HomeMy WebLinkAboutagenda.council.retreat.20250519AGENDA
CITY COUNCIL RETREAT
May 19, 2025
4:00 PM, Pearl Pass Conference
Room
3rd Floor - City Hall
427 Rio Grande Place
Aspen, CO 81611
I.Retreat Information
I.A 2025 City Council Retreat Packet
1 2025 City Council Retreat Agenda.docx
2 Cover Memo for the 2025 City Council Retreat Packet.docx
3 2023-2025 Aspen City Council Goals.pdf
4 City Council Goals Work Update-January 2025.pdf
5 City Council Policy & Operations Resource Guide - April 2025.pdf
6 City Council Mid Range Calendar as of May 14 2025.pdf
7 April 2025 - City of Aspen Financials.pdf
8 May 2025 City of Aspen Staff Vacancy Report.pdf
9 SWOT Analysis.pptx
10 May 7 2025 Information Only Memo Armory Hall Update.pdf
11 2022-2028 City of Aspen Affordable Housing Strategic Plan.pdf
12 May 13 2025 Information Only Memo on the Potential Tax Questions for
November 2025 Election.docx
13 Amended April 2025 - Elections White Paper.pdf
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1
2025 Aspen City Council Retreat
Monday, May 19, 2025 at 4:00pm
Location: Pearl Pass Conference Room, 3rd Floor City Hall
427 Rio Grande Pl, Aspen, CO 81611
I.Introductions & Opening Remarks
II.Background
III.Working Dinner
Tuesday, May 20, 2025 at 9:00am
Location: Aspen Fire Protection District,3rd Floor Conference Room
420 Hopkins Ave, Aspen, CO 81611
I.Current Conditions on Major Initiatives
II.Other Items
III.Lunch
IV.Goal Discussion
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MEMORANDUM
TO:City Council
FROM:Diane Foster, Deputy City Manager
THROUGH:Pete Strecker, Interim City Manager
MEMO DATE:May 14, 2025
MEETING DATE:May 19 & 20, 2025
RE:Cover Memo for the 2025 City Council Retreat Packet
_____________________________________________________________________
REQUEST OF COUNCIL:
At the request of the Mayor, staff has compiled these documents into this 2025 City
Council Retreat packet for you to use as reference materials.
Many of the items in this packet have been provided to the current members of the City
Council over the course of the last month, while other documents were either generated
by or shared with the last City Council.
City Council members may want to familiarize themselves with these documents,
however careful study thereof is not required.
SUMMARY OF RETREAT PACKET DOCUMENTS:
*Starred items will be printed and provided to City Council at the start of the Retreat
1. Agenda
2. Cover Memo for the 2025 City Council Retreat Packet
3. 2023-2025 Aspen City Council Goals
4. City Council Goals Work Update – January 2025
5. City Council Policy & Operations Resource Guide - April 2025 * (Pages 22-29)
6. City Council Mid Range Calendar as of May 14 2025*
7. April 2025 - City of Aspen Financials*
8. May 2025 City of Aspen Staff Vacancy Report*
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9. SWOT Analysis*
10.May 7 2025 Information Only Memo Armory Hall Update
11.2022-2028 City of Aspen Affordable Housing Strategic Plan
12.May 13 2025 Information Only Memo on the Potential Tax Questions for
November 2025 Election
13.Amended April 2025 - Elections White Paper
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Page 1 of 6 - City of Aspen – City Council Goals 2023-25
2 0 2 3 -2 0 2 5 A s p e n C i t y C o u n c i l G o a l s
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,
o Completing a comprehensive traffic study;
b. Exploring regional zero fare for bus trips that originate or end in Aspen;
c. Developing community consensus for critical infrastructure improvements for
entering and exiting the city including physical modifications;
d. Increasing electrification of city and regional transit fleet;
e. Researching funding options for affordable housing to support transit expansion
and sustainable service delivery; and
f. Completing the Short-Range Transportation Plan, including
o Reviewing the Integrated Mobility System in collaboration with the Aspen
Institute which could include ride sharing and congestion toll
implementation.
o Exploring expansion of Aspen city bus routes, and
o Researching possible first and last mile improvements.
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Page 2 of 6 - City of Aspen – City Council Goals 2023-25
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;
b. Completing Council-directed affordable housing development projects;
c. Continuing to seek additional affordable housing, development-neutral
opportunities, including optimizing existing housing stock;
d. Prioritizing and financing continued development and maintenance of affordable
housing to better serve the community and the workforce;
e. Supporting continuous improvement with the APCHA program, including ensuring
adequate resources; and
f. Assisting homeowners’ associations evaluation of their capital maintenance
planning and capital reserves.
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Page 3 of 6 - City of Aspen – City Council Goals 2023-25
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;
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;
c. Designing and promoting opportunities for creating human connections among
locals including the Armory renovation;
d. Partnering with local health and human service nonprofit organizations through the
city grants program; and
e. Adding physical capacity to increase available childcare spaces through projects
such as the Burlingame Child Center.
f. Developing policies and/or regulations that incentivize and promote desirable uses
in our community’s commercial spaces.
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Page 4 of 6 - City of Aspen – City Council Goals 2023-25
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;
b. Continuing to optimize development review processes;
c. Amending the Land Use Code to simplify processes and improve coordination
between agencies;
d. Ensuring meaningful access to services and information for all members of the
community through a focus on accessible and multi-lingual communications; and
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.
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Page 5 of 6 - City of Aspen – City Council Goals 2023-25
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 is
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;
b. Finalizing Building Performance Standards and adopting a funding plan to support
continued implementation of the Building IQ program;
c. Developing a financial plan to quantify and anticipate future costs of adopted
climate action policies;
d. Investing in redundancy and climate change resilience for utility systems to ensure
dependable and reliable service delivery; and
e. Expanding our commitment to wildlife conservation, wildfire mitigation, open space
stewardship, river health, and preservation of the urban forest.
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Page 6 of 6 - City of Aspen – City Council Goals 2023-25
Priorit iz e infrastructur e and ma inten an ce f o r agin g f acilities:
To continue to pro vide eff icien t and reli able 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 by:
a. Prioritizing funding for projects in the 5-year capital improvement plan;
b. Exploring any necessary debt issuance for goal completion;
c. Implementing recommendations from rate studies; and
d. Establishing the allocation for the short-term rental tax revenues.
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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 14
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.
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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. 18
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 21
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 22
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. 23
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 40th 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 24
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 25
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
26
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. 27
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. 28
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
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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 30
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 31
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 r eferral
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 33
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 34
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. 35
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. 36
• 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. 37
• 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 38
• 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).
39
• 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.
40
• 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.
41
1
Council
Resource
Guide
April 2025
This Council Resource Guidebook and Policy Manual has been
developed to provide information for Councilors regarding the operations
of the City of Aspen and Council roles and responsibilities.
42
CITY COUNCIL
RESOURCE GUIDE
April 2025
Table of Contents
Policy and Operations Manual ..................................................................................................................... 6
Purpose of Manual ....................................................................................................................................... 6
The City Charter and Home Rule Authority ................................................................................................. 6
Council-Manager Form of Government ..................................................................................................... 7
City Council’s Role ....................................................................................................................................... 7
Policy Makers .............................................................................................................................................. 7
Decision-Making .......................................................................................................................................... 7
Provide Public Leadership ........................................................................................................................... 7
Appoint Advisors .......................................................................................................................................... 8
Supervise Appointed Officials ..................................................................................................................... 8
Role of the Mayor ......................................................................................................................................... 8
Role of the Mayor Pro Tempore .................................................................................................................. 9
Term Limits .................................................................................................................................................. 9
Representatives to other Boards and Commissions ................................................................................... 9
City of Aspen Mission & Values ................................................................................................................ 10
City Mission Statement .............................................................................................................................. 10
City of Aspen Values ................................................................................................................................. 10
City Staff Roles ............................................................................................................................................ 11
City Attorney .............................................................................................................................................. 11
City Manager ............................................................................................................................................. 11
Municipal Judge ......................................................................................................................................... 11
................................................................................................................................................................... 12
Organizational Chart and City Structure .................................................................................................... 12
43
City Council Meeting Information .............................................................................................................. 13
Types of Council Meetings ........................................................................................................................ 13
Notice ......................................................................................................................................................... 14
Council Packets ......................................................................................................................................... 14
Placing Items on the Agenda ..................................................................................................................... 15
Structure and Mechanics of Regular Council Meetings ......................................................................... 16
Seating Order ............................................................................................................................................ 16
Proclamations and Presentations .............................................................................................................. 16
The Consent Calendar .............................................................................................................................. 16
Ordinances and Resolutions ..................................................................................................................... 16
Roll Call Votes ........................................................................................................................................... 16
Time Limits for Speakers ........................................................................................................................... 17
Order Of Business ..................................................................................................................................... 17
How to Make a Motion ............................................................................................................................... 17
Conduct of City Council Meetings ............................................................................................................ 18
Make Members of the Public Welcome ..................................................................................................... 18
Civil Dialogue ............................................................................................................................................. 18
Enforcement of Decorum ........................................................................................................................... 18
Criticism of the Organization ..................................................................................................................... 18
Respect the Decision of Council ............................................................................................................... 18
Quasi-Judicial Matters ............................................................................................................................... 18
Legal Matters and Ethics ............................................................................................................................ 19
Colorado Open Records Act...................................................................................................................... 19
Sunshine Law ............................................................................................................................................ 19
Ethics ......................................................................................................................................................... 20
Council/Staff Engagement ......................................................................................................................... 22
Council Requests for Simple Information .................................................................................................. 22
Council Requests for Research ................................................................................................................. 22
Service Requests by Residents to City Council ........................................................................................ 22
Decision-Making Matrix .............................................................................................................................. 23
44
General Information for City Council ........................................................................................................ 25
Committees ............................................................................................................................................... 25
Mail and Council member Mail Responses ............................................................................................... 25
Technology Resources .............................................................................................................................. 25
Business Cards ......................................................................................................................................... 26
Electric Pass Conference Room ............................................................................................................... 26
Administrative Support .............................................................................................................................. 26
Travel Arrangements for Conferences, Seminars and Meetings .............................................................. 26
Use of City Vehicles .................................................................................................................................. 27
Use of Personal Vehicle ............................................................................................................................ 27
Documentation .......................................................................................................................................... 27
Council Pay ............................................................................................................................................... 28
Personnel Benefits .................................................................................................................................... 28
Key Card and Access to City Hall .............................................................................................................. 28
Mail and Deliveries .................................................................................................................................... 28
Parking....................................................................................................................................................... 28
Meals/Dietary Restrictions ......................................................................................................................... 28
Use of City Stationery and Branding ......................................................................................................... 28
City Recognition and Gift Giving Policy ..................................................................................................... 29
Appendix A - Background Information ..................................................................................................... 30
History of Aspen ........................................................................................................................................ 30
Former Aspen Mayors ............................................................................................................................... 30
City Facts and Figures ............................................................................................................................... 31
City Buildings and Facilities ....................................................................................................................... 32
Overview of City Documents ..................................................................................................................... 33
Budget and Financial Management ........................................................................................................... 33
Governmental Funds: .......................................................................................................................... 33
Proprietary Funds: ............................................................................................................................... 35
Component Unit Funds: ...................................................................................................................... 36
City Responses to State and Federal Legislative Actions ......................................................................... 36
45
Policy Agenda: ........................................................................................................................................... 37
Current Commissions ................................................................................................................................ 37
Emergency Operations Center (EOC) ....................................................................................................... 39
Appendix B – Certificate of Exemption for State Sales Tax ................................................................... 40
Appendix C – Ordinance No. 21, Series 2020........................................................................................... 41
Appendix D – Guidelines for Staff Communicating with City Council .................................................. 45
46
6
Policy and Operations Manual
Purpose of Manual
The Aspen City Council Policy and Operations
Manual provides an overview of policies,
procedures, legal information and local
practices to assist the City Councilors in their
roles as elected leaders for our community.
City Council affairs are enhanced by working
agreements and documented policies that
outline mutual expectations and guidelines.
This document will change with updated
regulations and approved policies and is
intended to remain current.
The document broadly covers matters of
governance and provides insight for
administrative practices. The information within
the document is not a substitute for legal
advice from the City Attorney.
The City Charter and Home Rule
Authority
A municipal charter is the basic document that
defines the organization, powers, functions,
and essential procedures of the city
government. It is comparable to the
Constitution of the United States or a state’s
constitution. The charter is, therefore, the most
important legal document of any home rule
city. The City of Aspen’s Charter was adopted
by referendum on June 16, 1970. The first
municipal elections under the Charter were
held on May 4, 1971. A copy of the Aspen City
Charter can be found here.
Colorado cities and towns operate under
provisions of Colorado state statues (and are
referred to as “statutory” cities and towns)
unless voters adopt a municipal charter to
become a “home rule” city or town. Home rule
is based on the theory that the residents of a
municipality should have the right to decide
how their local government is organized and
how their local problems should be solved.
Municipal home rule derives its authority
directly from the Colorado Constitution, one the
few states that authorizes home rule in its
constitution.
The City of Aspen is a Home Rule municipality,
and as mentioned above the City’s Charter
was adopted in 1970. This affords Aspen
residents the freedom from needing state
legislation to enable action. Home Rule
municipalities have powers not expressly
denied by the Colorado Constitution and state
statutes. Statutory municipalities have only the
powers expressly given to them by the
Colorado Constitution and state statutes.
Aspen’s Charter sets forth the terms for
Councilors, the number of Councilors, terms of
office, method for adopting regulations and
policy documents, authority to collect taxes,
and that certain land use approvals require
voter approval. Home rule authority allows a
wide range of flexibility to deliver services and
address issues. Amendments to the Charter
require a public vote.
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7
Council-Manager
Form of Government
The City of Aspen has chosen a Council/City
Manager governance model. The Council-
Manager system exists throughout the United
States and in many other countries around the
world. The Council-Manager system was
developed as part of the “Progressive
Movement” in the early part of the 20th century.
Several Colorado cities adopted this form in
the early 1900s.
In this form of government, the Mayor and
Councilors (elected by City of Aspen residents)
enact local legislation, adopt budgets, and
determine policies. The City Manager is a
professionally trained Chief Executive Officer
who carries out the direction of Council and is
charged with oversight of the day-to-day
operation of the city. Aspen’s governance
structure is similar to that of a large private-
sector business, with the City Manager fulfilling
the role of the CEO and the City Council
fulfilling the role of the Board of Directors.
The City Council has three employees: The
City Manager, the City Attorney and the
Municipal Judge. Staff within the City
Attorney’s Office report to the City Attorney and
all other city staff report in through the City
Manager. More information about city staff
roles is available on page 11. City Council
direction to staff is provided by a majority of
City Council at a Council meeting or through
the City Manager.
City Council’s Role
City Councilors play many roles - policy
makers, legislative decision makers, and
political leaders who represent the entire
community. Importantly, Councilors also act as
ambassadors who can carry back information
to residents about the organization’s mission,
goals, and achievements.
Policy Makers
As a body, City Council develops big picture
policies and targets on behalf of the
community. Policy setting takes the form of the
adoption of long-term goals, setting public
service priorities, approving the annual budget,
and establishing local laws and procedures
through the adoption of ordinances and
resolutions.
Decision-Making
To make decisions, City Council studies
problems, reviews alternatives and decides on
the best course of public policy. Professional
staff members who have specific training and
are subject matter experts in individual
disciplines present information to decision-
makers about options for consideration to aid
in the decision-making process. Decision
making occurs by City Council voting in regular
and special meetings.
Provide Public Leadership
One of Council’s most important roles in the
community is to mediate conflicting interests
while building consensus. Individual Councilors
function as a sounding board for the
community and conduit for constituent service
needs.
It is important, however, when a member of the
community disagrees with a legal or
administrative decision of the City and a
Council member is considering intervention,
the City Council member should contact the
City Manager to ensure the City Council
member has all the facts.
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8
Appoint Advisors
City Council appoints resident boards,
commissions, task forces, and committees to
advise on a wide range of policy issues.
Boards and commissions provide in-depth
examination of issues and a communication
channel between elected officials and the
community, bringing a broad range of ideas
and expertise to public decision-making,
assisting in the resolution of conflicts, and
providing training for new leaders.
The Aspen's Charter requires permanent
boards and commissions including advisory
and appeal boards to be created by ordinance
which also creates the policies and duties
delegated to those boards and commissions.
Temporary, ad hoc committees may be created
by resolution. The Aspen City Council creates
new boards and commissions, fills vacancies,
reappoints board and commission members,
eliminates boards and commissions, and
removes members of any board or
commissions. Additional information about
specific boards and commissions is available
within the Background Information Appendix to
this document. Interviews and appointments
occur in February and July.
Supervise Appointed Officials
As is mentioned above, City Council appoints a
City Manager to fulfill the vision of the
governing body, put policy into action within the
resources that are available, and oversee the
operations of the City. Council also appoints
the Municipal Judge and City Attorney.
The City Council conducts an annual
performance evaluation for the City Manager
and the City Attorney.
Role of the Mayor
The Mayor works closely with the City Manager
to manage City Council meeting agendas. The
Mayor is the chair at Council meetings and
work sessions ensuring that the body is
following the published agenda, keeping order,
calling on speakers during the meeting, and is
responsible for summarizing the decisions of
the City Council to ensure clarity of direction.
Though the Mayor acts as the presiding officer
for meetings, the Mayor may also participate in
discussions or make and second motions. The
Mayor does not have the power of veto.
The Mayor also fills a ceremonial role – often
being asked to represent the City at special
functions or community events.
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9
Role of the Mayor Pro Tempore
The Mayor Pro-Tem performs all the duties
and has all the powers of the Mayor in the
absence or disability of the Mayor. The Mayor
Pro-Tem is selected by City Council from its
own membership during the Council’s bi-
annual organizational meeting. The individual
serves for two years.
Term Limits
The Aspen City Charter establishes term limits
for City Councilors and the Mayor. The Mayor
can serve no more than three (3) consecutive
terms. Councilors can serve no more than 2
consecutive terms in the office of City Council.
The Charter also limits the consecutive years
in the office of Council and Mayor to a total of
fourteen (14) consecutive years. Per the
Charter, terms and years are considered
consecutive unless they are at least four years
apart.
Representatives to other Boards and
Commissions
Councilors serve on various community boards
and commissions and decide amongst
themselves which members shall serve on
which board. A list of the boards and
commissions is as follows:
•Colorado Association of Ski Towns
•Denver Rio Grande Western Covenant
Enforcement Board
•Northwest Colorado Council of
Governments
•Aspen Chamber Resort Association
•Ruedi Water and Power Authority
•Sister Cities Board
•Colorado Municipal League (CML)
Policy Advisory Board
•Nordic Council
•Pitkin County Board of Health
•Roaring Fork Transportation Authority
(RFTA) Board
•APCHA Board
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10
City of Aspen Mission &
Values
City Mission Statement
The City of Aspen's mission is to engage with
positive civil dialogue, provide the highest
quality innovative and efficient municipal
services, steward the natural environment,
and support a healthy, sustainable
community for the benefit of future
generations and with respect for the work of
our predecessors.
