preservation Commission (HPC). A recommendation is then provided to City Council for final consideration. As the building is a designated historic structure, the Historic Preservation Commission will be the recommending body. Other Public Projects include City Hall and the Lumberyard. The project is currently scheduled to be reviewed by the HPC on May 14th, with an anticipated review by City Council starting in June. As a historic resource, certain benefits apply to the project. Dimensional variations can be granted and on-site parking reductions are permitted, among other benefits. Impact fees, both the Transportation Demand Management/Air Quality and Park Development impact fee, are not applicable to the project as a designated landmark. Additionally, when a historic structure is remodeled and does not increase the Mitigation Floor Area (existing square footage) and does not trigger demolition (as defined by the land use code), the project is exempt from the provisions of growth management. Project staff and the consultant team believe the project will not exceed either of the stated thresholds, therefore it will not be subject to employee generation and affordable housing mitigation. This is important to note as employee mitigation requirements affect a large portion of development within the city and can represent a substantial cost. During the land use review of the application by City Council, this benefit and its application can be discussed in further detail. Development and Construction With the project in the land use review phase, the project team continues to move the design documents forward and has begun cost estimating of the project. Concept pricing is being undertaken by Shaw Construction. Once an initial cost estimate is developed, it will continue to be refined as further design occurs, eventually being finalized with a Guaranteed Maximum Price (GMP) from the contractor. The cost of rehabilitation of the building and systems modernization will require significant investment. The project team is working on developing a general breakdown of cost for Council to better understand the general amount of investment a renovation of this building will require whether the program is anchored by a food hall or is considered for some other assembly type of occupancy. A development schedule includes an estimated completion of the land use review by mid-July with a building permit application submission anticipated in August. Council has shown interest in a construction start date of June/July 2026. A twenty-four month construction schedule is anticipated. To date, 1.2 million dollars has been expended on soft costs for this project. Additional changes to the programming or lengthening of the design timeline will result in additional, unanticipated expenditure of funds not yet considered in the overall project budget. CONCLUSION: Armory Hall has experienced programming changes and remodels over time, a testament to the ability of the building to meet changing community needs. The Armory Hall adaptive reuse project has been progressed with consideration of the extensive community and City Council feedback, with the goal of creating a ‘third place’ for the community to gather that is anchored by food and allows for flexible use of the building. Based on the community desire for food, the consultant team includes private sector operators to ensure the final product will be attractive to an operator and revenue positive for the city. Varying sized gathering spaces are developed into the program of the building and a visitor center is included. As the project moves forward, staff anticipates re-issuing an RFP for a potential operator at the conclusion of the land use review process. This will provide enough detail of the project and a 17 Page 12 of 12 land use approval in hand to provide solid information to any potential operator. As part of the RFP process, staff will be looking for additional direction from the City Council with regard to any considerations for the operation of the building at a future work session. Additional work sessions will be conducted as necessary to provide status updates and gain and needed Council direction. 18 INFORMATION ONLY MEMORANDUM TO:Aspen City Council FROM:Nicole Henning, City Clerk THROUGH:Alissa Farrell, Administrative Services Director CC:James R. True, Special Counsel & Katharine Johnson, City Attorney MEMO DATE:May 13, 2025 RE: A Review of Consideration for City of Aspen’s Participation in Coordinated County Election Process in November. PURPOSE: This memorandum is for informational purposes only for Council’s consideration of the attached white paper regarding coordination with Pitkin County in November for City of Aspen elections. The white paper has been revised to provide additional information that was requested by the previous Council. SUMMARY: This white paper provides the pros and cons regarding coordinating with Pitkin County for future municipal elections. The City of Aspen has evaluated the options of either continuing to manage municipal elections through the City Clerk's Office or transitioning to Pitkin County's Elections division to conduct the city’s election as part of the general election. NEXT STEPS: Requesting Council to provide direction on a resolution to submit the question to the voters on the November County ballot. ATTACHMENT: Election white paper: A Review of Consideration for City of Aspen’s Participation in Coordinated County Election Process in November. 19 CITY MANAGER NOTES: Please contact the Interim City Manager if there are questions or follow-up needed regarding the information provided 20 July 2024 1 Review of Consideration for City of Aspen’s Participation in Coordinated County Election Process in November (Amended April 25, 2025) Prepared by: Nicole Henning, City Clerk James R. True, Special Counsel Kate Johnson, City Attorney Alissa Farrell, Administrative Services Director Introduction The City of Aspen is currently evaluating whether to maintain the management of municipal elections under the City Clerk's Office or explore the possibility of transitioning to Pitkin County's Elections division to conduct the City’s regular election as part of the November Federal, State and Local general election. This white paper examines the operational aspects and opportunities associated with each option. In this context, it is necessary to consider also the existing strengths of the city's election management and the potential operational improvements that can be achieved under local control. This analysis aims to explore both perspectives by highlighting the advantages of keeping municipal elections under the City Clerk's Office while acknowledging the operational opportunities that may arise from transitioning to county-run elections. By comprehensively evaluating all considerations and ensuring efficient, transparent, and inclusive electoral processes, the city is able to make an informed decision. In this discourse, the argument for keeping the City of Aspen municipal elections as they are will be presented first, emphasizing the benefits of localized management and community cohesion. Then, this white paper delves into the operational shortcomings of the existing system, shedding light on the challenges faced by the City Clerk's Office. Subsequently, operational opportunities that can be pursued by local control are explored, offering recommendations for enhancing the existing system. In closing, the argument for Pitkin County-run elections is considered, focusing on the potential operational advantages such as increased voter turnout, improved accessibility, and significant cost savings, which could pave the way for a more efficient and inclusive electoral process. By considering both the merits and drawbacks of each approach, the City of Aspen and elected officials, with the input of its residents, can make a well-informed decision that aligns with its commitment to an efficient, transparent, and inclusive electoral process. The goal is to ensure 21 2 that the operational considerations and other relevant factors are thoroughly examined to preserve the integrity of the electoral system while meeting the needs and aspirations of Aspen's residents and community. Current status of City of Aspen municipal elections The City of Aspen has held general elections since adopting the Aspen Municipal Charter in 1970. Aspen registered voters in March elect a mayor and council members every two years and decide ballot measures presented by either the City Council or citizen petition(s). Candidates who fail to acquire the designated majority vote enter a runoff election held in April. Aspen is a home-rule municipality, meaning changing how and when elections are conducted requires a vote from the citizenry. The City Clerk’s Office administers all regular and most special municipal elections under the auspices of the Election Commission. City elections are conducted nonpartisanally under the provisions of the Home Rule Charter, the City of Aspen Municipal Code, and the Colorado Election Laws. The concept of coordinated elections is not new to the City of Aspen and Pitkin County. For decades, the city has coordinated with Pitkin County on elections with municipal questions placed on the November ballot. A coordinated election, authorized by state statute, is conducted pursuant to an Intergovernmental Agreement (IGA) between the city and the county. Operational shortcomings in the existing system Operational inefficiencies: The complexities of organizing and managing elections challenge the limited resources of the Aspen City Clerk's Office. With an office of four full-time equivalents and a part-time administrative assistant, this department provides critical functions to support citizen boards, commissions and City Council, legal record retention requirements, and liquor licenses while balancing the high priority of the election cycle. The City Clerk and staff manage the election six months out of the election year. Preparation for the March election begins in early November with the call for petitions and candidate packets. Over the holidays, in the month of December, candidates are petitioning and collecting signatures, which are due the day after Christmas. During the holiday month, the City Clerk’s Office performs updates to election computers in preparation for the upcoming election. The Clerk’s Office also coordinates with the election management company (Dominion) and a printing company for ballot production. Additionally, the Clerk’s Office begins ensuring the absentee request forms are available. In January, the Uniformed and Overseas Citizens Absentee Voting Act (UOCAVA ) ballots are sent. Furthermore, a ballot lottery is conducted, documents for election judges are prepared, special absentee ballots are mailed, diagnostic tests are performed, and the ballot test deck is acquired. During the month of February, the election equipment undergoes a pre-logic and accuracy test. Then, an official logic and accuracy test is performed, with election judges in attendance. Finally, the ballots are obtained and mailed. Additionally, the first campaign reports are due, early voting begins in the Clerk’s Office, the election judges are appointed, and ballot processing begins. 