City of Aspen Values
The City of Aspen is a maturing and evolving
organization. While people, polices, and
issues change over time, the city’s mission
and core values ensure the way work can be
done.
The City has four core values that provide
foundation for the work we do.
• Service: We serve with a spirit of
excellence, humility, integrity, respect
• Partnership: Our impact is greater
together
• Stewardship: Investing in a thriving
future for all by balancing social,
environmental, and financial
responsibilities
• Innovation: Pursuing creative outcomes,
grounded in Aspen’s distinctive
challenges and opportunities
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11
City Staff Roles
In addition to appointing the City Manager, the
Aspen City Council appoints two other direct
reports, the City Attorney and the Municipal
Judge.
City Attorney
The City Attorney represents the City and the
City Council in litigation against the City and
provides advice and counsel on all legal
matters before the Council and to city officials
in matters relating to their powers and duties.
City Manager
The City Manager is a non-partisan and non-
political leader who provides leadership, vision,
and focuses on results for the city. The chief
responsibilities are directing the daily
operations of the city, implementing the
policies and programs initiated by City Council,
managing financial and human resources,
preparing and monitoring the budget, and
planning strategically to ensure a strong
resilient community for the future. City
Managers must have the strongest ethical
commitment. As part of the International City
and County Management Association,
managers must pledge to adhere to the ICMA
Code of Ethics (ICMA Code of Ethics |
icma.org). Further information about
administration is available on page 22.
Municipal Judge
The Municipal Judge is appointed by City
Council for a specified term of not less than 2
years. The Municipal Judge presides over
municipal court which has jurisdiction over
citations issued for violation of City ordinances,
codes, and regulations that occur within the
city limits.
These three employees are responsible for
ensuring that the direction of Council is carried
out in their respective areas. The City Manager
is responsible for the day-to-day operation of
the overall organization and Councilors should
not influence the administration of the
operation by directing or asking staff members
to do specific work. Requests for specific
action within the organization should be
requested of the City Manager.
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12
Organizational Chart and City Structure
Agency Director Team (ADT). The City
Manager has selected a group of advisors
consisting of the City Attorney, Deputy City
Managers, Finance Director, Administrative
Services Director, Police Chief, Director and
Senior Projects Manager to serve as the ADT.
The ADT serves as a sounding board for the
City Manager and provides policy level advice
and advances the mission of the City of Aspen.
Department Head. Each city department is
headed by a department director. The
Department Leadership Team meets frequently
as a leadership group to share and receive
information. Certain types of training are
targeted to members of the Department
Leadership Team.
Several leadership positions are specifically
mentioned in the City Charter as being
appointed by the manager with the approval of
council:
City Clerk: The City Clerk functions as the
custodian of the official city seal and the
keeper of official records. The City Clerk is
appointed by the City Manager with the
approval of the City Council.
Director of Finance: The Director of Finance,
also serves as the city treasurer, keeps and
supervises all accounts, maintains custody of
all monies, collects certain taxes and fees,
issues licenses and keeps public records not
specifically entrusted to other departments.
Community Development Director: The
Community Development Director is
responsible for activities under the Aspen Land
Use Code. The City Manager appoints the
Community Development Director with the
approval of the City Council.
Chief of Police: The City Manager with the
approval of the City Council appoints the Chief
of Police. The Chief of Police is responsible for
enforcing local, state and federal laws.
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City Council Meeting
Information
Types of Council Meetings
The Council holds formal meetings in the
Council Chamber of the City Hall on the
second and fourth Tuesday of each month at 5
p.m. and on such other days as necessary.
The Council holds work sessions in the Council
Chamber of the City Hall on the 1st, 2nd, 3rd and
4th Mondays at 4 p.m. and on such other days
as necessary. These meetings are an
opportunity for Council to delve deeper into a
topic and ask questions that can provide
guidance for staff related to a particular issue
or matter.
Regular Meetings
The Council meets regularly at least twice each
month. Regular meetings normally convene on
the second and fourth Tuesdays of the month
at 5 p.m. in the Council Chambers or other
properly noticed location and shall adjourn
promptly by or before 9 p.m. unless a motion is
made and carried to suspend the rules and
extend the meeting to a time certain.1 All
actions taken by City Council that are
otherwise proper shall not be void if taken
beyond the normal time for adjournment.
Special Meetings
Special meetings may be called during a
regularly convened Council meeting or upon
written request of the Mayor or of any two or
more members of the Council with sufficient
notice. Notice is defined as at least 24 hours
written notice to each member of Council
served personally through written electronic
1 City Council passed a resolution providing that when a
meeting exceeds the 9 p.m. deadline, a motion shall be
communications, email, text, or placed at the
Councilor's usual place of residence.
Use of Executive Sessions
All meetings are public, except executive
sessions. Per state law, the topic of the
executive session and the citation of the
specific section of state law providing authority
for the closed-door session must be provided
in the notice of the meeting.
Executive sessions may be held for the
purposes allowed pursuant to Municipal Code
Section 2.04.030-Open meetings; executive
sessions; notice; minutes and the Colorado
Open Meetings Law, C.R.S. 24-6-402 et. seq.
No formal action shall be taken or decisions
made during an executive session. Council can
go into executive session with the affirmative
vote of two-thirds of the quorum present.
The specific purposes of an executive session
are the following:
• Concerning the purchase, acquisition,
lease, transfer, or sale of any real,
personal, or other property interest;
except that no executive session shall
be held for the purpose of concealing
the fact that a member of the local
public body has a personal interest in
deemed to have been made and approved. Thus, a meeting
may proceed past 9 p.m. without a motion.
SCHEDULE
WORK SESSIONS: City Council
meets at 4pm on the 1st, 2nd, 3rd and
4th Monday of each month
REGULAR MEETINGS: City Council
meets at 5pm on the 2nd and 4th
Tuesday of each month.
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such purchase, acquisition, lease,
transfer, or sale
• Conferences with an attorney for the
public entity to receive legal advice on
specific legal questions. The mere
presence of participation of an attorney
at an executive session is not sufficient
to fulfill this requirement.
• Matters required to be kept confidential
by Federal or State law or rules or
regulations (citing the specific statute or
rule).
• Specialized details of security
arrangements or investigations including
defenses against terrorism, both
domestic and foreign, and including
where disclosure of the matters
discussed might reveal information that
could be used for the purpose of
committing, or avoiding prosecution for,
a violation of the law
• Determining positions relative to matters
that may be subject to negotiation,
developing strategy for negotiations,
and instructing negotiators.
• Personnel matters except if the
employee who is the subject of the
session has requested an open
meeting, or if the personnel matter
involves more than one employee, all of
the employees have requested an open
meeting.
• Consideration of any documents
protected by the mandatory
nondisclosure provisions of the
Colorado Open Records Act, which may
include, as an example, attorney-client
communications, real estate appraisals,
and emergency response plans that
could be used to attack critical
infrastructure
Work Sessions
Work sessions may be scheduled by Council.
No formal action shall be taken during a work
session. Public comment shall be permitted on
a case-by-case basis by the Mayor. Council
will schedule work sessions as needed with at
least 24 hours advance public notice. The
agenda shall list the matters according to the
order of business. Staff members will provide
each Council member the agenda before the
meeting on Mondays at 4pm.
Notice
Notices of regular meetings, special meetings,
executive sessions, work sessions, and joint
meetings with other governing bodies and/or
boards and commissions will include the time,
place, and items to be discussed with specific
agenda information where possible. Notices
generally take the form of an agenda published
on the City’s website. Pursuant to Council
resolution adopted at the first meeting of each
year, notices are posted on the City of Aspen
website, www.aspen.gov at least 24 hours in
advance of the meeting. Further, any event
related to City business in which at 3 or more
Councilors attend, will be noticed by the City
Clerk.
Note: The adoption of the budget by resolution
requires a public hearing. Notice of the time
and place of that hearing must be at least
seven days prior to the hearing.
Council Packets
Written information is provided to Council on
the Friday preceding a Council meeting and on
Thursday preceding a Work Session. The
packet is issued electronically via email by the
City Clerk’s Office through DropBox and is
available on the city’s website. The Council
packet contains the meeting agenda and
supporting information such as meeting
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minutes, staff reports, and resident
correspondence.
Placing Items on the Agenda
Council agenda items are scheduled in such a
way as to move forward the policy direction set
by Council as a whole. The Mayor schedules
routine and pressing matters on the regular
Council agenda with input from the City
Manager’s Office. To assist with agenda
management, the City Manager provides a
mid-range (three month) calendar look at
upcoming work session topics.
Agenda items for regular Council meetings
may also be added to an upcoming agenda
with the direction of the majority of Council.
Three members of the City Council would need
to request an item appear on an upcoming
agenda. Those requests should be directed to
the Mayor and the Mayor will communicate a
Council-majority request for an item to be
placed on an upcoming agenda
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Structure and Mechanics of
Regular Council Meetings
Upon determination that there is a quorum, the
meeting is called to order by the presiding
officer. The presiding officer is the Mayor
unless the Mayor is absent, and then the
Mayor Pro Tem would call the meeting to
order.
Seating Order
The Mayor is seated in the center of the
Council table in the Council Chambers, and the
seating for other Councilors regularly rotates.
Proclamations and Presentations
Proclamations are written and presented to
celebrate or honor people for their contribution
to the Aspen community. If a person is in
attendance at the City Council meeting, the
Mayor or another Councilor reads the
proclamation during the meeting and presents
the proclamation to the honoree.
Proclamations are signed only by the mayor,
and do not require majority support.
The Consent Calendar
These matters may be adopted together by a
single motion, unless an item is pulled off by a
member of Council for discussion.
Ordinances and Resolutions
Actions are valid or binding when they are
adopted by ordinance, resolution or motion.
Resolutions and motions require a “yes” vote of
the majority of the members present.
Ordinances require no less than three (3) “yes”
votes for passage unless it is an emergency
ordinance in which case it shall require four (4)
“yes” votes.
Roll Call Votes
All votes are by roll call. The Mayor and each
Councilor must vote “yes” or “no” on all
questions presented. No member of the
Council may abstain from voting unless they
are precluded from voting due to a conflict of
interest.
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Time Limits for Speakers
Any person desiring to address the Council
during a formal meeting must be
acknowledged by the presiding officer. A time
is provided at the beginning of the Council
agenda for public participation on matters not
scheduled for a public hearing. Time is limited
to three (3) minutes per speaker. The presiding
officer is responsible for enforcing equal time
limits between speakers.
Time is also provided to speak during public
hearings.
During the proper time on the agenda,
residents attending a regular meeting may
address the Council on any matter concerning
the City's business, or any matter over which
the Council has control. In general, oral
presentations shall not be repetitious and shall
be confined to three minutes maximum
duration. However, quasi-judicial matters shall
follow the guidance in Ordinance 87, Series of
1975. The presiding officer is responsible for
enforcing equal time limits between speakers.
How to Make a Motion
A Council member wanting to make a motion
indicates to the presiding officer that s/he
would like to be recognized. Once recognized,
the member proposes a motion, which needs a
second before the item can be voted on.
Councilors can start the motion by saying, “ I
move …" or “I make a motion to...” and then
explain the substance of the matter to be voted
on.
Motions are allowed after all Councilors have
had an initial opportunity to express their
views. Discussion can continue when there is a
motion on the floor, but it is restricted to
Councilors.
According to Resolution 51, Series 2005, no
person shall address the Council after a motion
is made without first securing the permission of
Council to do so.
Order Of Business
In general, the following represents the order
of business for regular City Council
meetings.
I. Call to Order
II. Roll Call
Scheduled Public Appearances
Citizens Comments & Petitions
(Time for any resident to address Council on
issues NOT on the agenda. Please limit your
comments to 3 minutes)
V. Special Orders of the Day
(a) Mayor's
Comments/Councilmembers' Comments
(c) City Manager's Comments
(d) Board Reports
VI. Consent Calendar
VII. First Reading of Ordinances
VIII. Public Hearings
IX. Action Items
X. Information Items
XI. Executive Session
XII. Adjournment
The Council may, by majority vote, consider
items out of sequence from the printed
agenda.
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Conduct of City Council
Meetings
Aspen City Councilors commit to work with
each other, the City Manager, and city staff
through positive civil dialogue. In practice, this
means that Councilors champion collaboration,
assume positive intent on the part of staff and
each other, prepare for decision making by
reading meeting materials in advance, actively
work to find common ground on issues, ensure
that all voices on the Council are heard, and
commit to not catch colleagues off guard
during public meetings.
Members of City Council should agree to be
respectful, courteous and cordial to each other
and staff during the proceedings of regular,
special and work session meetings, and agree
not to interrupt each other.
Make Members of the Public Welcome
It is important for members of the public to feel
welcome at all public meetings, and Council
should actively listen to speakers who address
them. This includes listening without judgment
to opinions that represent a different
perspective from the policy direction of Council
and/or that are critical of the organization.
The presiding officer will determine if there will
be opportunity for any Council member to
respond to comments from the public.
Civil Dialogue
Residents attending Council meetings must
also respect the forum and should not make
personal, impertinent, or slanderous remarks
or interfere with the proceedings. City
Councilors and the presiding officer must
ensure that people in attendance do not disrupt
the proceedings and maintain decorum.
Enforcement of Decorum
The City Manager appoints a sergeant-at-arms
at the Council meetings. The sergeant-at-arms
is responsible for removing any person who
violates the order and decorum of the meeting,
at the direction of the presiding officer.
Criticism of the Organization
City Council should discuss concerns or
criticisms of the organization directly with the
City Manager and should reserve discussion of
specific feedback of city employees for one-on-
one conversations with the Manager.
Respect the Decision of Council
City Council governs as a body, and City
Council members who are not on the prevailing
side of a particular vote must still respect the
will of the majority. City Council members
should respect the decision of Council.
Quasi-Judicial Matters
Quasi-judicial matters are those in which the
City Council is given powers and must adhere
to procedures like a court of law or “judge”.
When a matter requires Council to act in its
quasi-judicial capacity, Council will act as a
“judge” to consider a particular application for a
land-use entitlement for a specific piece of
property or another interest that affects a
particular individual. Examples are rezoning
applications, development application hearings
and license revocations or appeals.
The Council must objectively consider the
facts, draw conclusions from the facts
presented by the parties in interest, and apply
the criteria (or the law) governing the
application or appeal set forth in the City’s
code to its findings of facts in determining
whether to grant or deny an application or
appeal. Due process requires that the Council
must consider only the information that is
presented at the hearing, or in cases of appeal
in the record, and may not consider information
obtained outside of the hearing, including
information provided from others.
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Ex Parte Communications. Councilors
should not consider or entertain comments or
information obtained outside of the process.
Communications by either the Mayor or a
Councilor with individuals about a particular
application or appeal outside of the noticed
public hearing are considered ex-parte
communications and are prohibited as they
may prejudice the applicant or appellant. If a
Council member is approached about any
upcoming application, the Council member
may encourage members of the public wishing
to comment to attend the public hearing or
submit written comment so that both the
applicant and staff have an opportunity to
respond but should not engage in discussion
on the topic. According to Ordinance 87,
Series 1975, “any member of the council,
board, commission or other agency who has
been unable to avoid a pre-hearing contact
with the application or any interested party with
respect to the subject matter of the hearing,
shall reveal such pre-hearing contact. If such
contact impairs the member’s ability to vote on
the matter, the member shall so state and shall
abstain therefrom to the end that the
proceedings shall be fair and shall have the
appearance of fairness.”
Standard applied to Decisions. Decisions on
quasi-judicial matters must be supported by
reliable, probative and substantial evidence.
Only Councilors who listened to the entire
record of the proceedings may vote on the
particular matter. If a Councilor is absent for
any part of the hearing, for instance if a hearing
was continued from a prior date, they may not
participate unless the review the information
provided at the prior hearing and review the
tape or minutes from the prior date. Please
contact staff if you need to review information
from a prior hearing.
Legal Matters and Ethics
Colorado Open Records Act
The Colorado Open Records Act (CORA),
C.R.S. § 24-72-201, et seq. ensures public
access to documents including writings, books,
electronic recordings, emails, text messages,
voice mails, and other public records. In most
cases, the City is required to allow a person
requesting information to inspect the records
within three business days of a request, though
the time frame can be extended in extenuating
circumstances.
Use of Personal Devices. Though there is no
requirement that a Council member use the
provided city email, using a city email address
can make responding to CORA requests easier
to manage. CORA requires the City to make
available all forms of communications upon
request, including text messages from personal
devices if those messages relate to City
business, and emails sent from a personal
email address if those emails relate to City
business. Communications between
Councilors and with citizens may also be
subject to CORA, regardless of if they occur on
personal devices.
When the City receives a request for City
Council communications, the City Attorney’s
Office will work with Councilors to identify
responsive documents and provide those
responsive documents to the requestor.
Failure to respond to an Open Records
Request may result in financial penalties
against the City and may also require the City
to pay attorney’s fees if a requestor was
wrongfully denied access.
Sunshine Law
The Colorado Sunshine Law or Colorado Open
Meetings Law requires that local government
bodies conduct business in the public eye. All
meetings of a quorum or three or more
members of any local public body, whichever is
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fewer, at which any public business is
discussed or at which any formal action may
be taken are public meetings always open to
the public.
Prohibitions Against Communications
Outside of a Public Meeting. City Councilors
cannot discuss policy matters via email or text
message with three or more City Councilors
because they are not publicly noticed or
accessible to the public.
Electronic meetings, i.e. text messages and
email communications involving more than two
Councilors – where the substance of pending
legislation, public policy, or public business is
discussed are considered public meetings. A
series of communications between two or more
members of Council, such as an email
between two Councilors that is later shared
and commented on by a third member, may
also constitute a meeting under Colorado Open
Meetings law, and must be avoided.
Violation of the Colorado Open Meetings law
may be brought in state court by any citizen.
The City may be responsible for attorney’s fees
if a court determines a violation of Colorado
Open Meetings Law occurred.
Ethics
City Councilors assume a public role as a
public official when they are elected. It is
important to remember that members of the
community entrust elected officials with
representing the community interests in their
actions and expect that they are motivated by
making the right decision while in office. Ethical
matters often involve a decision where the path
isn’t black or white. Examining what the public
perception of a particular decision would be
before taking a particular stance is important.
Key ethical areas to pay attention to include
motivation or influence in decision making,
personal benefit/special treatment as a public
servant, and personal conduct.
The Colorado Municipal League offers
trainings and resources to help Councilors
understand good governance principles.
Home rule municipalities are not subject to the
jurisdiction of the state independent ethics
commission if they have enacted a local ethics
code which addresses the topics contained in
Article XXIX.
Prohibited Acts. The City of Aspen adopted
rules of conduct governing City Councilors,
City officials and employees found in the
Aspen Municipal Code at Sec. 2.02.030.