22 3 Voting continues through election day, during the first week of March, and ends the following Friday if there is no runoff. If there is a runoff, the Clerk’s Office must perform a rapid turnaround and start the entire process over for a runoff election in the first week of April. This work coincides with other timely, deadline-oriented projects like year-end business requirements. Business operations activities running parallel to the election may include but are not limited to liquor and marijuana licensing hearings, departmental budget oversight, and management and coordination of applications for Saturday Market vendors in conjunction with assistance to the Commercial Core and Lodging Commission (CCLC). Additionally, election rules continually evolve, requiring staff resources to evaluate them and incorporate the statutes into the process. Below is a chart providing a summary of the City of Aspen’s Election Process: Low voter turnout: The city of Aspen municipal elections consistently struggle to reach 50% voter turnout. Historically, turnout for municipal elections has been substantial when voters feel a question or candidate race on the ballot is significant. Conversely, election turnout numbers decrease when voters do not feel an issue is important. Moreover, despite city communication efforts, voters tend to be confused about where to drop their ballots because of dueling governments conducting elections. This confusion leads to some ballots not being counted because they were dropped off at the wrong location at the last minute. Furthermore, when voters need to update their registration, they are required to do so online, which is not immediately shared with city election staff. Voters may also visit the Pitkin County 23 4 Clerk’s Office to update their registration in person and then return to the city to cast their vote. Often, voters are discouraged by the additional steps. Accessibility issues: The city does not have access to Ballot Trax because it is only a county elections tool. This online system tracks the status of an elector’s mail ballot and sends a series of alerts notifying the voter where their ballot is in the election process, from the point of receipt by the Clerk to the point counted. Pitkin County uses Ballot Trax, which provides an added layer of convenience and transparency. Additionally, current State Statute accessibility requirements are under evaluation, which may increase the costs of the city elections significantly. Resource constraints: Municipal elections require substantial resources when conducted by a city-level entity. These include additional workload management, equipment, software, and the logistical components inherent to any electoral process. In 2023, the total cost of the city election amounted to $69,337 (Appendix A). Annually, municipal elections cost the City of Aspen between $50,000 and $70,000 to conduct the election, which will continue to increase in future years. In 2026, the city will be required to replace its election equipment, which is estimated to cost $100,000. For 2025, the March 4th Regular Election and the April 1st Run off Election cost $72,728 (Appendix D). Specifically, in 2023, the Clerk's Office worked an additional 180 hours above the standard workweek in the 22 days leading up to and on Election Day. Starting in November, the Clerk’s Office prioritizes the election over the next five months, while other work receives lower prioritization. When the City of Aspen elections are coordinated with Pitkin County, the costs incurred by the city to the county range from $3,760 to approximately $15,000. The large variance is due to the amount the county charges the city per word on the ballot. The argument for Pitkin County-run elections Enhanced operational efficiencies: Colorado counties are required to establish infrastructures and systems for organizing, managing, and conducting elections. State law also requires them to allow municipalities within the county to participate in the county’s general and special elections. Due to its broader reach, experience, staffing, and financial resources, Pitkin County Elections division may have additional resources. Increased voter turnout is an important rationale to consider for coordinating municipal elections with Pitkin County Elections. Although there has been a measurable increase in voter turnout with the initiation of mail ballots in 2013 for municipal elections, turnout is significantly higher in Pitkin County elections in most cases. The registered voter values below contain active and inactive voters, all eligible to vote. The total number voted values represent the sum of ballots cast for an election. 24 5 The table shows significantly higher voter turnout in the county versus the city during even election years and some odd election years. May 2017 Nov 2017 Nov 2018 Mar 2019 Nov 2019 Nov 2020 Mar 2021 Nov 2022 Mar 2023 Registered Voters 6,445 6,400 5,883 6,096 6,048 6,127 6,161 6,288 6,146 Total # Voted 2,413 3,735 3,810 3,243 2,113 4,673 2,354 3,686 2,811 % Turnout 37% 58% 65% 53% 35% 76% 38% 59% 46% If the city chose to coordinate its general election with Pitkin County’s general election, the city’s general election would be held in November of even years, making it more consistent for voters and reducing existing confusion. Having elections held in Pitkin County at the same time of year allows government agencies and candidates to provide consistent and well-organized messaging to the public. There have been some discussions regarding moving to the November election in odd years. This would be impractical since odd year elections are not mandatory and only set if there are ballot initiatives. Currently, the city’s election cycle occurs during the high season, including Christmas and New Year’s holidays. This results in difficulties for potential candidates and the electorate, with distractions negatively affecting the ability to pay close attention to campaigns and facts around ballot measures. Candidates have even pointed out that winter campaigning is negatively affected by short daylight hours and winter weather. November and the months leading up to it are a quieter time for the candidates and the electorate to engage in campaigns and educate themselves about the issues. Greater voter accessibility: Given their larger election budgets, counties usually have access to more sophisticated, user-friendly voting systems and election technology enhancements. Additionally, the State of Colorado and Pitkin County have full-time dedicated staff who have more capacity to analyze, test, implement, and support new technologies to improve the voter experience. The City of Aspen voters also would have access to Ballot Trax to track their ballots via an online system, which sends a series of alerts notifying the voter where their ballot is in the election process. They also would have electronic ballot access for accessible voting. Cost savings: Transitioning the administration of elections to the county would provide the advantage of shared resources. The city may realize significant cost savings by capitalizing on the economies of scale inherent in more extensive operations. Operational Opportunities for Enhanced Municipal Elections 25 6 This section of the white paper examines various operational opportunities that can substantially improve the management of municipal elections within the City Clerk's Office. By exploring the potential for expanding staff and resources, collaborating with external partners, and implementing technology upgrades, the City Clerk's Office can further strengthen its capacity to deliver efficient, accurate, and satisfactory electoral processes for the residents of the City of Aspen. This balanced approach considers the benefits, challenges, and potential long-term outcomes of these operational enhancements. Expansion of Staff and Resources: The City Clerk's Office could explore the possibility of expanding its staff and allocating additional resources to manage municipal elections. By increasing staffing and further investing in additional hardware, software, and logistical components, the City Clerk's Office can enhance its operational capacity and improve the efficiency of the electoral process. This would involve assessing the budgetary requirements and working with the City Manager’s Office and City Council to secure the necessary resources to support the expansion. Considering these operational opportunities, the City Clerk's Office may further strengthen its capacity to manage municipal elections. While these options may require additional resources, the potential benefits in terms of improved efficiency, accuracy, and voter satisfaction are options to explore if the city maintains the election process. Working closely with the key stakeholders, the City Clerk's Office would develop a comprehensive plan to implement these operational enhancements and ensure the continued success of the City of Aspen municipal elections under local control. The argument for keeping the City of Aspen municipal elections as they are Managing municipal elections at the city level ensures a nimble and localized approach. Municipal elections, when managed at the city level, are an embodiment of Aspen's commitment to local democracy, civic participation, and community cohesion. With its intimate understanding of the local electorate and ability for rapid adaptation, the City Clerk's Office has been conducting elections with efficiency, integrity, and transparency for decades. By retaining control of its municipal elections, the city can ensure that the electoral process remains responsive and transparent, Personalized Service: The Aspen City Clerk's Office, with its understanding of the local electorate, is well-equipped to provide customized service tailored to the specific needs of Aspen residents. For instance, the office can offer voter registration assistance, answer inquiries related to local election rules and regulations, and provide guidance on campaign finance reporting. This