Pursuant to the code, City Council members,
City officials or employees shall not:
• Disclose or use confidential
information acquired in the course of
his or her official duties in order to
further substantially his or her personal
financial interests or
• Disclose or use confidential information
acquired in the course of his or her
official duties as an attorney-client
communication from the City Attorney
or other counsel retained by the City
without the consent of the City Council.
• Assist any person for a contingent fee
to affect the outcome of a direct official
act;
• Perform a direct official action without
following the voluntary disclosure
procedure prescribed by Sec.
2.02.050 of the Code if such person:
Has a substantial interest in any
transaction with the City;
Has an immediate family member
with a substantial interest in any
transaction with the City;
Has a substantial interest as an
affiliate of a firm with a substantial
interest in any transaction with the
City; or
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Has a substantial interest as an
affiliate of a firm appearing on
behalf of or employed by a person
with a substantial interest in any
transaction with the City.
Conflicts of Interests. If a Council member or
the Mayor has an interest in a transaction that
involves the City, the Council member is
required to disclose the interest on the record
at a public meeting, refrain from voting on the
matter, physically remove themselves from the
room while the matter is being considered and
not discuss the matter with any other member
of the Council.
Gifts. City Councilors and City employees
may not accept a gift of substantial value or a
substantial economic benefit tantamount to a
gift of substantial value 2 which would tend
improperly to influence a reasonable person in
his or her position to depart from the faithful
and impartial discharge of his or her public
duties; or that he or she knows or which a
reasonable person in his or her position
should know under the circumstances is
primarily for the purpose of rewarding him for
a direct official action he or she has taken.
The following are not considered gifts of
substantial value or gifts of substantial
economic benefit tantamount to gifts of
substantial value for purposes of this Section:
• Campaign contributions and
contributions in kind reported as
required by C.R.S. § 1-45-108;
• An occasional nonpecuniary gift,
insignificant in value;
• A nonpecuniary award publicly
presented by a nonprofit organization in
recognition of public service;
2 Under state law, the gift limit for a calendar year is $75. If the
value of the gift exceeds this amount it may be considered
substantial for purposes of the City’s ethics rules.
• Payment of or reimbursement for actual
and necessary expenditures for travel
and subsistence for attendance at a
convention or other meeting at which
such person is scheduled to participate;
• Reimbursement for or acceptance of an
opportunity to participate at a social
function or meeting which is offered to
such person which is not extraordinary
when viewed in light of the position held
by such person;
• Items of perishable or nonpermanent
value, including, but not limited to,
meals, lodging, travel expenses or
tickets to sporting, recreational,
educational or cultural events that take
place within the Roaring Fork Valley
drainage;
• Items of perishable or nonpermanent
value, including, but not limited to,
meals, lodging, travel expenses or
tickets to sporting, recreational,
educational or cultural events that have
a value less than two hundred fifty
dollars ($250.00) and take place
outside the Roaring Fork Valley
drainage unless the event is directly
related to City business; or
• Payment for speeches, appearances or
publications reported pursuant to
C.R.S. § 24-6-203.
Other Prohibitions. In addition, City
Councilors and City employees shall not:
• Fail to comply with the Public Official
Disclosure Law, C.R.S. § 24-6-201 et
seq. (This law requires incumbents and
candidates elected to public office—
City Councilors—to publicly disclose
the receipt of certain gifts, honoraria
and other benefits on forms available
from the City Clerk's Office.)
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• Request, use or permit the
unauthorized use of City-owned
vehicles, equipment, materials or
property for personal convenience or
profit.
• Simultaneously serve in more than one
(1) capacity as a City Council member,
City official or employee. City officials
may serve on more than one (1) City
board, authority or commission;
provided, however, they are not
subordinate to one another in any
respect; and provided further, that such
service does not violate Article VIII of
the City Charter and the bylaws of
either, board, authority or commission.
Council/Staff Engagement
Within the Council-Manager form of
government, City Council is charged with
focusing on high-level organizational
leadership and policy making – the “what.” The
City Manager focuses on day-to-day
operations that achieve the strategic vision set
by Council – the “how.”
The City Charter specifies that Council work
with staff only through the City Manager, which
means that members of the City Council
cannot direct staff. As mentioned above, City
Council often functions as a sounding board for
the community and a conduit for resident
requests. The following protocols provide
information about how to engage with staff
members in requesting information for decision
making and responding to requests from
constituents.
Council Requests for Simple Information
City Council may make general requests for
simple information by reaching out via email to
Agency Director Team members or
Department Directors, with a copy to the City
Manager. Senior leadership members will
provide the information requested to all
members of Council so that each member is
equally informed. City Councilors should not
contact other staff directly.
Council Requests for Research
Councilors may make requests for research
through the City Manager for projects that take
less than two hours of staff work. The
information requested will be provided to all
members of Council to ensure that everyone
has equal access. A request for a project
requiring more staff time than two hours should
be presented by the Councilor during a regular
Council meeting to seek support of the majority
Council.
Service Requests by Residents to City
Council
When contacted by a member of the public
regarding a specific service area request or
complaint, City Council members should
forward the information to the appropriate
department and copy the City Manager.
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Decision-Making Matrix
The following describes the process through which decisions are made and the respective roles of
the City Council and staff in those decisions.
A - Approve Decision
C - Consulted before action is taken (seek guidance)
I - Informed after the fact
Decision Category:
City
Council
City
Manager
City
Attorney
HR
Director
Finance
Director
Personnel Matters:
Budget approval
for the annual
budget which
includes funding
for positions
Approve Consult Consult Consult
Compensation
Philosophy (not
formally adopted)
Consult Approve Consult Consult
Budgeted FTE
adjustment within
a department
Inform Approve Consult Consult
Unbudgeted FTE
adjustment
Consult Approve Consult Consult
Hiring/Firing
Director level
Inform Approve Consult Consult
Severance/Perso
nnel Settlement
Agreement
Consult/
Inform
Approve Approve Consult
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Budget Decisions:
Approval of Annual
Budget
Approve Consult Consult
Set Reserve Levels Approve Consult Consult
Capital Expense
Prioritization
Approve Consult Consult
Operational Decisions:
Exercise
supervision and
control over all
executive and
administrative
departments
Approve
Create, consolidate,
or eliminate an
administrative
department
Approve
Consult Consult
Develop City
Council Goals
Approve Consult
Policy Decisions:
Determine Fees for
Service
Approve Consult Consult Consult
Land Use
Regulation Revision
Approve Consult Consult
Create Ballot
Initiative
Approve Consult Consult
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General Information for City
Council
The following chapter outlines general
information and policies relevant for
Councilors.
Committees
The City Council, every two years adopts a
resolution, appointing Councilors to serve as
liaisons to organizations to provide input and
feedback on projects, commission agendas,
and a variety of topics. The City Council
liaisons may be reflective of the City Council’s
sentiment, but they do not represent the final
decision of the City Council. The City Council
holds the authority to delegate any committee
assignment to the City Manager, and in turn,
their designee.
• Colorado Association of Ski Towns
• Denver Rio Grande Western Covenant
Enforcement Board
• Northwest Colorado Council of
Governments
• Aspen Chamber Resort Association
• Ruedi Water and Power Authority
• Sister Cities Board
• Colorado Municipal League (CML)
Policy Advisory Board
• Nordic Council
• Pitkin County Board of Health
• Burlingame Housing Inc Board of
Directors
• Roaring Fork Transportation Authority
(RFTA) Board
Mail and Council member Mail
Responses
Emails from constituents can be submitted to
your individual email address, to the entire City
Council at council@aspen.gov or can be
forwarded by the Clerk’s or City Manager’s
Office when an email comes through the
publiccomment@aspen.gov or
info@aspen.gov email addresses. In nearly all
cases, emails to Councilors and responses are
public records that can be requested by
members of the public through a Colorado
Open Records Act request. Exceptions would
include attorney-client privileged information.
As is mentioned elsewhere in this document,
City Council should direct service requests and
complaints to the appropriate department
director and copy the City Manager. It is
standard procedure for staff members to
acknowledge receipt of the email and respond
quickly to community inquiries. For complicated
matters, it may take more than a few business
days to provide thorough responses.
Interested parties or their authorized
representatives may reach out to Council by
written communications regarding matters that
are on an upcoming agenda. It is important to
remember not to engage in written or verbal
conversations on quasi-judicial matters, such
as land-use hearings. Email received by
Councilors that relate to an upcoming land use
application or hearing should be forwarded to
the Community Development Director.
Technology Resources
Technological resources are made available to
elected officials to conduct City business.
Shortly after being sworn in, the city’s IT
Department provides new City Councilors with
a laptop for City business, which are to be
used for City business. City resources must not
be used for campaign purposes or any illegal
activity. Information on city resources is subject
to the provisions of the Colorado Open
Records Act.
Email Councilors are assigned a city email
address for city business use
firstname.lastname@aspen.gov). IT staff will
provide training on assigned equipment and
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software used by the City of Aspen, using the
city’s standard laptop specifications.
Business Cards
You will be given printed business cards with
your phone number and email. If you have
specific information, you would like included on
the card, please let the Executive Assistant
know.
Electric Pass Conference Room
The Electric Pass conference room is always
reserved for City Council member use. This
may be for meetings with constituents, staff, or
space to complete city-related work or
meetings. The room is equipped with full audio-
visual capabilities. The room also serves as
the location for City Council’s executive
sessions. Each Council member is assigned a
locker for storage of reference materials and
personal items. To schedule the room, please
reach out to the Executive Assistant to the City
Manager.
Use your HR assigned keycard to access this
space. The room also has direct access to the
City Manager’s Office kitchen where drinks and
snacks are provided for City Council.
If the calendar display outside of the door is
Green – the room is available and states when
it is next in use. If it is Red – the display will tell
you who is using the room.
Council members can use other City Hall
conference rooms with the assistance of the
Executive Assistant. IT can assist with AV
needs in conference rooms.
Administrative Support
The City Manager’s Office supports City
Council for coordination of special meetings
with other agencies and entities such as the
Colorado Municipal League, making travel
arrangements for City-related business and
conference registration, and drafting
proclamations. The City Manager’s Office does
not assist with coordinating calendaring or
coordinating for individual personal
appointments, support of any individual
communications or social media content,
tracking of media mentions, or any campaign-
related activities.
Travel Arrangements for Conferences,
Seminars and Meetings
It is the City Council’s practice to attend
professional conferences and meetings related
to City business at City expense. Such
conferences and meetings include the
Colorado Association of Ski Towns, Club 20
and the Colorado Municipal League annual
conference. Any City Council member may
elect to attend another conference or meeting at
personal expense. All travel should be
associated with the roles served by members
of Council (i.e., board or commission served
on). Other organizations may be added from
time to time. For voluntary training,
conferences, and meetings, the Mayor shall
determine if the cost of attendance is a
reasonable expense.
The City Manager’s Executive Assistant can
assist in making arrangements including
reserving and paying for registration, booking
hotels and vehicles, as well as paying for costs
associated with trips, or providing
reimbursements. Working with the City
Manager’s Office support staff will allow the
city to confirm that expenses are tax exempt
and paid using a city credit card or invoice.
Alternatively, Council members may make their
own arrangements and seek reimbursement.
Note: Please note that no alcohol will be
purchased or reimbursed by the city.
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Use of City Vehicles
The City of Aspen has two vehicles available
for City Council members' use for City
business, travel to conferences or meetings,
etc.: Toyota Prius and Ford Escape. All non-
emergency cell phone or mobile device use is
prohibited while driving. This includes text
messaging. Only Councilors and city
employees may drive city vehicles. Further, all
Councilors must go through driver safety
training before taking a city vehicle.
Reservations for city vehicles in advance can
be made through working directly with the
Executive Assistant to the City Manager’s
Office to reserve a vehicle.
Use of Personal Vehicle
City Councilors may choose to drive their own
vehicles to conferences and meetings. The
individual driver must maintain their own
insurance and should submit a request for
milage reimbursement, per the reimbursement
and per diem section below. The City’s
insurance company, CIRSA, will not cover
damage or other insurance matters related to
an accident when the Council member uses
their personal vehicle.
Documentation
Documentation is needed for out-of-town travel
and in-town meals to include an itemized
receipt as well as the names of individuals
being fed, the place or location, the business
purpose, the time or date and the type of meal
(lunch, breakfast or dinner.) Information is
required by the City’s auditors and is required
of both staff and Council.
If you are interested in a per diem rate for meal
expenses on an out-of-town trip, City
Manager’s Office staff can make those
arrangements. With a per diem, you would not
need to provide receipts for meal expenses at
the end of your trip. Your guest may travel with
you, but the City will only pay for your share of
the expenses. For example, airfare for your
guest will not be covered, and if the hotel rate
is higher for double occupancy, the City will
only pay for single occupancy.
Reimbursements and Per Diem: Council
travel expenses paid for by Councilors (i.e.,
fuel costs, meals, parking, mileage) may be
reimbursed after the event.
Reimbursements should be submitted to the
Executive Assistant no later than the 10th of
each month following the previous month’s
travel.
• Per Diem Meals are reimbursed as
follows for the days you travel or are
present at a conference where the meal
is not provided by the registration
costs:
Breakfast: $23
Lunch: $26
Dinner: $38
• Fuel or Mileage:
• If you use your own vehicle, you may be
reimbursed for mileage at the current
rate (.70 cents per mile as of
1/1/2025).
• If you use a city vehicle, you may be
reimbursed for fuel with receipt.
• Parking is reimbursable with receipt – or
may be charged directly to your hotel bill
when applicable.
• Lodging can be paid by you and be
reimbursed. Room should be tax-
exempt, or you are responsible to pay
the tax.
• A copy of the agenda is required for
proof of agenda/dates/city business.
• To request reimbursement, you may
submit information in one of two ways:
Complete the online form:
https://forms.office.com/r/sAUU8MfB2Z
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Submit information to the Executive
Assistant – hard copies, text images, or
emails are acceptable.
Upon submission, the Executive Assistant will
process your reimbursement for City Manager
review, and then directly pay into your account.
This process takes between 7-10 days.
The current tax-exempt form is included as
Appendix B.
Council Pay
The compensation for the Mayor is $4,054.97
monthly as of April 2025. New Councilors
seated in April 2025 will receive $2,859.53
monthly. Already seated Councilors receive
$2,700 per month. Paychecks can be directly
deposited into a bank; forms are available from
Human Resources Department. Increases in
compensation become effective upon the first
regular City Council meeting for Councilors
elected in the next general election. Changes
in compensation go into effect after having
been duly elected or appointed to a new term.
Personnel Benefits
City Councilors may choose to receive medical
and prescription insurance through the City of
Aspen or to receive a stipend for third party
insurance.
City Councilor's dependents also receive
medical, dental and vision coverage at the
Councilor's expense.
Councilors also have access to a 457(b)
retirement account, flexible spending account
options, and the Employee Assistance
Program (EAP).
For a full explanation of compensation and
benefits, refer to Appendix C (Ordinance No.
21, Series of 2020).
Key Card and Access to City Hall
Each member of the City Council is provided
with a keycard for 24/7 access into City Hall.
The Human Resources Department provides
the form to obtain a keycard and will activate
the keycard.
Mail and Deliveries
Individual mailboxes are maintained for each
Council member by the City Manager’s staff in
the Electric Pass Conference room. In addition,
City staff will personally deliver materials that
are time-sensitive to a member’s home or
office, if appropriate.
Parking
Councilors may register one vehicle with the
Parking department for city business in Aspen.
To do this, the City will need the make, model,
color, and license plate of the vehicle for
registration purposes. This information is
stored for reference. No parking pass is
needed.
For business at City Hall, Councilors may park
in the City Hall parking lot on the West Side of
the building. It is an honor-based system that
Councilors pay any parking fees when parking
in the paid parking areas when on non-city
business.
Meals/Dietary Restrictions
Meals may be provided for City Council if
meeting agendas are predicted to extend past
7:30 pm. The Mayor determines whether a
meal break will be scheduled. If you have
specific dietary needs, please notify the
Executive Assistant in the City Manager’s
Office.
Use of City Stationery and Branding
Most written communication from City officials,
whether it appears on City stationery or not, is
a public record and would be subject to the
Colorado Open Records Act. The City’s has a
brand that was adopted in 2018 that is
intended to be a visual and emotional reflection
of our character, our values, and our
personality.
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Councilors have access to business note cards
in the Electric Pass Conference Room.
Email signatures should be simple and make it
easy for recipients to easily identify the send
and their contact information.
City Recognition and Gift Giving Policy
A small inventory of specialized gifts for visiting
dignitaries and special visitors is available:
• Lapel pins, coffee mugs, ski straps,
coasters. - Small items that include City
branding are available for Councilors to
give to visitors and to bring to
conferences and other gatherings.
• Aspen Coffee Table Books - The City
has two different types of coffee table
books that Councilors distribute to
dignitaries, for example government
officials of visiting Sister Cities
communities.
• Other gifts appropriate to the occasion -
More personalized gifts may be given to
outgoing Councilors or to long-serving
members of boards and commissions.
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Appendix A - Background Information
History of Aspen
The City of Aspen was incorporated in 1879 under provisions of the Constitution of
Colorado. On January 1, 1972, the City became a Colorado home rule city.
Aspen’s unique character and history give this resort destination a distinctive small-town
feel for the biggest little city in the West. The 2020 Census reports the city’s population as
7,004, however, Aspen’s population grows to more than 25,000 in peak seasons with
second homeowners, seasonal workers and visitors. Known for more than its world class
skiing, Aspen has become a year-round destination for outdoor adventures along with a
vibrant cultural and arts scene. As an internationally renowned year-round resort, Aspen
enjoys influx of many tourists and hosts important cultural events such as the Aspen
Music Festival, Winter X-Games, and the Aspen Ideas Festival.
Aspen is at the southeastern end of the Roaring Fork Valley and is surrounded by the
White River National Forest. The City of Aspen encompasses 3.9 square miles and is
located within the relatively flat valley floor surrounded on three sides by Aspen Mountain,
Smuggler Mountain, and Red Mountain. The City of Aspen government is a diverse and
dynamic organization, with more than 300 full-time employees dedicated to public service,
thriving on a culture of teamwork, innovation and building a better tomorrow.
Former Aspen Mayors
Name Years Served
Torre 2019 -
Steve Skadron 2013 - 2019
Michael Ireland 2007 - 2013
Helen Klanderud 2001 - 2007
Rachel Richards 1999 - 2001
John Bennett 1991 - 1999
William "Bill" Sterling 1983 - 1991
Herman Edel 1979 - 1983
Stacy Standley III 1973 - 1979
Eve Hormeyer 1970 - 1973
Robert Barnard 1966 - 1970
Harold Pabst 1964 - 1966
Michael Garrish 1960 - 1964
A E Robison 1943 - 1960
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City of Aspen Flag and history
The City of Aspen’s flag was designed by Bauhaus artist, Herbert Bayer. Bayer’s design
features a green Aspen leaf containing a snowflake, symbolizing winter and summer in
the Roaring Fork Valley. City Council passed Resolution No. 60, Series of 2022 on April
26, 2022, adopting Bayer’s design as the official flag of the city.