localized and customizable approach ensures that residents receive dedicated support and access to resources specifically tailored to the unique requirements of the Aspen community. Down Ballot Status: Down Ballot Status is a concern that results from the location on a crowded ballot. Although beneficial at times, in the November general elections, numerous items may draw a great deal of attention, resulting in city issues and candidates being at the end of the ballot. Maintaining the current election schedule avoids the down ballot status of Aspen's municipal elections, ensuring that local issues and candidates receive the appropriate amount of attention. By keeping the municipal election separate from high-profile state and national races, Aspen residents have the opportunity to thoroughly evaluate local candidates and ballot measures. They can focus on the specific challenges and opportunities faced by the 26 7 city, allowing for a more informed decision-making process and greater accountability of local representatives. Local Expertise and Knowledge: The Aspen City Clerk's Office possesses expertise and knowledge specific to the local electoral process. Their experience in managing municipal elections in Aspen, combined with their understanding of local election laws, regulations, and procedures, contributes to the smooth operation and integrity of the electoral system. Retaining local control ensures that this expertise remains accessible and utilized to effectively address any issues that may arise during the electoral process. Addressing resource constraints Leveraging external funding: The city may research the feasibility of applying for various state and federal grants designed to support local election infrastructure. This additional funding may alleviate some of the financial burdens on local taxpayers. Collaborative resource sharing: The City of Aspen may jointly explore partnerships with nearby cities to procure election-related services and technologies, thereby achieving economies of scale and shared efficiencies. Potential challenges and strategies to transition to coordinated elections While the benefits of a transition to Pitkin County are evident, it is equally important to consider potential challenges. Transitioning phase: The transition from a city-run March general election to a county-run November general election will present logistical and operational challenges. A subsequent election cannot reduce the term of an elected official. Thus, when the general election was moved from May to March, a transitional period had to be set out in the ballot initiative. , all of these transitional issues can be managed by developing a comprehensive transition plan, ensuring minimal disruption to the electoral process. Ensuring local needs are met: The unique characteristics of Aspen's electorate need to be considered. This can be achieved through close collaboration between the city and Pitkin County, focusing on community engagement and feedback. Timing scenario: 1. Placing the item on the ballot in the next coordinated county election in November of 2025 would allow for public education, outreach, engagement, and community debate. The diagram below outlines the transition of Council and Mayoral terms. 27 8 2. This would allow the first election to occur in November 2026. 3. If the transition of the city election to the county is decided to be placed on the ballot, the transition plan would be set forth in the ballot issue itself. Runoff: Currently, the city’s Home Rule Charter specifies that if candidates do not receive a certain threshold, they must enter a runoff, and the candidate with the most votes in the runoff election wins. To be consistent with the City’s current system, with a November general election, the runoff would be in December. However, the county does not have an election in December. The County and the State employ a primary system, Thus, the city would have to consider alternatives. Those alternatives could include abandoning the runoff system, conducting the runoff election itself, participating in the county’s primary system, or adopting a ranked voting system. Before proposing any of these alternatives, other than abandoning the runoff system, the city would need to discuss these alternatives with Pitkin County to evaluate how to best proceed. When evaluating and considering alternatives, it is important to consider when a runoff changed the voter outcome from the initial results. There have been only two instances in the city’s runoff history when the outcome altered from the initial voter results because of a runoff, the most recent being this last election. As everyone will recall, in the last election, no one received the necessary threshold; thus, four individuals entered the run-off. The results of the general election were as follows: Kolbe 1067^ Woolley 630 Benedetti 1018^ Torre 825^ Pitt 47 Ray 307 Doyle 1091^ The caret (^) indicates the runoff candidates. The threshold was 1123. 28 9 The results of the runoff were as follows: Kolbe 1156 Benedetti 1334 Torre 546 Doyle 1235 In the 2017 general election, only two candidates went into a runoff. In the general election Torre received 973 votes, while Ward Haunstein received 895 votes. However, in the runoff election, Ward Haunstein received 932 votes, and Torre received 905 votes. There have been 13 general elections since the adoption of the runoff system. In that time there have been 9 runoffs in either the Mayor’s race or the Council race or both. In three of those years there was no runoff, 2011, 2021 and 2023. In 2009, the City used an Instant Runoff (ranked choice ) system. 2017 and 2025 are the only two times in which the results would have been different without the runoff system. It should also be noted that there is a significant drop off in participation in the runoff election. In 2025, there were 2718 ballots cast in the General Election with 2269 cast in the runoff. A drop of 16%. In 2017, the drop was from 2413 to 1840, a 23% drop. Recommendations: If City Council is considering modifying the general election date to coordinate with the county, it is crucial to undertake a thorough examination of the potential benefits and considerations associated with such a change. This comprehensive analysis will enable City Council to make an informed decision about the potential modification. If considering a transition, city and county election officials may wish to collaborate to create a well-designed transition plan. This plan would outline the procedural aspects of transferring the responsibility of managing municipal elections from the City Clerk to the Pitkin County Elections division. Addressing potential challenges and prioritizing local needs within the transition plan will ensure a seamless shift of responsibilities and minimize disruption to the electoral process. Engaging in a comprehensive analysis, creating a well-designed transition plan (if applicable), strengthening local expertise, promoting community engagement and education, conducting regular evaluations, and collaborating with stakeholders will contribute to the effectiveness, integrity, and transparency of Aspen's municipal electoral system. Conclusion & Future Perspective As the City of Aspen contemplates the future of its municipal elections, important factors must be considered when evaluating whether to transition the management of elections to the County Elections Division or maintain local control within the Aspen City Clerk's Office. Both options present potential benefits and considerations that deserve careful examination. 29 10 Transitioning the responsibility for municipal elections to the County Elections Division offers the prospect of increased operational efficiency, cost savings, and potentially higher voter turnout. The county's established robust infrastructure and resources may provide streamlined election management, leveraging economies of scale and a broader reach. This transition could lead to improved administrative processes and enhanced coordination with county-level elections, benefiting the city and Aspen residents. Moreover, consolidating election administration under the County Elections Division may allow for greater standardization of procedures and access to advanced voting technologies. Counties often have access to more sophisticated voting systems, which could improve voter accessibility and satisfaction with the electoral process. Furthermore, by combining efforts and emphasizing efficiencies instead of redundant election security measures, the city can better protect and streamline election security processes and infrastructure by supporting the County Elections Division. Regardless, maintaining the integrity of the election and the security of the election is of paramount importance to the city of Aspen. On the other hand, maintaining local control over municipal elections offers distinct advantages. The Aspen City Clerk's Office possesses local knowledge and expertise. This localized approach promotes a responsive and nimble electoral system that can quickly adapt to changing circumstances and address specific regional concerns. It also fosters community engagement, as residents feel a direct connection to the electoral process and may have a greater sense of ownership in selecting their local representatives. Preserving local control enables Aspen to tailor the electoral process to its unique circumstances. The ability to choose a specific election date, such as March, may allow for flexibility to ensure that the electoral timeline is tailored to Aspen's specific context, maximizing community participation and minimizing conflicts. Furthermore, preserving independent municipal elections and avoiding the down ballot status of the even-year general election allows for focused attention on local candidates and ballot measures. Separating local elections from higher-profile state or national races ensures that local issues receive appropriate scrutiny and consideration from voters. This preserves the integrity of the local democratic process and allows for in-depth deliberation on Aspen-specific matters. In conclusion, the future of Aspen's municipal elections necessitates a thorough evaluation of the potential benefits and considerations associated with transitioning to county-run elections or maintaining local control. While a transition could offer operational efficiencies and broader resources, local control promotes community engagement, tailored electoral processes, and preserves the distinctiveness of Aspen's elections. Ultimately, the decision should be made in the best interest of the community, with careful deliberation, collaboration between city and county officials, and consideration of the unique needs and aspirations of Aspen's residents. 