Resolution 187, Series 2023 sets a policy that the only flags that may fly over or outside
city buildings are the flags of the Unites States, state of Colorado and city of Aspen.
City Facts and Figures
Incorporated: 1879
Classification: Home Rule City
Form of Government: Council-City
Manager
Location: Aspen is in central Colorado,
situated within the Rocky Mountains
approximately 205 miles west of Denver and
is the county seat of Pitkin County.
Area: 3.9 square miles
Climate:
Average high temperatures: 69° F
Average low temperature. 40° F
Annual average precipitation: 24.93"
Elevation: 7,908 ft above sea level
Number of Full-Time Employees: 384.3 full-time equivalent (FTE) positions
Population: 7,004 (2020)
Registered Voters: 6,131
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City Buildings and Facilities
City Hall 427 Rio Grand Pl
Aspen Hurst Theatre 470 Rio Grande Pl
Aspen Golf Club 39551 Hwy 82
Police Department and Parking Garage 540/550 E Main Street
Parks Administrative Offices &
Workshop 585 Cemetery Ln
Old Power House 590 N. Mill St.
Yellow Brick School/Kids First 215 N Garmisch St
Red Brick Center For The Arts 110 E. Hallam
MAROLT BLDG (Housing) 100 Marolt Place
Ice Garden 233 W. Hyman Ave
Armory 130 S. Galena St.
Water Plant Offices 500 Doolittle Drive
Parking Department 455 Rio Grande Place
Streets Department 1080 Power Plant Rd
Main Street Cabin (Old Mountain
Rescue) 630 W MAIN ST
Wheeler Opera House 320 E. Hyman Ave
Aspen Recreation Center 0861 Maroon Creek Rd.
Electric 219 Puppy Smith Rd.
APCHA Offices/Truscott 18 Truscott Place
Animal Shelter 101 Animal Shelter Rd.
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Overview of City Documents
A number of documents are important resources for the City of Aspen:
• Aspen Municipal Code - The Municipal Code contains local laws and regulations
adopted by ordinances.
• The Aspen City Charter is a key governing document for how the city operates,
including outlining the structure and duties within the government
• Colorado Revised Statutes - The state law provides legal authority for certain
municipal powers and activities.
• Annual Comprehensive Financial Report (ACFR) - The annual financial report
includes the year-end financial statements of the City.
• Aspen Area Community Plan – This document describes a vision for the Aspen Area
that helps guide community decision making and provides overall guidance on land
use in the community.
• Annual Budget - The documents approved annually by the City Council allocating
resources to operations and capital improvements.
Budget and Financial Management
The City of Aspen operates on a fiscal year that coincides with the calendar year, meaning January 1
– December 31. As a requirement of municipal accounting [enforced by the Governmental
Accounting Standards Board (GASB)], the City is required to track and account for unique revenue
and their uses by grouping receipts and transactions under different funds and accounts – a practice
known as fund accounting. Working within this construct, the City has multiple funds that segment its
annual budget and operations. Below is a high-level summary of the fund structure that is applied to
the City of Aspen, which can be categorized into three main categories: Governmental Funds,
Enterprise Funds, and Fiduciary Funds.
Governmental Funds: Governmental Funds include the General Fund (where the majority of basic
municipal functions are housed), Capital Fund (where all infrastructure and capital acquisition and
maintenance costs are aggregated for these same General Fund departments) and all Special
Revenue Funds (these funds reflect the accounting for all departments benefiting from dedicated tax
receipts). Each one of these are outlined in more detail in the following pages.
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General Fund
The General Fund is the City’s primary operating fund. It accounts for all financial resources of the
general government. There are roughly fifteen separate departments that are supported by this fund,
ranging from traditional municipal entities that provide administrative functions (Council, City
Manager’s Office, Clerk, Human Resources, Attorney, Finance) and public safety and regulation
(Police, Environmental Health and Community Development) to infrastructure support (Engineering,
Asset Management and Streets) and recreational opportunities (Recreation and Events). Because
not all of these departments are revenue generating operations, there are a number of revenue
sources that help support the aggregate functions under the General Fund umbrella – these include a
portion of the City’s general purpose property tax revenue, the City’s share of Pitkin County’s 2%
sales tax, and then fee for service charges.
Capital Fund
The City has one capital fund to support all General Fund departments, thereby separating the
operational needs of these entities from their infrastructure and acquisition needs. The Asset
Management Plan (AMP) Fund therefore needs to address the competing priorities across multiple
operations of the City, from bridge and roadway surface maintenance to pedestrian safety to Police
vehicle acquisition to recreational facilities upkeep and other public spaces like City Hall, Armory, Old
Powerhouse and more. The primary source of revenue for this fund is a portion of the City’s general
purpose property tax revenue.
Special Revenue Funds
The City of Aspen has multiple special revenue funds, corresponding to the various voter approved
real estate transfer tax, lodging tax and sales tax levies. Pursuant to each of the voter approved
ballot questions that authorized these tax levies, there are specifical uses for all collections, with the
breakdown as follows:
• Arts and Culture Fund
o Dedicated Revenue: 0.50% Real Estate Transfer Tax (RETT)
o Allowable Uses: Wheeler Opera House, Red Brick Arts Program, Public Art and Non-
Profit Arts
• Parks and Open Space Fund
o Dedicated Revenue: 1.50% City Sales Tax
o Allowable Uses: Parks and Open Space capital and operational needs, Recreation
capital needs
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• Tourism Promotion Fund
o Dedicated Revenue: 1.50% City Lodging Tax
o Allowable Uses: Destination marketing and promotion through a 3rd party vendor
• REMP Fund
o Dedicated Revenue: Renewable Energy Mitigation Fees
o Allowable Uses: Greenhouse gas reduction through City and other 3rd party managed
programs
• Public Education Fund
o Dedicated Revenue: 0.30% City Sales Tax
o Allowable Uses: Pass-through funding to the Aspen School District
• Transportation Fund
o Dedicated Revenue: 0.15% City Sales Tax; 0.50% City Lodging Tax; 2.00% City Use
Tax
o Allowable Uses: Funding no-fare mass transit and other public transit solutions
• Affordable Housing Fund
o Dedicated Revenue: 1.00% RETT; portion of 0.45% City Sales Tax (shared with Kids
First Fund)
o Includes 70% of the city's STR excise tax
o Allowable Uses: Acquisition, development and support for public affordable housing
• Kids First Fund
o Dedicated Revenue: Portion of 0.45% City Sales Tax (shared with Affordable Housing
Fund)
o Allowable Uses: Subsidize, promote quality and improve accessibility of childcare
• Stormwater Fund
o Dedicated Revenue: 0.600 mills property tax
o Allowable Uses: Improve river health via collection and treatment of stormwater runoff
and through the protection of riparian areas
Proprietary Funds: There are two types of proprietary funds under GASB accounting rules:
Enterprise Funds and Internal Service Funds. For City departments that are intended to behave like
individual business units, the City accounts for those operations under separate and specific funds
called Enterprise Funds. The definition of an enterprise under governmental accounting is one where
the business is self-supporting, with at least 90% of its revenue being generated by its own functions
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through charges and fees for services rendered to customers. Internal Service Funds, in contrast,
are funds where the cost of centralized support functions are aggregated and then there is an internal
charge to and payment (or transfer) from the rest of the departments in the organization to fund those
support services. A quick summary of the various Proprietary Funds within the City’s budget is show
below:
Enterprise Funds
• Water Utility Fund
• Electric Utility Fund
• Parking Fund
• Truscott I Affordable Housing Fund
• Marolt Affordable Housing Fund
• Golf Fund
Internal Service Funds
• Employee Benefit (Health Insurance) Fund
• Employee Housing Fund
• Information Technologies Fund
Component Unit Funds: Finally, there are funds that are included in the City’s Financials that
reflect instances where the City has a partial level of ownership or decision-making authority within an
entity, but said entity is separate and distinct from the City of Aspen itself (often a separate governing
board and/or a limited liability partnership exists). In these cases, the City may have a level of
obligation or financial exposure and therefore must be included in the annual financial disclosure.
Currently, these funds include:
• Aspen Country Inn (ACI) Affordable 1 LLLP
• Truscott II Affordable Housing Fund
• Aspen Pitkin County Housing Authority Administrative Fund
• Aspen Pitkin County Housing Authority Development Fund
• Smuggler Affordable Housing Fund
City Responses to State and Federal Legislative Actions
The City Council has approved a policy and guidelines for the City Council and staff to communicate
the City’s position on legislative matters affecting the City and being addressed by State and Federal
officials and neighboring jurisdictions.
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Policy Agenda:
The City Council annually adopts a Policy Agenda
that sets forth the city’s position on State and
Federal levels and on matters being addressed by
neighboring jurisdictions that impact the City of
Aspen.
The Policy Agenda is developed in advance of
each Colorado General Assembly session. With
the coordination of the Sr. Paralegal, Sr. Project
Manager in the City Manager’s Office, policy team
staff and the City Manager, individual City
Councilors and city staff will use it to inform city
positions taken on specific bills once these
legislative sessions begin. Council considers
adopting amendments to the Policy Agenda to
address specific bills that have been proposed as
is necessary.
Modifications to this Policy Agenda require
consistency, when applicable, with the criteria
listed below:
1. Uniformity with current city council goals,
community expectations and Aspen Area
Community Plan;
2. Impact on our citizens general health, safety & welfare;
3. Expected relevance in the upcoming or present state and federal legislative sessions;
4. Uniqueness of issue or impact to the City of Aspen and/or to our regional partners;
5. Viability or likelihood of achieving goal weighed with importance of beginning to address/highlight
critical issues;
6. Opportunity for providing funding for City of Aspen or its community partners; and,
7. Availability of metrics of success that would allow the position to be deleted from future agendas if
achieved
Current Commissions
There are currently 13 boards and commissions that are appointed by the Aspen City Council or with
seats appointed by City Council.
Aspen Recreation Advisory Committee
The mission of the ARC is to create and enhance quality recreational opportunities for youth, locals
and visitors to Aspen. City Council appoints two members of the 7-member ACR Advisory
Committee. One Council appointee represents the interests of the users of the swimming facilities,
and one represents the general interests of all the facilities.
Aspen Animal Shelter Board
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The Aspen Animal Shelter serves as the headquarters for the nonprofit, Friends of the Aspen Animal
Shelter (FAAS). The Aspen Animal Shelter Board makes recommendations on the policies for the
operation of the shelter. Aspen’s City Council appoints two members and an alternate to this board,
and a member that is jointly appointed by the Pitkin County Commissioners and City Council. Two
other members and an alternate are appointed by the Board of County Commissioners.
Board of Adjustment
The Board of Adjustment consists of a five-member volunteer board of city residents that are
appointed by City Council, each to a four-year term. This board hears and makes decisions on
applications for variances pursuant to the provisions set forth in the Aspen Land Use Code.
Board of Appeals
The Building Code Board of Appeals is a five-member board with four alternate board members, that hears
appeals of decisions and orders of the Building Official related to the application and interpretation of the
building and energy codes (Title 8 of the Aspen Municipal Code).
Commercial Core & Lodging Commission
To promote vitality and success of Aspen's downtown core for business owners, locals and visitors.
This commission act as liaison between City Council, City Staff, business owners and managers.
Grants Steering Committee
The Grants Steering Committee advises Council on planning and policy related to the administration
of the city’s grant programs.
Historic Preservation Commission
The Historic Preservation Commission makes recommendations to City Council on the historic
designation of districts and individual properties. This board is also granted the power to hear and
approve, approve with conditions, or deny applications for certain development involving a designated
historic property, and for structures located within a designated historic district, and enforce code
requirements governing historic properties.
Aspen/Pitkin County Housing Authority
The APCHA Board of Directors acts as workforce housing advocates by representing the views and
perspectives of the larger communities of the City and County and translating those views and
perspectives into concrete recommendations to the City and County. APCHA is created by an
intergovernmental agreement that defines the board composition and scope of work.
Kids First Advisory Board
The Kids First Advisory Board responds to community needs and makes recommendations to the
Aspen City Council regarding sales tax funded early childhood education within the city.
Local Licensing Authority
The Liquor License Authority is responsible for granting or refusing licenses, conducting
investigations as required by law and levying penalties against licensees.
Open Space and Trails Board
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The Open Space and Trail Board makes recommendations to City Council and Staff on the
acquisition and management of open space.
Planning & Zoning Commission
The Planning & Zoning Commission studies long-range planning matters, including the Aspen Area
Community Plan, and makes recommendations to City Council. The Planning & Zoning Commission
also has the power to approve, approve with conditions, or deny certain land use applications for
development.
Wheeler Opera House Board
Generally, the Wheeler Advisory Board is empowered to advise the City of Aspen with the planning
and policy related to the daily and long-term operations of the Wheeler Opera House.
Vacancies:
Whenever a vacancy occurs on any board or commission, the Council asks that the Clerk’s Office
publish a public notice of the vacancy and encourage volunteers to seek appointment to such board
or commission.
Commission Terms:
The following terms apply to each commissioner appointed:
• No member of the city council, the mayor, any city employee, nor any appointed city official
shall serve on any permanent board or commission.
• There are no term limits for the member of any permanent boards or commissions.
Emergency Operations Center (EOC)
Aspen and Pitkin County team up to prepare, train and deliver emergency management response
using the Emergency Management System (EMS) under the auspices of the Federal Emergency
Management Agency (FEMA). Members of City Council are encouraged to become familiar with the
Nation Incident Management System (NIMS). The following courses are recommended:
ICS-100, Introduction to the Incident Command System, is an independent study course that
introduces ICS and provides the foundation for higher level ICS training. It describes the history,
features and principles, and organization structure of the system. It also explains the relationship
between ICS and NIMS.
ICS-200, Basic Incident Command System, is an independent study course designed to enable
personnel to operate efficiently during an incident or event within the ICS.
G-0402-Overview for Senior Officials (Executives, Elected, & Appointed), is designed to familiarize
elected officials with their role in supporting incident management within the National Incident
Management System (NIMS). The course covers the NIMS tenets and the role of the four command
and coordination entities (ICS, EOC, MAC Group and JIS) within NIMS.
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Appendix B – Certificate of Exemption for State Sales Tax
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Appendix C – Ordinance No. 21, Series 2020
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Appendix D – Guidelines for Staff Communicating with City Council
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The purpose of this document is to provide ourselves, the members of Department
Leadership Team (DLT), and our teams with guidelines for interacting and engaging
with City Council members, whether inside or outside of the Council Chambers. DLT
is committed to creating well-functioning partnerships with each other and Council.
This document is intended to help each of us interact better with individual City
Council members and City Council as a whole. However, this document does not
address every possible interaction with City Council members. If you have questions
about Council interactions not covered in this document, please reach out to your
Agency Director Team (ADT) member and/or check for available LEAD trainings.
GUIDELINES FOR STAFF
COMMUNICATING WITH CITY COUNCIL
·Two-hour rule: Per City Council Resolution #51, 2005, an ADT or DLT member and their team
members can spend up to a combined two hours on a request from a single Council member.
If responding to the request is expected to take more than two hours, that Council member needs to seek
approval from a majority of City Council. If you need help with this, please reach out to an ADT member.
·Provide alternatives: When presenting Council with a policy proposal please include realistic and actionable
alternatives to your recommendation.
·Council Preparation Resources: Please reference City Connect for information about Peak Agenda
Management as well as the Agenda Management directive, templates for memos, and instructions for
uploading documents into Peak. It is available in the resource library drop down window. If additional help is
needed, please reach out to the Clerk’s office at clerks@aspen.gov
·Ensure your team members are aware of the expectations in this document.
EFFICIENCY & EFFECTIVENESS
·Use your good judgement; let honesty and integrity be your guides.
·When faced with a decision where the answer is not exactly clear, reach out to Legal or an ADT member to
discuss the situation. You don’t have to solve it on your own.
·Sharing personal information about a citizen/citizen request: There are limitations on what personal
information we can share with City Council members. If a City Council member is requesting specific
information about a citizen/citizen request, please consult with your ADT member as to what information is
sharable.
·Avoid Advocacy: Present information in a neutral and unbiased manner. While you present your professional
recommendation, based on your knowledge, experience and expertise, also present City Council with viable
alternatives. The role of City Council is to make policy decisions.
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·Please copy the City Manager & your ADT member on all communications to one or
more City Council member.
·Conversations with City Council members: If any member of staff has a conversation with a member of City
Council about a work-related issue, the DLT member from that department should notify the City Manager
as soon as possible with a brief summary of the conversation. The form of communication, phone call, text,
or email to the City Manager depends on the urgency of the issue, and the DLT member can use their good
judgement to determine that.
·Council members are aware that they can contact Department Heads and ADT members with questions and
requests for information. If a Council member contacts another staff member on a work-related issue, refer the
Council member to Department Head or ADT member.
·Respond to City Council in a timely and thoughtful manner: If you receive a phone call, text, or email from a
City Council Member, please acknowledge receipt of that request within one business day and include in that
acknowledgement information about when the City Council member should expect to receive an answer.
·Contacting City Council members: If you need to contact one or more City Council members for an urgent
communication, please contact your ADT member and the City Manager to determine how that information will
be shared.
·Emailing City Council Members: If you have questions about the content of your email to one or more Council
members, please reach out to your ADT member. Additional email guidance below.
»Sending City Council requested information from one or more City Council members:
-If one City Council member requested information outside of a City Council meeting, please email the
information to all Council Members, so that each member is equally informed, and cc your ADT member
and the City Manager
-If one or more City Council members requested information at or outside of a City Council meeting,
please email the information to all City Council members and cc your ADT member and the City
Manager. Please include a sentence asking Council members to avoid “Reply to All” to stay in
compliance with open meeting laws. Here is an example: “Please do not reply all to this message to
avoid any possible violation of the open meetings law.”
·Replying to a citizen question received via email where a City Council member is included on the email OR
when a Council member or some from the City Manager’s Office asks you to respond to a citizen question:
please first respond only to the citizen and after you have emailed your response, forward that response to City
Council and cc your department head, ADT member and the City Manager. Please include a sentence asking
Council members to avoid “Reply to All” to stay in compliance with open meeting laws. Here is an example:
“Please do not reply all to this message to avoid any possible violation of the open meetings law.”
·Meeting Requests: When Council requests a meeting with an ADT, Department Head, please notify the City
Manager of the meeting request in a short email or text. If City Council members contact front line staff
directly, ensure that the City Manager knows this through a short email or text.
·Phone Call: When an elected official contacts a member of staff on a work-related topic, the staff member
should first refer the Council member to a Department Head or ADT member. The Department Head or ADT
member should email or text the City Manager notification of the contact.
COMMUNICATION
88
·We treat every member of City Council the same and ensure each Council member has the same information.
·Ensure that other stakeholders have the same information as City Council: ADT Member, Department Head,
affected staff and any other key stakeholder.
·Assume positive intent from Council members and other staff members.