30 11 Appendix A: Company Amount Services Dominion Voting System 15,550.79$ Election Equipment/Software Licensing Dominion Voting System 29,048.00$ Equipment and On-site Services Peak Performance 1,000.00$ Election Software Laserfiche The Aspen Times 3,221.34$ Campaign Reporting/Election Judges Aspen Daily News 1,147.50$ Election Judges/Election Notice Gran Farnum Printing 11,144.00$ Ballot Printing US Postmaster 3,000.00$ Load Election Permit Aspen Locksmith 1,912.00$ Change Locks for Election Election Judges 2,918.50$ Ballot Processing/Election Day Vote Center Amazon 395.22$ Election Supplies Total 69,337.35$ Election Payments 2023 31 12 Appendix B Key Findings: City of Aspen Voter Analysis December 2023 The purpose of this effort is to create a clear picture of the current voters within the City of Aspen, based on a review of available data. This involved looking at the demographics of registered voters and their voting patterns in coordinated, regular municipal, and special elections compared to November General Elections, and how they have changed from 2012 to 2023. This report will be utilized by the City of Aspen to evaluate opportunities to increase voter participation. Methodology Magellan Strategies primarily looked at the length of residency, age, partisan registration, geography (living inside or outside the roundabout), and timing of the election (odd vs even, spring vs Nov). Magellan builds a voter file database from the Colorado Secretary of State multiple times a year, which includes data for Pitkin County and the City of Aspen. These “snapshots” each year show the true number of voters at that moment in time. Having such rich datasets allowed Magellan to analyze the City of Aspen voter demographics beyond today’s universe. Today’s universe would be limited to the demographics of current registered voters. Having the “snapshots” allows us to look at the demographics of the voters at that moment, taking into account those voters who have since then moved out, are now deceased, or stopped voting. This analysis of historical voter demographics, profiles, and behavior using voter data from 2012 through 2023 clearly shows that there is higher voter participation, or turnout, during November of an even year as opposed to November or spring of an odd year. Turnout in Municipal Elections Turnout is measurably higher in even year, General Elections compared to odd-year elections and Municipal Elections. Nov 2012 Nov 2013 Nov 2014 Nov 2015 Nov 2016 May 2017 Nov 2017 Nov 2018 Mar 2019 Nov 2019 Nov 2020 Mar 2021 Nov 2021 Nov 2022 Mar 2023 Nov 2023 ASPEN 66% 29% 51% 44% 74% 37% 27% 69% 53% 37% 81% 38% 37% 61% 46% 34% PITKIN 68% 32% 54% 39% 75% 25% 70% 38% 82% 37% 63% 36% 32 13 ASPEN General Elections 2016, 2018, 2020, and/or 2022 Voted in 0 or 1 Voted in 2, 3 or 4 Age Range 18 - 34 14% 10% 34 - 44 7% 13% 45 - 54 4% 12% 55+ 5% 34% PITKIN General Elections 2016, 2018, 2020, and/or 2022 Voted in 0 or 1 Voted in 2, 3 or 4 Age Range 18 - 34 14% 10% 34 - 44 6% 12% 45 - 54 4% 12% 55+ 6% 36% Age The older age bracket consistently has a higher turnout percentage in General Elections than younger age brackets, as shown here in the City of Aspen as well as Pitkin County. Older residents vote in odd-year elections more than younger residents, but across all age ranges, more voters participate in even years. To show this trend, below is the turnout percentage by age bracket for the City of Aspen from a November mid-term (or even year) compared to a Municipal or a November odd-year election. Length of Residency Length of residency was analyzed with the assumption that citizens living longer in Aspen would be more invested in their community and, therefore, have higher voter participation. We could not necessarily prove this relationship. Length of residency is highly correlated with age, and an older voter is more likely to vote whether they live in Aspen or not. Likewise, lower turnout, particularly in odd-year elections, is characteristic of the younger age bracket, not newness to Aspen. Relating length of residency and voter participation is difficult to calculate since the state only records vote history if the new resident was not new to Colorado. If a resident is new to Aspen from within the state, from Mesa County for example, we can see that they participated (or not) in Colorado elections. If a resident is new to Colorado from California, we do not have any record of their past participation in elections. We believe this participation is more tied to their age not length of residency in Aspen. ASPEN Voted in 2022 General Election Age Range 18 - 34 554 15% 34 - 44 676 18% 45 - 54 660 18% 55 - 64 780 21% 65+ 1,093 29% ASPEN Voted in 2023 General Election Age Range 18 - 34 204 10% 34 - 44 323 15% 45 - 54 362 17% 55 - 64 456 22% 65+ 769 36% ASPEN Voted in 2019 Municipal Election Age Range 18 - 34 502 16% 34 - 44 541 17% 45 - 54 653 20% 55 - 64 652 20% 65+ 865 27% 33 14 Partisanship & Timing of the Election There is no real correlation between partisan registration and voter turnout, which is not unique to the City of Aspen. The timing of an election has little to no effect on the partisan composition of the electorate, as shown in the tables