·“Be kind whenever possible. It is always possible” - Dalai Lama
Being kind means being polite, thoughtful, helpful, and taking the other person’s perspective.
·Follow Established Policies: The City has formal policies and governing documents that should guide our
actions. Those documents include Personnel Policies, Ethics Policies, Procurement and Financial Policies,
Administrative Directives, and the City Charter. Don’t hesitate to ask an ADT member, HR or Legal for help
navigating these documents.
FAIRNESS, EQUITY,
TRANSPARENCY & KINDNESS
89
City Council Work Sessions and Regular Meetings are held in Council Chambers at City Hall, 427 Rio Grande Place. Individuals may also attend remotely via
Zoom. Zoom login details are noted on the published meeting agenda. The public may also observe meetin gs on the City of Aspen Website, City of Aspen
YouTube Channel, and Grassroots TV.
◊ Public Hearing – follow Public Comment instructions to participate in the Public Hearing.
* Public Comments are always welcome at Regular Meetings – Citizens may participate with 3-minute public comments in person or virtually (online or
telephonically). To comment, submit a request at least 15 minutes prior to meeting start to the City Clerk’s Office by calling 970-429-2687 or emailing
publiccomment@aspen.gov.
ASPEN CITY COUNCIL
MID-RANGE CALENDAR
UPDATED 05.14.2025
May 2025
5/15 4pm EOTC Meeting (Town of Snowmass Village hosts)
5/19 4pm Council Retreat
5/20 9am Council Retreat
5/26 Memorial Day No Meeting
5/27 5pm Regular Meeting
• 790 Castle Creek – Top of Slope/ Demolition Allotment ◊
• 1380 Riverside Drive – Fee-in-lieu Request
• City Non-Smoking Ordinance Updates, first reading
June 2025
6/2 4pm Work Session
• Boards and Commission Interviews
6/3 4pm Joint Work Session with BOCC (Pitkin County hosts)
6/9 4pm Work Session
• Lumberyard Update
6/10 5pm Regular Meeting
6/16 4pm Work Session
6/23 4pm Work Session
• Highway 82/West Aspen Transportation Need Study
6/24 5pm Regular Meeting
• Policy Resolution STR Code Updates ◊
6/24-27 Colorado Municipal League Conference – Breckenridge
6/26 Colorado Association of Ski Towns Reception - Breckenridge
90
Aspen City Council – Long Range Agenda - Page 2
July 2025
7/1 No Meeting
7/7 4pm Work Session
7/8 5pm Regular Meeting
7/14 4pm Work Session
7/21 4pm Work Session
7/22 5pm Regular Meeting
7/28 4pm Work Session
Information Only Memos
State of the Forest – May 27
Summer Project Updates from Aspen Public Art – May 27
To Schedule:
• Council Board Reports to occur as needed, tentatively scheduled for the third week of the month work session.
• Finance updates to occur in February, July, and during Budget work sessions.
• Joint meetings in 2025 with the BOCC are anticipated to occur in February, June, and September.
• Grants Project Philosophy Approach
• Election Timing and Charter
• Demo allotment program revisited
• Demolition permits scope – policy resolution
• Revisit the tree mitigation fees and discuss affordable housing development review fee waiver
• Stormwater delayed infrastructure
• Affordable Housing Credit Program scope – policy resolution
• Temporary Structures - policy resolution
• Sign code review
91
Monthly Financial Report
For the Month Ended April 30, 2025
(All Figures Unaudited)
92
City of Aspen Cash and Investments
As of April 30, 2025
Cash Plus Investments
Beginning Balance $411,767,832
Interest & Dividends Earned $1,546,434
Accrued Interest Purchased $0
New Receipts Less Expenses Paid $4,999,704
Ending Balance Before Unrealized Gain/(Loss) $418,313,970
Unrealized Gain/(Loss) on Investments $1,779,317
Ending Balance $420,093,287
Deferred Interest Income ($252,251)
Annualized Monthly Yield 3.77%
Income Type Current Month Year to Date
Interest Income $1,294,183 $4,920,030
Unrealized Gain/(Loss)$424,978 $4,872,557
Total Investment Experience $1,719,161 $9,792,587
Corporate Investments Maturity Date Market Value
Colgate Palmolive Co 8/15/2025 $1,536,653
Walmart Inc 9/9/2025 $4,191,559
Microsoft Corp 11/3/2025 $1,986,094
Colgate Palmolive Co 3/2/2026 $1,406,741
Walmart Inc 4/15/2026 $4,997,277
Bank of America NA 8/18/2026 $8,129,096
Abbott Laboratories 11/30/2026 $4,990,306
Wells Fargo Bank NA 12/11/2026 $5,078,429
Kaiser Foundation Hospital 5/1/2027 $4,910,686
Aust & NZ Banking Grp NY 7/16/2027 $5,085,083
University of Chicago 4/1/2029 $10,295,402
Johnson & Johnson 6/1/2029 $5,147,475
National Secs Clearing 6/26/2029 $7,139,228
Pacific Life GF II 8/28/2029 $15,006,841
Novartis Capital Corp 9/18/2029 $4,934,625
Ascension Health 11/15/2029 $8,295,437
Total Corporates $93,130,930
$66,581,085
16%
$93,130,930
22%
$111,322,752
26%
$57,038,214
14%
$92,020,306
22%
Money Markets + Cash
Corporate Bonds
Government Agencies
Government Bonds
Municipal Bonds
93
City of Aspen Taxable Sales
As of April 30, 2025
Taxable Sales
Industries March 2025 March 2024 % Change
Year-to-Date
2025
Year-to-Date
2024 % Change'
Accommodations 50,715,582$ 52,876,571$ (4%) 158,723,953$ 155,083,061$ 2%
Automobile 726,942$ 2,843,375$ (74%) 2,670,794$ 9,428,222$ (72%)
Construction 13,249,024$ 7,716,307$ 72% 35,316,331$ 16,836,300$ 110%
Fashion Clothing 20,767,820$ 18,040,771$ 15% 63,518,807$ 54,631,830$ 16%
Food & Drug 7,970,872$ 6,923,557$ 15% 23,753,054$ 21,054,245$ 13%
Jewelry/Gallery 5,837,244$ 21,406,195$ (73%) 14,678,931$ 35,821,565$ (59%)
Liquor/Cannabis 1,851,570$ 1,973,318$ (6%) 5,583,533$ 5,755,009$ (3%)
Miscellaneous 11,238,816$ 11,661,342$ (4%) 38,080,182$ 29,388,930$ 30%
Restaurants/Bars 32,503,539$ 28,233,499$ 15% 94,785,519$ 80,836,278$ 17%
Sports Equip/Clothing 10,378,111$ 11,891,938$ (13%) 29,658,194$ 31,506,669$ (6%)
Utilities 4,556,575$ 5,201,092$ (12%) 15,151,856$ 16,364,657$ (7%)
Total Taxable Sales 159,796,095$ 168,767,965$ (5%) 481,921,154$ 456,706,766$ 6%
Lodging Specific Taxable Sales
Lodging Type March 2025 March 2024 % Change
Year-to-Date
2025
Year-to-Date
2024 % Change'
STR-Classic 7,856,988$ 7,693,416$ 2%25,672,256$ 23,504,362$ 9%
STR-Lodge Exempt 6,587,259$ 6,751,706$ (2%)19,278,437$ 19,494,005$ (1%)
STR-Owner Occupied 210,975$ 231,228$ (9%)978,550$ 842,144$ 16%
STR - Aggregated 14,655,222$ 14,676,351$ (0%) 45,929,242$ 43,840,511$ 5%
Lodging / Hotel 28,263,844$ 28,392,944$ (0%) 88,976,821$ 84,273,896$ 6%
Real Estate 1,429,852$ 1,702,687$ (16%) 3,296,345$ 3,451,189$ (4%)
Total Taxable Sales 44,348,917$ 44,771,982$ (1%) 138,202,408$ 131,565,595$ 5%
Real Estate Transfers
Real Estate Activity April 2025 April 2024 % Change
Year-to-Date
2025
Year-to-Date
2024 % Change'
Number of Transactions 82 72 14% 220 255 (14%)
Total Cash Value 263,856,213$ 209,354,676$ 26% 761,523,783$ 575,403,292$ 32%
Average Cash Value 3,217,759$ 2,907,704$ 11% 3,461,472$ 2,256,483$ 53%
18%
15%
64%
3%
March 2025
STR-Classic
STR-Lodge Exempt
STR-Owner Occupied
Lodging / Hotel
Real Estate
94
City of Aspen Tax Collections
As of April 30, 2025
Type of Tax
Monthly
Collections
2025 Year to Date
Collections 2025 Orig. Budget
Percent
Collected
Share of 2.0% County Sales Tax $2,262,571 $4,759,193 $20,225,000 24%
2.40% Sales Tax $3,847,438 $11,679,617 $31,615,260 37%
2.00% Lodging Tax $890,697 $2,755,362 $5,973,000 46%
2.10% Construction Use Tax $1,868 $70,860 $1,000,000 7%
Short-Term Rental Tax $1,147,004 $3,613,238 $7,065,940 51%
Tobacco Tax $26,872 $80,443 $318,000 25%
Real Estate Transfer Taxes $3,929,253 $11,311,821 $21,100,000 54%
2.10% Motor Vehicle Use Tax $41,304 $182,707 - -
Property Taxes $1,484,150 $5,509,942 $11,857,000 46%
Total Taxes $13,631,157 $39,963,184 $99,154,200 40%
* County sales tax recepits may lag the current period by as much as two months thru February
** City sales, lodging, tobacco and short-term rental tax receipts lag by one month thru March
*** City real estate and property taxes are collected continuously and are current thru April
**** Use tax collections depend on issuance of final C.O. and audit period thru April
Type of Tax _
2025 Year to Date
Collections
2024 Year to Date
Collections
Percent
Ahead/(Behind)
Share of 2.0% County Sales Tax $4,759,193 $4,594,836 4%
2.40% Sales Tax $11,679,617 $10,930,992 7%
2.00% Lodging Tax $2,755,362 $2,620,315 5%
2.10% Use Tax $70,860 $129,398 (45%)
Short-Term Rental Tax $3,613,238 $3,342,027 8%
Tobacco Tax $80,443 $133,379 (40%)
Real Estate Transfer Taxes $11,311,821 $8,521,969 33%
2.10% Motor Vehicle Use Tax $182,707 -
Property Taxes $5,509,942 $5,254,282 5%
Total Taxes $39,963,184 $35,527,198 12%
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$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
Share of
2.0% County
Sales Tax
2.40% Sales
Tax
2.00%
Lodging Tax
2.10%
Construction
Use Tax
Short-Term
Rental Tax
Tobacco Tax Real Estate
Transfer
Taxes
2.10% Motor
Vehicle Use
Tax
Property
Taxes
2025 Orig. Budget 2025 Year to Date Collections
95
City of Aspen Revenues by Fund
As of April 30, 2025
Fund
2025 Estimated
Income Monthly Receipts
Year to Date
Receipts
Estimated Less
Receipts Percent Collected
000-Asset Management Plan Fund $7,578,330 $1,162,638 $4,095,600 $3,482,730 54%
001-General Fund $50,236,459 $6,729,420 $18,758,252 $31,478,207 37%
250-Debt Service Fund $0 $0 $0 $0 N/A
100-Parks and Open Space Fund $21,042,826 $2,599,958 $7,880,953 $13,161,873 37%
120-Arts and Culture Fund $10,514,020 $1,825,242 $6,462,440 $4,051,580 61%
130-Tourism Promotion Fund $4,479,750 $668,023 $2,066,522 $2,413,228 46%
131-Public Education Fund $4,629,360 $480,930 $1,459,952 $3,169,408 32%
132-REMP Fund $910,100 $218,467 $623,516 $286,584 69%
141-Transportation Fund $5,960,630 $754,512 $2,404,113 $3,556,517 40%
150-Housing Development Fund $26,519,339 $4,526,306 $14,276,843 $12,242,496 54%
152-Kids First Fund $4,713,180 $640,221 $1,963,683 $2,749,497 42%
160-Stormwater Fund $2,446,225 $327,377 $1,165,915 $1,280,311 48%
421-Water Utility Fund $13,596,688 $1,881,688 $4,313,174 $9,283,514 32%
431-Electric Utility Fund $14,778,888 $1,214,802 $5,321,171 $9,457,717 36%
451-Parking Fund $5,080,500 $582,556 $2,506,317 $2,574,183 49%
471-Golf Course Fund $3,148,893 $166,566 $1,411,607 $1,737,286 45%
491-Truscott I Housing Fund $1,551,150 $145,034 $569,241 $981,909 37%
492-Marolt Housing Fund $1,728,400 $177,120 $700,372 $1,028,028 41%
501-Employee Benefits Fund $7,943,800 $615,860 $2,700,834 $5,242,966 34%
505-Employee Housing Fund $630,600 $117,997 $395,956 $234,644 63%
510-Information Technology Fund $308,700 $49,373 $174,392 $134,308 56%
Subtotal: City Funds $187,797,837 $24,884,089 $79,250,850 $108,546,987 42%
620-Housing Administration Fund $3,989,250 $318,960 $788,255 $3,200,995 20%
622-Smuggler Housing Fund $90,500 $11,520 $43,032 $47,468 48%
632-APCHA Development Fund $16,200 $4,166 $15,555 $645 96%
Subtotal: APCHA Funds $4,095,950 $334,646 $846,842 $3,249,108 21%
641-Truscott Phase II Housing Fund $1,476,800 $94,487 $375,015 $1,101,785 25%
642-ACI Affordable Housing Fund $747,400 $33,837 $141,340 $606,060 19%
Subtotal: Component Unit Funds $2,224,200 $128,324 $516,355 $1,707,845 23%
Total: All Funds $194,117,987 $25,347,058 $80,614,046 $113,503,940 42%
Excludes all internal transfers between funds - only true income for the City or APCHA.
Year to Date Receipts,
$80,614,046
2025 Estimated Income,
$194,117,987
$0 $50,000,000 $100,000,000 $150,000,000 $200,000,000 $250,000,000
Year to Date Collections: All Funds
96
City of Aspen Expenditures by Fund
As of April 30, 2025
Fund
2025 Current
Budget
Monthly
Expenditures
Year to Date
Expenditures
Remaining
Authority
Percent
Expended
000-Asset Management Plan Fund $24,399,474 $54,361 $1,138,083 $23,261,391 5%
001-General Fund $48,727,542 $2,427,666 $11,934,186 $36,793,356 24%
250-Debt Service Fund $6,058,720 $1,085,573 $1,085,823 $4,972,897 18%
100-Parks and Open Space Fund $21,718,672 $874,056 $3,244,267 $18,474,405 15%
120-Arts and Culture Fund $11,345,368 $1,379,914 $3,047,979 $8,297,389 27%
130-Tourism Promotion Fund $4,479,750 $0 $714,488 $3,765,263 16%
131-Public Education Fund $4,629,360 $0 $979,022 $3,650,338 21%
132-REMP Fund $1,320,000 $19,500 $900,000 $420,000 68%
141-Transportation Fund $7,955,721 $143,101 $767,249 $7,188,473 10%
150-Housing Development Fund $39,030,174 $145,438 $1,567,360 $37,462,814 4%
152-Kids First Fund $4,095,866 $271,813 $790,443 $3,305,423 19%
160-Stormwater Fund $2,673,544 $56,868 $234,921 $2,438,622 9%
421-Water Utility Fund $20,651,546 $462,993 $2,118,691 $18,532,855 10%
431-Electric Utility Fund $14,938,471 $852,957 $2,873,250 $12,065,221 19%
451-Parking Fund $4,031,320 $117,446 $730,660 $3,300,660 18%
471-Golf Course Fund $3,175,045 $182,027 $577,075 $2,597,970 18%
491-Truscott I Housing Fund $1,870,377 $130,650 $469,416 $1,400,961 25%
492-Marolt Housing Fund $1,081,393 $50,031 $240,277 $841,116 22%
501-Employee Benefits Fund $8,659,900 $492,253 $2,124,571 $6,535,329 25%
505-Employee Housing Fund $4,194,520 $31,365 $141,098 $4,053,422 3%
510-Information Technology Fund $3,812,940 $169,550 $756,436 $3,056,504 20%
Subtotal: City Funds $238,849,704 $8,947,561 $36,435,294 $202,414,410 15%
620-Housing Administration Fund $4,214,421 $232,987 $1,151,274 $3,063,147 27%
622-Smuggler Housing Fund $177,450 $4,484 $24,644 $152,806 14%
632-APCHA Development Fund $467,848 $1,066 $10,303 $457,545 2%
Subtotal: APCHA Funds $4,859,719 $238,537 $1,186,222 $3,673,497 24%
641-Truscott Phase II Housing Fund $2,318,242 $83,954 $361,453 $1,956,789 16%
642-ACI Affordable Housing Fund $801,160 $26,448 $140,000 $661,160 17%
Subtotal: Component Unit Funds $3,119,402 $110,402 $501,454 $2,617,948 16%
Total: All Funds $246,828,825 $9,296,500 $38,122,969 $208,705,856 15%
2025 Current Budget,
$246,828,825
Year to Date
Expenditures,
$38,122,969
$0
$50,000,000
$100,000,000
$150,000,000
$200,000,000
$250,000,000
$300,000,000
*Expenditures in the Tourism Promotional Fund and Public Education Fund Lag by one month due to timing of tax collections and
subsequent remittance
97
City of Aspen Capital Summary
As of April 30, 2025
All Capital and Capital
Maintenance
2025 Current
Budget
Monthly
Expenditures
Year to Date
Expenditures
Remaining
Authority
Percent
Expended
000-Asset Management Plan Fund $24,300,874 $41,878 $1,091,350 $23,209,524 4%
100-Parks and Open Space Fund $11,791,977 $298,169 $936,878 $10,855,099 8%
120-Arts and Culture Fund $2,054,165 $7,902 $156,188 $1,897,977 8%
141-Transportation Fund $2,288,820 $0 $0 $2,288,820 0%
150-Housing Development Fund $35,991,694 $111,603 $1,388,635 $34,603,059 4%
152-Kids First Fund $758,927 $11,106 $11,106 $747,821 1%
160-Stormwater Fund $1,400,000 $0 $0 $1,400,000 0%
421-Water Utility Fund $14,581,343 $106,314 $466,896 $14,114,447 3%
431-Electric Utility Fund $4,919,224 $227,835 $433,292 $4,485,932 9%
451-Parking Fund $1,221,400 $0 $90,191 $1,131,209 7%
471-Golf Course Fund $499,455 $15,647 $30,615 $468,840 6%
491-Truscott I Housing Fund $1,099,157 $82,219 $211,191 $887,966 19%
492-Marolt Housing Fund $438,573 $0 $5,650 $432,923 1%
505-Employee Housing Fund $3,280,385 $9,666 $53,868 $3,226,517 2%
510-Information Technology Fund $1,226,819 $38,056 $103,264 $1,123,555 8%
Subtotal: City Funds $105,852,813 $950,395 $4,979,124 $100,873,689 5%
620-Housing Administration Fund $100,000 $0 $46,414 $53,586 46%
622-Smuggler Housing Fund $47,000 $0 $0 $47,000 0%
632-APCHA Development Fund $0 $0 $0 $0 N/A
Subtotal: APCHA Funds $147,000 $0 $46,414 $100,586 32%
641-Truscott Phase II Housing Fund $1,340,532 $11,724 $104,370 $1,236,163 8%
642-ACI Affordable Housing Fund $60,000 $0 $3,615 $56,385 6%
Subtotal: Component Unit Funds $1,400,532 $11,724 $107,985 $1,292,547 8%
Total: All Funds $107,400,345 $962,118 $5,133,522 $102,266,823 5%
98
City of Aspen Current Fund Balances
As of April 30, 2025
Fund
Initial Opening
Balance Additions Deductions
Initial Working
Capital Net Income YTD
Current Working
Balance
000-Asset Management Plan Fund $34,532,552 $0 $0 $34,532,552 2,957,517 $37,490,069
001-General Fund $52,033,715 $17,569 $0 $52,051,284 5,278,611 $57,329,895
250-Debt Service Fund $308,618 $0 $0 $308,618 1,116,221 $1,424,839
100-Parks and Open Space Fund $13,566,314 $8,348 $0 $13,574,661 2,438,431 $16,013,092
120-Arts and Culture Fund $53,627,455 $0 $0 $53,627,455 3,003,528 $56,630,983
130-Tourism Promotion Fund $297,175 $0 $0 $297,175 1,352,034 $1,649,210
131-Public Education Fund $2,198 $0 $0 $2,198 480,930 $483,127
132-REMP Fund $4,355,376 $0 $0 $4,355,376 (336,484) $4,018,893
141-Transportation Fund $28,084,281 $42,729 $0 $28,127,010 1,896,421 $30,023,431
150-Housing Development Fund $115,914,361 $0 $0 $115,914,361 12,543,452 $128,457,814
152-Kids First Fund $11,590,978 $0 $0 $11,590,978 1,004,544 $12,595,521
160-Stormwater Fund $4,598,970 $0 $0 $4,598,970 799,318 $5,398,288
421-Water Utility Fund $49,720,317 $495,417 ($23,581,224)$26,634,510 1,315,883 $27,950,393
431-Electric Utility Fund $21,214,429 $677,636 ($12,390,118)$9,501,946 1,864,321 $11,366,267
451-Parking Fund $12,835,251 $130,922 ($3,609,706)$9,356,467 1,033,857 $10,390,324
471-Golf Course Fund $6,790,569 $170,815 ($3,940,570)$3,020,815 823,298 $3,844,113
491-Truscott I Housing Fund $9,588,626 $18,334 ($7,529,117)$2,077,843 (29,708) $2,048,135
492-Marolt Housing Fund $4,234,353 $17,145 ($2,036,110)$2,215,388 218,262 $2,433,650
501-Employee Benefits Fund $2,025,355 $0 $0 $2,025,355 576,263 $2,601,619
505-Employee Housing Fund $16,734,376 $0 ($9,695,534)$7,038,843 1,547,524 $8,586,367
510-Information Technology Fund $3,805,214 $288,842 ($2,177,433)$1,916,623 189,566 $2,106,189
Subtotal: City Funds $445,860,484 $382,768,429 $422,842,218
620-Housing Administration Fund $967,313 $0 $0 $967,313 (363,019) $604,293
622-Smuggler Housing Fund $545,005 $1,942 ($9,520)$537,427 18,388 $555,815
632-APCHA Development Fund $1,770,943 $0 ($1,206,809)$564,133 5,252 $569,385
Subtotal: APCHA Funds $3,283,260 $2,068,873 $1,729,493
641-Truscott Phase II Housing Fund ($1,284,774)8,927,272.33 ($6,282,581)$1,359,918 13,561 $1,373,479
642-ACI Affordable Housing Fund ($3,482,275)15,132,851.03 ($11,384,461)$266,115 1,340 $267,455
Subtotal: Component Units ($4,767,049) $1,626,033 $1,640,934
Net Income YTD reflects all income less all expenses incurred since the beginning of the fiscal year.
Additions include: (1) partnership equity and long-term debt; (2) compensated absences, grandfathered retiree medical and health insurance
payable; (3) notes payabe and (4) capital leases payable.
Deductions includes depreciating and non-depreciating capital assets
99
Vacant Positions
Department Position FTE Grade Previous Incumbent
Clerks Office P1513.04 Administrative Specialist - Clerks 0.50 101 Carmie Cook
CMO P1259.01 Public Works Director 1.00 118 Tyler Christoff
CMO P1035.03 Project Manager I - CMO 1.00 107 N/A - new 2025 FTE
CMO P1054.01 City Manager 1.00 ZZ Sara Ott
HR P1136.01 Human Resources Director 1.00 115 Randy Crews
ComDev Agency P1288.01 Senior Planner 1.00 108 Jeffrey Barnhill
ComDev Agency P1222.02 Planner I 1.00 105 Sophia Varga
ComDev Agency P1222.03 Planner I 1.00 105 Samantha Montalto
ComDev Agency P1422.01 Sustainability Programs Administrator 1.00 106 Clare McLaughlin
ComDev Agency P1459.01 Plans Examiner/Inspector II 1.00 106 Jim Pomeroy
Engineering P1072.03 Construction Mitigation Officer 1.00 104 N/A - new 2025 FTE
Engineering P1072.04 Construction Mitigation Officer 1.00 104 N/A - new 2025 FTE spring
Engineering P1513.05 Administrative Specialist - Engineering 1.00 101 Caitlin Langford
Kids First P1458.01 Intern - Early Childhood Ed. Teacher 1.00 102 Brenda Escolero
Kids First P1085.01 Early Childhood Teacher 1.00 102 Diana Esquivel
Parking P1453.03 Parking Services Ambassador I 1.00 101 Bryan Totel
Parking P1454.02 Parking Services Ambassador II 1.00 102 Jamie Barnett
Parking P1454.04 Parking Services Ambassador II 1.00 102 David Bull
Parking P1513.09 Administrative Specialist - Parking 1.00 101 Araceli Ogren
Parking & Transportation P1515.02 Parking and Transportation Director 1.00 112 Pete Rice
Parks & Open Space P1210.04 Parks Field Supervisor 1.00 106 Jeffrey Ellis
Parks & Open Space P1304.01 Business Technology Manager 1.00 107 Danny DiMaria
Parks & Open Space P1513.11 Administrative Specialist - Parks 1.00 101 Arielle Lyons
Police P1236.04 Police Officer III 1.00 108 Andy Williams
Police P1236.11 Police Officer III 1.00 108 Renee Rayton
Recreation P1301.04 Recreation Supervisor 1.00 105 Thor Knutson
Recreation P1266.01 Recreation Coordinator-Programs climbing 1.00 102 Ashley Travis
Recreation P1266.02 Recreation Coordinator-Programs Fitness W 1.00 102 Zach Trudo
Recreation P1503.01 Recreation Specialist 1.00 101 Katrina Gulley
Streets P1122.08 Heavy Equipment Operator II 1.00 104 Charles Keefauver
Water & Electric Utilities P1046.01 Accounting Technician II 1.00 102 Barbara Herrera
Water & Electric Utilities P1543.01 Utilities Field Operations Manager 1.00 113 Erin Loughlin
Wheeler Opera House P1531.01 Patron Services Specialist 1.00 101 Jennifer Long
Wheeler Opera House P1380.01 Audio Engineer 1.00 104 N/A - new 2025 FTE
Wheeler Opera House P1169.01 Maintenance Tech I 1.00 101 N/A - new 2025 FTE spring
Subtotal - Open 34.50
Information Technology P1521.01 IT & Audio Visual Support Technician 1.00 104 5/19/2025 - Justin Uding
Police P1490.01 Police Administrative Supervisor 1.00 106 5/19/2025 - Brittany Janes
Subtotal - Open but Offers Accepted 2.00
Grand Total 36.50
100
Focused on the organization
SWOT Analysis
101
https://miro.com/blog/what-is-swot-analysis/
102
Staff’s Organization-focused SWOT
103
Strengths
Professional Staff
Customer Focus
Financially Sound
Council & staff alignment on priorities
Weaknesses
Recruitment & Retention
Housing staff in/near community
Prioritization: alignment of resources
4PNFJOUFSOBMTZTUFNTTUSVDUVSFT
Other ballot asks in community
Opportunities
Doing work differently
Many multi-generational projects
Community Partnerships
Threats & Constraints
Global Economic Instability
Unpredictable federal government
Housing market getting worse
Natural Resources: Water & Land
Too many priorities
Finite budget
104
Strengths
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105
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Opportunities
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Constraints
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109
Council Community-focused SWOT
110
Strengths
Quality of Life
Physical attributes
Natural beauty, natural resources
Environmental initiatives
Built environment
History
Strong community
Philanthropic community
Engaged citizenry
Reasonable socio-economic diversity
Parks and recreation opportunities
Strong finances (credit rating)
Strong economy
Stable ski company ownership
Weaknesses
Vulnerable natural resources
Cost of housing
Slow civic processes
Slow city service processes
Use of money to fight city
Legal challenges
Vocal minority
Lack of staff buy-in
Personalities
Birth rate/school enrollment declines
Roadblocks
Infrastructure
Opportunities
Decisive City Council
Doing the little things
Incentive-based thinking
Good big solutions
Armory
Entrance to Aspen decision
Work with County on airport
Resilience
Better transit connections from airport to Downtown and Brush Creek
Threats & Constraints
Entrance to Aspen
Infrastructure failure
Government overreach
Too much focus on affordable housing
Lawsuits
Climate change
Airport closure
Egos/personalities
Affordability
Loss of economic diversity
Losing local flavor
Population growth
Evacuation limitations
Fire mitigation
111
Strengths
•Quality of Life
•Physical attributes
•Natural beauty, natural resources
•Environmental initiatives
•Built environment
•History
•Strong community
•Philanthropic community
•Engaged citizenry
•Reasonable socio-economic diversity
•Parks and recreation opportunities
•Strong finances (credit rating)
•Strong economy
•Stable ski company ownership
112
•Vulnerable natural resources
•Cost of housing
•Slow civic processes
•Slow city service processes
•Use of money to fight city
•Legal challenges
•Vocal minority
•Lack of staff buy-in
•Personalities
•Birth rate/school enrollment declines
•Roadblocks
•Infrastructure
Weaknesses
113
Opportunities
•Decisive City Council
•Doing the little things
•Incentive-based thinking
•Good big solutions
•Armory
•Entrance to Aspen decision
•Work with County on airport
•Resilience
•Better transit connections from airport to
Downtown and Brush Creek
114
Threats
•Entrance to Aspen
•Infrastructure failure
•Government overreach
•Too much focus on affordable housing
•Lawsuits
•Climate change
•Airport closure
•Egos/personalities
•Affordability
•Loss of economic diversity
•Losing local flavor
•Population growth
•Evacuation limitations
115
Strengths
Professional Staff
Customer Focus
Financially Sound
Council & staff alignment on priorities
Weaknesses
Recruitment & Retention
Housing staff in/near community
Prioritization: alignment of resources
4PNFJOUFSOBMTZTUFNTTUSVDUVSFT
Other ballot asks in community
Opportunities
Doing work differently
Many multi-generational projects
Community Partnerships
Threats & Constraints
Global Economic Instability
Unpredictable federal government
Housing market getting worse
Natural Resources: Water & Land
Too many priorities
Finite budget
116
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
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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
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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
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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
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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
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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
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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.
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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
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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
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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
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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
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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.
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AFFORDABLE
HOUSING
STRATEGIC
PLAN
2024 Update
City of Aspen
2022-2028
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2
130
COMPREHENSIVE STRATEGIC PLAN OF ACTION
TO GENERATE & SUSTAIN AFFORDABLE HOUSING UNITS
POLICY
• APCHA Compliance Actions
• APCHA Policy Actions to
improve sustainability of existing
affordable housing
• APCHA Policy actions to
improve the sustainability of
HOA Capital Reserves
NEW
DEVELOPMENT
• Complete Burlingame
Phase 3 Project
• Complete Lumberyard Project
• Partnerships
• Land Banking
DEVELOPMENT
NEUTRAL
HOUSING
SUSTAINABILITY &
COMPLIANCE
FOUNDATION: 3,200 CURRENT UNITS IN THE APCHA HOUSING PROGRAM
• Replace Expiring Deed Restrictions
with Permanent Deed Restrictions
• Incentivize voluntary rightsizing
• Regional Collaboration
• Deed Restriction Purchase Program
• Other future development
neutral items
• Community Development Policy Actions
• Affordable Housing Certificates Program
• Develop Financial Resources for Construction,
Land Banking and Other Strategies
• APCHA Policy Actions to increase
numbers of available units
• Community Land Trusts
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INTRODUCTION
In May 2022, Aspen City Council adopted by resolution the 2022-2026 Affordable Housing Strategic
Plan (AHSP) to solidify actionable steps towards creating and supporting more 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. In 2023, City Council reaffirmed its commitment to
addressing the need for affordable housing, setting it as a top priority within their Council Goals.
Since implementation, the City has progressed across all 14 action items, thanks to collaborative
efforts spanning several City departments. This collective progress has resulted in the creation of
over 80 units since the plan’s implementation in 2022. Recognizing the persistent need for affordable
housing in the community, it is imperative to sustain this momentum.
The complexities of affordable housing require us to consistently recalibrate and assess our
approach. With this in mind, the original AHSP was intended to exist as a living document with
ongoing modifications to meet changing needs and priorities. As we navigate the next phase of our
journey, this updated plan reflects our commitment to ensuring that Aspen remains a place where all
can thrive, creating a lasting legacy for generations to come.
The updated plan showcases progress across all action items and introduces three new action
items, resulting in 17 actions which will bring more affordable housing to our community. In tandem
with these changes, the timeline for the Affordable Housing Strategic Plan is extended to 2028. For
additional information on the background and development of the affordable housing goal and initial
14 action items, please refer to the original 2022-26 Affordable Housing Strategic Plan.
Thanks to the team who came together to develop this plan (in alphabetical order):
Ben Anderson
Liz Axberg
Cindy Christensen
Tyler Christoff
Chris Everson
Diane Foster
Matthew Gillen
Haley Hart
Scott Miller
Jenn Ooton
Sara Ott
Bethany Spitz
Pete Strecker
THE IDEAS OF CURRENT AND FORMER ASPEN CITY COUNCILORS
ARE MEMORIALIZED IN THIS PLAN. THEY ARE:
Mayor Torre — Ward Hauenstein — John Doyle — Sam Rose — Bill Guth
Rachel Richards (former Councilor) — Skippy Mesirow (former Councilor)
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City Of Aspen Affordable Housing Strategic Plan __________________________________________________ 6
Pillars Of The Strategic Plan..............................................................................................................6
For Whom Is Affordable Housing Intended? .............................................................................. 7
Where Will New Units Be Located? ............................................................................................... 7
Livability Standards For Affordable Housing .............................................................................. 7
Aspen Area Community Plan: Housing Policies & Policy Changes ...................................8
Readiness Assessment __________________________________________________________________________________________ 9
Staffing ........................................................................................................................................................9
Financial Capacity on Requested Timeline................................................................................ 10
Action Plan Categorization____________________________________________________________________________________ 11
City Council’s Affordable Housing Goal ________________________________________________________________ 12
Actions ________________________________________________________________________________________________________________ 13
Replace Expiring Deed Restrictions With Permanent Deed Restrictions......... ............13
Complete Lumberyard Project....................................................................................................... 14
Complete Burlingame Phase 3 Project ........................................................................................15
Community Development Policy Actions................................................................................... 16
Certificates of Affordable Housing Credits Program Enhancements .............................17
Develop Financial Resources For Construction,
Land Banking and Other Strategies ............................................................................................. 18
Incentivize Voluntary Rightsizing or Move................................................................................. 19
Partnerships........................................................................................................................................... 20
APCHA Compliance Actions............................................................................................................21
APCHA Policy Actions To Increase Number Of Available Units ......................................22
APCHA Policy Actions To Improve The Sustainability Housing Inventory ...................23
Additional Development Neutral Program Elements ............................................................24
Land Banking..........................................................................................................................................25
Regional Collaboration ......................................................................................................................26
Community Land Trusts .....................................................................................................................27
Deed Restriction Purchase Program ............................................................................................28
APCHA Policy Actions to improve the
Sustainability of HOA Capital Reserves......................................................................................29
Review Process __________________________________________________________________________________________________ 30
Appendix _____________________________________________________________________________________________________________ 31
Appendix A: Housing Chapter Of Aspen Area Community Plan......................................31
Appendix B: Community Affordable Housing And Livability .............................................37
TABLE OF CONTENTS
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6
PILLARS OF THE STRATEGIC PLAN
Increase the
quantity of
affordable
housing
Increase
quality of new
& existing
affordable
housing
Preserve
affordability
Provide
community
housing
Ensure the
sustainability
of the
program
Support the
policies
identified in the
Aspen Area
Community Plan
1 2 3 4 5 6
STRATEGIC FOCUS AREAS
SAFE & LIVED-IN COMMUNITY OF CHOICE: Ensure Aspen is an
attractive, diverse and safe city to live, work and visit year-round. This includes
opportunities to access childcare, healthcare, housing, transit, parks, recreation and
technological connectivity.
COMMUNITY ENGAGEMENT: Ensure a trusted dialogue and relationship
in the community that encourages participation, consensus building, and meaningful
engagement.
PROTECT OUR ENVIRONMENT: Ensure that policy decisions, programs and
projects manage impacts to the environment, climate, and public health and well-
being.
SMART CUSTOMER FOCUSED GOVERNMENT: Provide value to the
community by continuously improving services and processes based on feedback,
data, best practices, and innovation.
FISCAL HEALTH & ECONOMIC VITALITY: Promote economic
sustainability of the Aspen community by advancing a healthy, diverse local economy
while responsibly managing revenue streams, community investments, and financial
reserves.
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LIVABILITY STANDARDS FOR AFFORDABLE HOUSING
• environmental sustainability • accessibility
• quality of construction • parking & storage
• unit size • open space & trails
• natural light • public transportation
WHERE WILL NEW UNITS BE LOCATED?
Third Priority:
Outside of City limits
(This is a change from prior policy)
>> To allow for closer proximity to
major medical centers
>> Partnerships with Pitkin County
>> Other regional partnerships
>> Close to transit
FOR WHOM IS AFFORDABLE HOUSING INTENDED?
Affordable Housing in the Aspen area is both workforce housing and community housing.
The Housing Vision statement in the Aspen Area Community Plan (AACP) makes this clear:
We believe that a strong and diverse year-round community and a viable and healthy
local workforce are fundamental cornerstones for the sustainability of the Aspen Area
community.