below. The numbers below show the composition of those who voted by party. Geography Magellan Strategies used street addresses from the voter-provided resident address on the statewide voter file provided by the Colorado Secretary of State. We compared these addresses to a list of streets provided by the City of Aspen and flagged voters as inside or outside the roundabout. We found no measurable difference in voter participation between the population that lives inside the roundabout and the population living outside. Summary After looking at elections from 2012 to 2023, both March/May elections as well as November elections, it is clear that the highest voter participation occurs during November of an even year. Even with the high publicity and energy surrounding the “Lift One Lodge” project in 2019, voter participation was 15% lower than the average November even-year turnout. This election saw higher participation than other November odd-year elections, but still lower than even-years. ASPEN Nov 2018 Mar 2019 Nov 2020 Nov 2022 Nov 2023 Spring 2023 Unaffiliated 42% 42% 44% 47% 48% 48% Democrat 43% 43% 42% 40% 41% 40% Republican 13% 14% 12% 11% 10% 12% Other 1% 2% 1% 1% 1% 1% PITKIN Nov 2018 Nov 2020 Nov 2022 Nov 2023 Unaffiliated 43% 45% 49% 49% Democrat 41% 40% 37% 38% Republican 14% 13% 13% 12% Other 1% 2% 1% 1% 34 15 Appendix C November 2025 Charter Amendment Election Section 2.2 – Municipal Elections shall be deleted in its entirety and replaced with the following: Commencing in the year 2026 and biennially thereafter, the City of Aspen’s General Municipal Election shall be held on the first Tuesday after the first Monday of November in the Pitkin County Coordinated Election. The Mayor elected in the General Election in March of 2025 shall serve until the first regular meeting of City Council in April 2027. The Mayor elected in November 2026 shall serve a term from the first regular meeting in April 2027 until the first regular meeting in January 2029. Thereafter, the term of the Mayor shall commence at the first regular meeting of January following election and shall end two years thereafter at the first regular meeting of January. The two Council Members elected in the General Election in March of 2025 shall serve until the first regular meeting of City Council in April 2029. Two Council Members elected in November 2028 shall serve a term from the first regular meeting in April 2029 until the first regular meeting in January 2033. The two Council Members elected in March 2023 shall serve a term from the first regular meeting in April 2023 until the first regular meeting in April 2027. Two Council Members shall be elected in November 2026 and shall serve a term from the first regular meeting in April 2027 until the first regular meeting in January 2031. Thereafter, the term of all council members shall start at the first regular meeting of January following the election of such council member in the prior November election. Any special municipal election may be called by resolution or ordinance or ordinance of the council at least sixty (60) days in advance of such election. The resolution or ordinance calling a special municipal election shall set forth the purpose or purposes of such election. One or more vote centers for all municipal elections shall be open from 7:00 a.m. to 7:00 p.m. on election day. Section 2.7 Run-off Elections., shall be deleted in its entirety. Section 3.2 - Terms of office for members of Council, shall be deleted in its entirety and replaced with the following: Except during the transitional period from April 2025 through April 2033, the terms of office for members of Council shall be for four (4) years. Each voter shall be allowed to vote for two candidates for the office of member of Council. At all municipal elections, the two (2) candidates receiving the highest number of votes shall be elected for a four- year term. 35 16 Section 3.3 – Mayor, shall be deleted in its entirety and replaced with the following: Except during the transitional period from April of 2025 through April of 2027, the mayor shall be elected at large for the entire city for a term of two (2) years. The candidate receiving the highest number of votes shall be elected mayor. The mayor shall preside at meetings of the Council and shall exercise such powers and perform such other duties as are or may be conferred and imposed upon him or her by this Charter or the ordinances of the City. He or she shall have all of the powers, rights, privileges and obligations of a member of Council. He or she shall be recognized as the head of the government for all ceremonial and legal purposes and he or she shall execute and authenticate legal instruments requiring his or her signature as such official. Section 4.1, Regular Meetings., shall be amended by changing the word April, wherever such word appears to January with no other changes to the remainder of the section. 36 17 Appendix D - Election Costs for 2025 Regular Election Gran Farnum-ballot printing 9708 USPS-Ballot postage 1657 Dominion-Day of services 6948 Dominion-other 22928 Newspaper Ads 5424 Food/supplies 1968 Judges 2451 Total 51,084 Run Off Gran Farnum-ballot printing 9655 USPS-Ballot postage 1043 Dominion-Day of services 6948 Newspaper Ads 1239 Food/supplies 1310 Judges 1449 Total 21,644 Total for both $72,728 37