The AACP cites the benefits of affordable housing to the Aspen community; it “helps to ensure a vital,
demographically diverse year-round community” made up of “a healthy mix of people, including singles,
families and seniors.”
While affordable housing supports the community’s workforce, according to the Mission Statement in the Aspen
Pitkin County Housing Authority’s Regulations, affordable housing is also intended for retirees and people with
disabilities who have been actively employed within Pitkin County prior to retirement and/or disability.
1
2
3
Top Priority:
Within the roundabout,
including in the Core
Second Priority:
Within the
Urban Growth Boundary
Housing developments should endeavor to balance the principles of community, livability and quality against
impacts such as unreasonable levels of cost and construction activity intrusion. Housing structures should utilize
land as efficiently as possible and should seek construction efficiencies to levels that do not sacrifice livability
beyond levels that are not consistent with these goals. Architecture should be sensitive to neighborhood context
to the extent possible while achieving these goals. A myriad of design elements all combine to make a development
livable. As discussed further in Appendix B, these elements include, but are not limited to:
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ASPEN AREA COMMUNITY PLAN (AACP):
Housing Policies & Policy Categories
The policies outlined in the Housing chapter and related housing mitigation policies in the Managing Growth for
Community & Economic Sustainability chapter are intended to meet these challenges as the community continues
to provide affordable housing. A full copy of the Housing section of the Aspen Area Community Plan, pages 36-41,
can be found in Appendix A.
At the same time, the 2012 AACP calls for further research on the physical limits to development in the form of
ultimate build-out, projected future impacts related to job generation, demographic trends, the conversion of local
free market homes and other factors. This kind of statistical analysis will help inform future decision-making and
goal-setting in a more meaningful way.
This plan emphasizes the need to spread accountability and responsibility for providing affordable housing units
beyond the City and County governmental structures, and continuing to pursue affordable housing projects on
available public land through a transparent and accountable public process.
Little Ajax
(Source: 2012 Aspen Area Community Plan)
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READINESS ASSESSMENT
STAFFING
Capital Asset Department
Currently, the City of Aspen has one full time employee in the Capital Asset Department dedicated to the
planning process for new affordable housing developments. Other full-time staff members from the Capital Asset
Department provide construction management support during City-developed projects.
Collaboration with staff from other departments is often leveraged during the planning process and may include
staff from the City Manager’s and City Attorney’s offices, Finance, Community Development, Engineering, Building,
Transportation, Parks, Utilities, Environmental Health and the Aspen Pitkin County Housing Authority.
Community Development
Community Development has several staff members who focus on the development, implementation, and
refinement of policies that support affordable housing development. During the 2022 Moratorium, Community
Development staff worked directly on new policies to support City Council’s affordable housing goals. As part of
this work, significant analysis was conducted to support improvements to affordable housing efforts beyond the
period of the Moratorium.
APCHA
Compliance: APCHA now has three primary staff members who work part time on compliance, namely the Deputy
Director of Compliance, APCHA’s outside attorney, and the Compliance Analyst who was hired in 2023. APCHA’s
Executive Director and Deputy Director of Housing, Operations & Property Management also participate in
compliance efforts.
Qualifications: Two Qualification Specialists at APCHA ensure that the people who rent or purchase APCHA deed
restricted property meet the requirements as defined in APCHA Regulations.
APCHA Housing Sustainability: General upkeep of rental and ownership properties.
• Rental housing sustainability for city-owned properties (Truscott, Aspen County Inn and Marolt), is managed by
APCHA’s two-member Property Management Team and four-member Maintenance Team.
• Housing sustainability for individual ownership units is a topic the APCHA Board began to address in April 2021,
supported by the Assistant City Manager, APCHA Executive Director, Deputy Director of Housing, Operations
& Property Management and the Deputy Director of Compliance.
• Housing sustainability for Home Owners Associations of multi-family developments is a topic the APCHA Board
would like to further address in the future. In 2024, APCHA is hiring an Outreach and Project Coordinator to
support this effort.
City Manager’s Office
The City Manager’s Office hired a Housing Policy Analyst in Spring 2022. Additionally, the City’s Assistant City
Manager works part-time on housing topics.
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FINANCIAL CAPACITY ON REQUESTED TIMELINE
Since 2000, over $300 million in dedicated revenues has been invested into the
ongoing operation and expansion of the Aspen Pitkin County Housing Authority
affordable housing inventory. This includes developing the completed projects
listed above and funds invested in upkeep and operation of existing City-owned
facilities.
Funds from this revenue stream are also budgeted annually toward the operation
of the Aspen Pitkin County Housing Authority (APCHA), and those funds are also
matched by Pitkin County. (The table to the right does not include such Pitkin
County funds.)
Since inception, funds have also been invested in land banking opportunities for
future housing developments.
Yea r Housing Fund
Revenues
2000 $5,302,335
2001 $4,845,133
2002 $4,751,964
2003 $8,543,109
2004 $8,090,180
2005 $12,773,154
2006 $14,000,177
2007 $14,075,761
2008 $12,001,447
2009 $8,373,748
2010 $8,321,575
2011 $9,752,953
2012 $8,986,581
2013 $9,584,101
2014 $11,590,103
2015 $13,039,396
2016 $10,084,871
2017 $13,422,231
2018 $13,042,701
2019 $13,784,319
2020 $21,009,309
2021 $25,628,518
2022 $22,043,242
2023 EST $37,543,259
2000-2023 $310, 590,167
Truscott
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ACTION PLAN: Organized by Category of
Affordable Housing Strategy
COMPLIANCE & SUSTAINABILITY
WORK GROUP ACTION ITEM
APCHA APCHA Compliance Actions
APCHA APCHA Actions to improve the sustainability of APCHA deed restricted housing
APCHA APCHA Policy Actions to improve the sustainability of HOA Capital Reserves
POLICY
WORK GROUP ACTION ITEM
Community Development Community Development Policy Actions
Community Development Certificates of Affordable Housing Credits Program Enhancements
Finance Develop Financial Resources for Construction, Land Banking, & Other Strategies
APCHA APCHA Policy Actions to increase number of available units
Community Development Community Land Trusts
DEVELOPMENT NEUTRAL
WORK GROUP ACTION ITEM
City Manager’s Office Replace Expiring Deed Restrictions with Permanent Deed Restrictions
APCHA APCHA Incentivized voluntary rightsizing or move
City Manager’s Office Additional Development Neutral Program Elements
City Manager’s Office Deed Restriction Purchase Program
City Manager’s Office Regional Collaboration
NEW DEVELOPMENT
WORK GROUP ACTION ITEM
Asset Complete Lumberyard Project
Asset Partnerships
Asset Land Banking
Asset Complete Burlingame Phase 3 Project
In the original 2022-26 AHSP, action items were organized and weighted by priority, unit yield, impact, and other
variables. In this update, ranking is omitted because staff across departments are working towards action items and
strategies outlined in this Plan to simultaneously bring more affordable housing to our community. The tables below
organize the 17 action items by category and work group.
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In 2022, City Council set the goal of 500 affordable housing units by 2026. In 2024, two years later, we have
achieved almost 20% of the original goal. Due to shifts in strategy and capacity, the unit goal and timeline has
been updated to maintain feasibility. Other elements of our goal remain the same including that units will be
achieved:
• Within the City of Aspen’s Urban Growth Boundary;
• Can be an affordable housing unit achieved through development neutral means or through new
development; and
• Includes units created by private sector, other public sector organizations or City of Aspen.
• The rationale for the changes to each goal is covered in the Action Item for each goal.
CITY COUNCIL’S
AFFORDABLE HOUSING GOAL 2022-2028
CATEGORY ACTION ITEM
ORIGINAL
GOAL FOR
2022-2026
ACHIEVED
AS OF 2024
(2-YEARS)
TOTAL
REVISED GOAL:
2022-2028
Development Neutral Replace Expiring Deed Restrictions
with permanent Deed Restrictions 200 5 20
New Development Complete Lumberyard Project 100 0 100
New Development Complete Burlingame
Phase 3 Project 79 79 Achieved
New Development Partnerships 35 0 35
Development Neutral APCHA Incentivized voluntary
rightsizing or move 30 2 10
Policy Certificates of Affordable Housing
Credits Program Enhancements 40 10 40
Compliance &
Sustainability APCHA Compliance Actions 15 5 15
Development Neutral Buy Downs or Other Conversion
from Free Market to Deed Restricted
Not in
original goal 4 8
Totals 499 105 328
CITY COUNCIL’S AFFORDABLE HOUSING GOAL
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ACTION 1:
Replace Expiring Deed Restrictions
with Permanent Deed Restrictions
• Many expiring deed restrictions are replaced by
natural means of turnover since APCHA can replace
the restriction anytime the unit is sold, transferred, or
otherwise turned over. Many ownership units with expiring
deed restrictions are replaced and put in perpetuity
through natural deed turnover means.
- 2 ownership units with expiring deed restrictions
have been updated through natural unit turnover.
- 2 ownership units with expiring deed restrictions
have been updated by the unit owner to qualify for
the APCHA Essential Repairs Pilot Grant Program.
- 1 rental unit with an expiring deed restriction has
been updated.
• The City’s first Affordable Housing Strategic Plan set a
goal of acquiring 200 deed restrictions within five years.
After taking a deep dive into understanding how natural
turnover of expiring deed restrictions works, a decision
was made to temporarily pause the pursuit of the 200-
goal number. City Council may choose to revisit a more
aggressive goal in the future, particularly if the pace of
natural turnover does not meet expectations.
Development Neutral
• There are hundreds of deed restrictions with a sunset clause based on some triggering event in the
future. These expiring deed restrictions include a mix of rental and ownership units.
• When those deed restrictions expire, they will be gone forever. The goal is to eventually preserve all
deeds restrictions permanently and provide for the preservation of the integrity of the housing unit
associated with that deed restriction.
For more background on this item please see page 20 of the original strategic plan published in 2022.
OVERVIEW
PROGRESS
• Continue capturing expiring
deed restrictions through
natural means of turnover.
• Continue pursuing and
negotiating rental expiring
deed restrictions.
• Should new opportunities
present themselves, staff will
present these to City Council.
• Monitor the rate of natural
turnover and, if needed, revisit
the topic with City Council
NEXT STEPS
ACTION ITEM OWNERS: Diane Foster and Liz Axberg
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OVERVIEW
ACTION 2:
Complete Lumberyard Project
New Development
• The Lumberyard affordable housing development project will create a new 100% affordable
neighborhood in Aspen with 277 to 304 new affordable housing units in three four- story buildings,
access roadways and associated landscape and site amenities, including a transit stop and year-round
fare-free transit service to and from downtown Aspen.
• Development of the project is contemplated in four phases, where Phase 0 is planned as demolition,
recycling, access and infrastructure and each of the vertical Phases 1, 2 and 3 correspond to buildings 1, 2
and 3. Phases may be developed independently or simultaneously as resources allow.
• 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.
• The project was conceived based on a years-long community outreach program conducted by the City
and vetted through Aspen City Council.
For more background on this item please see page 21 of the original strategic plan published in 2022.
• 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
• The planned development
documentation is approximately 75%
complete and was recorded March
2024
PROGRESS
• The project team is developing documents for
submittal of a Phase 0 building permit application
and bidding for Phase 0 construction procurement
• Demolition & recycling of existing facilities is
anticipated to begin third quarter 2024, with
construction of infrastructure to follow, and with a
goal of Phase 0 completion by end of 2025
• Staff is developing criteria for a vertical developer
RFQ to be released in early 2024, developer
selection and agreements are anticipated to occur
concurrent with Phase 0 progress
• Development of vertical phases is anticipated to
begin upon completion of Phase 0 construction
NEXT STEPS
ACTION ITEM OWNERS: Chris Everson, Tyler Christoff, Scott Miller
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ACTION 3:
Complete Burlingame Phase 3
New Development
OVERVIEW
• Burlingame Ranch Phase 3 is a 100% affordable neighborhood with 79 new affordable condominium
units in 13 buildings, with associated landscape and infrastructure.
• This is the final condominium phase of Burlingame Ranch, only 2 single family homes remain
undeveloped toward the maximum of 258 units approved for the Burlingame Ranch subdivision
• The project includes 1, 2 and 3-bedroom units in APCHA income Category 2 (23%), Category 3 (32%),
Category 4 (38%) and Category 5 (7%).
For more background on this item please see page 22 of the original strategic plan published in 2022.
• Staff was able to overcome very significant unforeseen
challenges during construction in 2022 and 2023 and
obtained certificates of occupancy by December 2023
• The APCHA lottery process included more than 36
lotteries and spanned three months, with over 330
households submitting over 1,750 individual bids, nearly
75% of which satisfied the Urban Growth Boundary priority
criteria
• With working households moving in each week, the
Burlingame transit route now circulates along the new
Phase 3 roadway and utilizes the new transit stops which
were developed as part of both Phases 2 and 3
• By end of 2023, 34 units were sold, with another 20+ sales
in January 2024.
PROGRESS
• The balance of sales are
anticipated by March 2024
• Homeowner board members
were onboarded to the new
HOA in March 2024.
• A process for amicable
handover of the common
elements to the homeowners
association will be getting
underway
NEXT STEPS
ACTION ITEM OWNERS: Chris Everson, Tyler Christoff, Scott Miller
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ACTION 4:
Summary of Community Development
Policy Recommendations
Policy
OVERVIEW
• The LUC is the mechanism for exacting housing mitigation (units, fees, credits) from residential, lodge,
and commercial development activities. In the GMQS standards, the creation of FTEs from development
activities is the basis for the system of private sector AH development.
• The LUC also sets in place common development standards. While there are already provisions
that have been amended to encourage AH development, more could be done to reduce per unit
development costs.
For more background on this item please see page 23 of the original strategic plan published in 2022.
• In response to the Residential Building Moratorium, passage of Ordinances
13, and 14 in June of 2022 implemented several important policy changes in
support of public and private sector affordable housing development:
- Administrative review path for deed-restricted AH projects that are
otherwise fully compliant with provisions in the Land Use Code. This
improvement streamlines and brings additional certainty to the land
use approval process for affordable projects. This is intended to cut
down review times and reduce associated carrying costs prior to the
construction of a project.
- Opportunities for the development of deed-restricted tri-plex and
four-plex developments in zone districts that were previously limited to
single-family and duplex units. Projects of this kind would be limited to
the previously established dimensional limitations of the zone district but
would allow additional density in support of AH.
- Removal of intended and unintended limitations on AH development
across most of the zone districts in the city. These changes did not amend
dimensional limitations but are consistent with clearly stated community
desires that AH is possible across Aspen.
- Increased affordable housing mitigation requirements in the development
and redevelopment of market-rate single-family and duplex units.
Including areas in basements and garages in the calculation of mitigation
and removing the credit for existing floor area in redevelopment scenarios
translates to a mitigation requirement more reflective of employee
generation impacts.
- Increases to affordable housing Fee-in-Lieu. Using a code-prescribed
process, the Fee-in-Lieu was increased by nearly 8.5% after the adoption
of the 2021 Phase II study reflecting a national construction cost index
published by the Engineering News Record. Council adopted an
additional 3.9% increase February of 2024. These increases will translate
into additional revenue from projects that are able to mitigate with Fee-in-
Lieu and will influence values in the market for Certificates of Affordable
Housing Credit.
PROGRESS
• Staff is continuing to evaluate
the effect of the new policies
implemented by Ordinances 13
and 14.
• Community Development
is evaluating tactics within
the building permit review
process to consider time and
cost considerations in AH
development. This may involve
proposals for alternative review
processes and permit fee
reductions.
• One topic that staff considered
but did not pursue in the
moratorium response, was
a proposal for additional
dimensional flexibility (height,
floor area) in support of
affordable housing. With
Council direction, staff could
evaluate and potentially
propose zoning changes
in certain zone districts to
enhance opportunities for AH.
NEXT STEPS
ACTION ITEM OWNERS: Ben Anderson, Haley Hart
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ACTION 5:
Certificates of Affordable Housing
Credits Program Enhancements
Policy
OVERVIEW
• Established over ten years ago, the Certificates of Affordable Housing Credits program has been
effective in encouraging private sector affordable housing development and in the conversion of
market-rate multi-family housing into deed-restricted units. However, the program needs improvement
as market conditions have changed. Minor changes to the program were made in a code amendment
process in 2021 and Ordinance 13 created an administrative review path for the issuance of AH Credits.
These changes, while important, are minimal and will not likely shift the underlying issues with the
program. Much more is needed if the program is to remain viable and encouraging of additional
affordable housing development.
• As it is included in the Land Use Code, the normal LUC amendment process is required to alter the
program.
For more background on this item please see page 24 of the original strategic plan published in 2022.
• Working with experts from Design Workshop, ComDev staff are currently
studying potential changes to the AH Credits program. We have evaluated
multiple possible code changes in response to issues that have been
identified in interviews and discussion with members of the development
community and those working to finance AH development projects.
Examples of the types of changes that may be proposed:
- Allowing Credits projects to take advantage of other state or
national incentive programs;
- Aligning the value of a credit with the real-world occupancy of an
AH unit;
- Ensuring alignment between the value of a credit and the cost to
build an AH unit;
- Improved tracking of credit market dynamics including sale price
and supply and demand.
- Evaluate the potential for the City to purchase credits.
- Allowing the issuance of AH Credits to the development of
Resident-Occupied units.
- Allowing the issuance of AH Credits to quasi-governmental
organizations or to those in partnership with governments.
- Allowing the issuance of AH Credits to non-profit organizations in
the housing of seasonal program participants.
• While the examples provided above are not exhaustive, they reflect the
type of thinking that staff and the development community are considering
in further encouraging AH development and resolving some of the current
issues within the AH Credits market.
PROGRESS
• A Policy Resolution has
been passed to support
code amendments in
this area. Staff intends
to present a proposed
Ordinance reflecting the
possibilities described
above in Q3 of 2024,
based on staff capacity.
NEXT STEPS
ACTION ITEM OWNERS: Ben Anderson, Haley Hart
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ACTION 6:
Develop Financial Resources for New Construction,
Land Banking, and Other Strategies
Policy
OVERVIEW
• The current cost to develop an affordable housing unit in Aspen is over $1 million a bedroom. Having
the right portfolio of funding sources and funding partners is critical to gain affordable housing units
through development neutral means as well as new development.
For more background on this item please see page 25 of the original strategic plan published in 2022.
• Current Taxes in support of
affordable housing:
- The current tax
collections dedicated to
affordable housing (1.0%
RETT and 25% of 0.45%
sales tax). These sunset
12/31/2040 (Resolution
#81, 2008).
- Sales tax collections have
been relatively stable,
with annual escalation
of about 4-5% per year.
RETT collections are
extremely volatile which
can affect collections.
- Voter approval for no
less than 70% of all
collections from an excise
tax on nightly stays at
short-term rentals (STRs)
commenced May 1, 2023.
• At the March 25th, 2024 Work
Session, Council supported a
ballot question in November
2024 to extend the sunset dates
of RETT and dedicated sales tax
for housing.
PROGRESS
• Continue to evaluate financial sources and continue seeking out other
funding opportunities such as grants. Possibility to collaborate with
other jurisdictions to further a regional tax to support greater housing
preservation and development.
• Debt Obligation Options - Types of debt issuance possible depend on
project:
- General Obligation debt – full faith and credit of the City would
back this issuance, but then would require voter approval. Will
ensure best borrowing rate possible. This could allow for an
ownership type product to be produced and sold and would
allow for some immediate payback into the fund when units are
sold.
- Tax Revenue Bonds – This would again require voter approval
and would be limited in the size of the issuance to the pledged
resources (tax collections generated by the sales or RETT taxes)
to meet annual repayment terms. Best leveraged in conjunction
with extension of existing taxes noted above, to maximize the
duration for the payback term.
- Certificates of Participation (COPs) can be issued if willing to
pledge a city owned asset of equal value (either can be the
project itself or another asset(s)) – if it were the project, it would
then mean the project would be rental units. This would likely
yield a borrowing rate that is one notch below the best rate the
City could achieve under a General Obligation type issuance.
- Debt issuance does not create new resources but rather just
changes the availability of resources to achieve goals sooner
(pledges future resources today and therefore not available in
the future).
• Debt is best for creating or acquiring new assets. It is not as good an
option for preservation of deed restrictions (but is possible).
NEXT STEPS
ACTION ITEM OWNER: Pete Strecker
146
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ACTION 7:
Incentivize voluntary rightsizing to recapture & utilize
unused bedrooms in the existing inventory
Development Neutral
OVERVIEW
• According to 2021 Affidavit data, there around 400 underutilized bedrooms in the APCHA ownership
inventory. Rightsizing would allow owners or tenants with spare bedrooms to move to a smaller unit and
reallocate bedrooms. Rightsizing is a lower cost option than developing new unit. This program option
saves resources such as development dollars, staff time and the environmental impact of construction.
Due to low initial uptake in the program, it will be necessary to further explore program and incentive
options to encourage voluntary rightsizing.
• Rightsizing is a program in the APCHA Regulations. Changes to this program would be administered by
the APCHA Board.
For more background on this item please see page 26 of the original strategic plan published in 2022.
• In September 2022, APCHA surveyed to APCHA
owners to measure potential interest in participating in
a rightsizing program. 19% of 3- and 4- bedroom owners
expressed interest in rightsizing.
• APCHA staff, with Board approval, implemented a
rightsizing pilot program in Spring of 2023, allowing for
five voluntary rightsizing swaps. One successful swap has
occurred as of April 2024.
- A change to occupancy requirements to the pilot
program has been suggested in an attempt to
encourage more successful swaps.
• A rightsizing priority was implemented in the Burlingame
III Lottery. One individual has taken advantage of this
priority.
• Research is currently underway to understand if there is a
viable methodology for providing rightsizing incentives for
rightsizing and/or buyouts. Case studies are being tested
against APCHA’s deed restrictions and regulations to
identify one or more methods that can legally comply.
PROGRESS
• Staff will continue evaluating
the pilot program and
recommending changes to
the rightsizing regulations
to incentivize voluntary
rightsizing trades.
• Staff will continue to
investigate and research other
possible programs to continue
to incentivize voluntary
rightsizing or moves.
NEXT STEPS
ACTION ITEM OWNERS: Matthew Gillen, Bethany Spitz, Cindy Christensen
147
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20
ACTION 8:
Partnerships
New Development
OVERVIEW
• Partnerships for Affordable Housing are an opportunity for the City of Aspen to leverage its resources
to develop, purchase, or operate more housing units than it might when the city acts as the sole source
of capital for development of housing units.
• Partnerships for Affordable Housing typically fall into three categories, (1) between one or more
governmental jurisdictions, (2) between a government and a non-profit, and (3) between a government
and private sector organizations.
For more background on this item please see page 27 of the original strategic plan published in 2022.
• The City of Aspen has entered into a conceptual
agreement with several other local employers to
explore development of Affordable Housing at the
property known as the Forest Service Lot, located at
Hallam Street and 7th Street. Details of this agreement
are still being negotiated.
- The most likely outcome is a partnership
between several governmental jurisdictions,
producing a significant number of housing units
for each of the partners.
- The current partners are studying construction
costs and potential density to determine
participation level for their organization.
• The City of Aspen is always looking for partnership
opportunities. Since 2022, the city has engaged in
conversations with several private developers, property
owners, and governmental jurisdictions. Confidentiality
is important to all parties until agreements are close to
becoming reality.
PROGRESS
• Negotiations for the Forest
Service Lot are continuing; we
are hopeful that an agreement
beneficial to all parties can be
reached. Partners need to make
decisions about cost, density,
and risk.
• Staff continue to look for
additional partnerships as they
present themselves.
• As staff evaluate programs
outlined throughout this Plan,
the feasibility and applicability to
partner with other local entities
will be considered, including
partnerships in the private,
public, and non-profit sector.
NEXT STEPS
ACTION ITEM OWNERS: Scott Miller, Tyler Christoff, Jenn Ooton
148
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ACTION 9:
APCHA Compliance Actions
Compliance &
Sustainability
OVERVIEW
• APCHA has a compliance program to ensure affordable housing units are housing people who qualify
with APCHA’s rules and regulations, as created by APCHA’s Board of Directors. Concurrently, APCHA
fully supports keeping qualified people in their units.
• APCHA’s compliance process starts with qualifications. APCHA is continually seeking to improve
performance to ensure that qualified buyers and renters receive all due consideration during the
qualification process, and that unqualified applicants do not proceed in the process and are clearly and
transparently informed. Similarly, APCHA residents must comply with APCHA regulations, including but
not limited to, residency and work qualifications. It is APCHA’s responsibility to the Aspen community to
resolve noncompliance fairly and swiftly.
For more background on this item please see page 28 of the original strategic plan published in 2022.
• In 2023, APCHA hired a Compliance Officer to ensure
compliance remains a program focus.
• APCHA has started a robust auditing program to ensure
the compliance of our owners with the Regulations and
Deed Restrictions.
- As of April 2024, APCHA has completed 121 audits.
Over 95% of random audits have been found in
compliance.
• After finding several APCHA residents were likely in
violation of APCHA regulations, APCHA staff referred
those findings to the APCHA Hearing Officer.
PROGRESS
• Continue to ensure
compliance with APCHA
requirements through audits
and investigations.
• APCHA continues to try new
ways to educate our Owners
and Renters.
• APCHA staff continue to
make recommendations to the
APCHA Regulations to ensure
that our Regulations remain
current.
NEXT STEPS
ACTION ITEM OWNERS: Matthew Gillen, Bethany Spitz
149
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ACTION 10:
Potential APCHA Policy Actions to
increase number of available units
Policy
OVERVIEW
• APCHA is responsible for maximizing value to the community and efficiency and impact of APCHA
housing. A simple measure of that impact is ensuring that APCHA houses the maximum number of
individuals possible in the available housing units. Such a simple measure however, does not take into
account the wishes, goals and needs of APCHA residents, for whose benefit APCHA properties were
constructed. People’s needs and desires change over the years, thus APCHA must seek voluntary,
flexible, incentivized programs to maximize occupancy in APCHA units.
For more background on this item please see page 29 of the original strategic plan published in 2022.
• APCHA has hired a Compliance Officer to ensure
that compliance remains a focus of the program
and our units are being occupied by individuals
that continue to meet the requirements of the
program. Since 2022 only a few units have been
made available to qualified renters/owners,
however community awareness of compliance cases
discourages other possible violators.
• APCHA implemented a voluntary rightsizing trade
program; initial success has been limited and a
slower uptake than anticipated.
• In November 2021, APCHA lowered the maximum
age of dependent from 24 to 19 in employee housing
regulations to free up space previously used by adult
dependents.
PROGRESS
• APCHA is committed to
continuing to build on our
auditing program’s success and
following up on every complaint
made to ensure compliance.
• APCHA staff and Board will
make suggested changes to the
rightsizing program if necessary
to increase its participation.
• APCHA continues to leverage
HomeTrek data when possible to
make informed decisions about
regulation and policy updates.
• APCHA staff suggest regulation
changes to the APCHA Board
on an ongoing basis to ensure
that the program is continuously
being improved upon and up to
date.
NEXT STEPS
ACTION ITEM OWNERS: Matthew Gillen, Bethany Spitz, Cindy Christensen
150
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ACTION 11:
APCHA Policy Actions to improve the sustainability of
the APCHA deed restricted housing
Compliance &
Sustainability
OVERVIEW
• With affordable housing in the Aspen area in such short supply, APCHA has a responsibility to obtain
maximum impact and value from existing APCHA housing stock, while also protecting residents’ rights
and benefit under APCHA regulations. Part of this effort is maintaining the sustainability and lifespan
of APCHA housing stock. Each APCHA housing unit will have an extended lifespan which reduces the
need for a new unit.
For more background on this item please see page 30 of the original strategic plan published in 2022.
• Essential Repair Pilot Grant Program: In Fall 2023,
APCHA opened applications for Category 1-4 owners to
apply for essential home repairs grants of up to $10,000.
The City and County jointly funded the program
with $200,000 from each entity. As of April 2024, the
program has received 76 applications, approved 43, and
released 15 grants.
• Home Inspection Program prior to Resale: In January
2022, APCHA fully implemented a home inspection
program to improve transparency as buyers and sellers
negotiate to ensure each home is acceptable or in good
condition to purchase. APCHA pays for an inspection
prior to the property being listed with APCHA.
• Mobile Home Pilot Program: Based on community
feedback, the APCHA Board decided not to move
forward with the proposed Mobile Home Pilot Program.
Since then, APCHA has purchased two mobile homes at
Woody Creek which will be replaced then sold back into
the APCHA inventory.
• Additional Ten Percent Capital Improvement Cap:
APCHA has an updated deed restriction which
current owners are allowed to sign which allows for
capital improvements above the ten percent cap for
approved energy and water efficiency and life/safety
improvements.
• Hire Contract Grant Writer: APCHA was unable to find
and hire a contract grant writer and has decided to take
down the position.
PROGRESS
• Repairing Foreclosed Homes: APCHA
staff will continue to take opportunities
to intervene on a foreclosure, repair,
and resell into the APCHA inventory
as they come up. APCHA staff are also
purchasing a unit at Burlingame I to repair
and resell and have purchased two Woody
Creek units to scrape and replace.
• Additional 10% Capital Improvement
Cap: APCHA staff will continue outreach
to owners to encourage them to go under
the new deed restriction.
• Essential Repair Pilot Grant Program:
APCHA will continue to accept grant
applications until funds are depleted.
Upon completion of the program, staff
will present the program evaluation
to the APCHA Board to assess the
program successes, shortfalls, and
recommendations. From there, the Board
will decide whether to continue the
program and if so, updates to the program
to make it more successful in serving
our community and the deed restricted
housing sustainability goals.
NEXT STEPS
ACTION ITEM OWNERS: Matthew Gillen, Bethany Spitz, Cindy Christensen, Liz Axberg
151
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ACTION 12:
Additional Development Neutral Program Elements
Development Neutral
OVERVIEW
• “Development Neutral” is a term that has meant different things to members of the public, city staff,
and City Council. To staff at this moment in time, it means the creation of new units within existing
AH developments, the redevelopment of an existing AH development, or making permanent expiring
deed-restrictions through creative application of existing policies, development review processes, and
incentives.
• For many in the community, “buy-downs”, or the conversion of market-rate to deed-restricted AH units
is the most commonly understood mechanism that would allow for development neutral creation of new
AH units. In the initial Strategic Plan, staff did not recommend buy downs as a primary action item. Since
that time staff has reconsidered the recommendation against buy-downs, as can be seen later in this
updated plan.
For more background on this item please see page 31 of the original strategic plan published in 2022.
• In a previous version of this Strategic
Plan, Development Neutral also included
discussion of program elements that
contemplated new policies within the LUC or
new revenue streams in support of AH that
did not rely on new growth. Since then, the
City has passed a dedicated tax on short-
term rentals (STR) that directly benefits AH
development and the Real Estate Transfer
Tax (RETT) continues to provide the bulk of
revenue to the City’s 150 Fund. In this action
item it is recommended that staff continue to
evaluate the revenue generated by the STR
tax and that staff actively works to continue
the RETT beyond its current expiration
timeline.
PROGRESS
• Specific actions that could be taken in
support of this element:
- Continued evaluation of the STR tax
and benefits to the AH program
- Process to extend the RETT beyond
current expiration timeline
- Creative use of the Planned
Development to encourage
redevelopment of aging AH
properties and in the conversion
or expiring deed restrictions into
permanently affordable projects.
- The use of public-private
partnerships in AH redevelopment
scenarios
- LUC amendments that could further
incentivize AH redevelopment
scenarios – including flexibility
and creativity with the AH Credits
program.
NEXT STEPS
ACTION ITEM OWNER: Ben Anderson
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ACTION 13:
Land Banking
New Development
OVERVIEW
• Land Banking is the process of acquiring and holding land for future development, re-development, or
land trade. Success requires cohesive partnerships among a variety of stakeholders, funding partners,
and all levels of government, as well as confidentiality.
For more background on this item please see page 32 of the original strategic plan published in 2022.
• Over the years, the City of Aspen
has purchased several properties for
Affordable Housing development. All but
one, the Lumberyard property, has been
successfully developed. The Lumberyard
property has been designed to 100%
Schematic Design and is near the end of
the Planning & Zoning review process.
• Staff has brought opportunities to
Council as they come up. The specifics
cannot be discussed since these
discussions happen in Executive Session.
• Due to the nature of property acquisition
in the public sector, specific properties
cannot be mentioned. Infill development
alone cannot address mounting
affordable housing demands. City
Council’s policy direction regarding land
acquisition is to consider any and all
acquisitions, including partnerships.
PROGRESS
• Staff continue to search real estate, whether
listed for sale or not, for land banking
potential.
• Continue exploring other possible actions
1. Continue to seek appropriate land for
land-banking.
2. Consider an incentive program for sellers
3. Consider creating or enabling fast-track
for Council approval of potential contract
to buy when needed.
4. Consider purchase of parcels discussed
with Council in executive session.
Consider a means of public discussion for
potential conversion of other City assets.
5. Explore the creation of a program where
the City or County would provide a tax
benefit, payment or life-estate planning or
other financial incentive to a free-market
homeowner to include their property in
the City/County’s land banking for future
affordable housing (AACP Appendix: III.2).
NEXT STEPS
ACTION ITEM OWNERS: Scott Miller, Tyler Christoff
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ACTION 14:
Regional Collaboration
OVERVIEW
• The City of Aspen is one of seven governmental entities and two organizations that make up the West
Mountain Regional Housing Coalition (WMRHC), which was formed in 2022 as a regional nonprofit
to focus on preserving existing affordable housing and supporting local workforce housing through
championing development-neutral programs. The WMR Housing Coalition officially received tax
exempt, Colorado 501(c)(3) nonprofit status during the summer of 2022. The Assistant City Manager
works closely with the Coalition and is the board representative for the City of Aspen. The City’s Senior
Special Projects Manager was one of the founding members of the West Mountain Regional Housing
Coalition and now acts as the alternate board representative for the City of Aspen.
• Outside of the West Mountain Regional Housing Coalition, the City also regularly collaborates with
other local governments in the Roaring Fork Valley on affordable housing topics.
For more background on this item please see page 33 of the original strategic plan published in 2022.
• Accomplishments of the Coalition to date include receiving a $50,000 DOLA
Admin grant to support strategic planning, a $100,000 IHOP grant to support
policy and code studies, and a $25,000 CHFA grant to support equitable
outreach. The WMR Housing Coalition contracted Willaford LLC to conduct a
region-wide code and policy scan completed in late 2023. This scan compiled
codes and regulations across the valley to see where we need more alignment.
• The nonprofit is developing three pilot programs: a valley-wide ownership deed
restriction purchase program, a rental funds support program, and a bedroom
incentive program. The rental funds program and deed restriction purchase
program details have both been outlined. The the coalition plans to launch the
deed restriction purchase program to convert open-market housing into deed-
restricted housing in 2024. City Council has budgeted $450,000 in the 2024
budget for this project and is anticipating a presentation on the final program
details. To date, several Valley elected bodies have voted to provide funding in
2024 to the Buy Down program.
• The City hosted a full day joint Housing Meeting in July 2024. The City Council
and BOCC requested two actions as a result of that meeting: 1) The creation of
elected-official led work sessions on APCHA Board policy items; and 2) Closer
collaboration between City and County staff on affordable housing topics.
• Since the joint meeting, both City and County elected bodies have hosted work
sessions to discuss APCHA policies;
• In February 2024, City and County discussed specific APCHA policy
topics at their Joint Work Session; and
• The City’s Housing Policy Analyst and Assistant City Manager now
meet monthly with Pitkin County’s Deputy County Manager and their
Resiliency and Housing Director.
PROGRESS
• The West Mountain
Regional Housing
Coalition is continuing
to take steps to build
funding support. This
includes recently
submitting a $3 million
request to the AHIIF23
ARPA Loan and Grant
Program to support a Buy
Down program.
• Staff continue to attend
WMR Housing Coalition
board meetings and
represent the City of
Aspen.
NEXT STEPS
ACTION ITEM OWNERS: Diane Foster, Jenn Ooton, Liz Axberg
Development Neutral
154
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ACTION 15:
Community Land Trusts
OVERVIEW
• The City of Aspen was awarded a grant for $135,000 from the Colorado Department of Local Affairs
(DOLA) Strong Communities Planning Grant Program in December of 2023. The grant will support
the city’s efforts to examine the feasibility of developing a Community Land Trust (CLT) as part of its
ongoing commitment to affordable housing and creation of incentives to support such programs.
• A CLT is a non-profit, independent organization that acquires property in support of community needs
like affordable housing or commercial space. The city intends the CLT to be a city-wide program
with the acknowledgment that it will eventually become a 501(c)(3) and maintain its own group of
stakeholders and governing board. CLTs have been successfully established across the United States
and in other Colorado communities.
• The $135,000 grant funds, with
a $15,000 match - $7,500 from
Community Development’s Long Range
Planning budget and $7,500 from
Assets 150 Fund, will be dedicated
to hiring consultants who will play a
crucial role in conducting the feasibility
study, assessing the relationship
between APCHA and a possible CLT,
facilitating community conversations,
and developing the CLT structure and
bylaws. The city aims to leverage their
expertise to guide discussions, aligning
with the Grounded Solutions Network’s
principles and mechanisms for CLT
development.
• The RFP to hire the CLT consultant was
posted in April 2024.
PROGRESS
• The RFP closes in June 2024 and the
consultant will begin work by the end of
summer 2024.
• Through the project, the consultant will
complete a feasibility study and community
conversations by the winter of 2024/2025.
In 2025, the consultant will set-up the
organizational framework and structure of
the CLT.
• If a CLT is determined feasible upon
completion of the consultant’s work, City
staff will continue work to launch the non-
profit. At this point, the organization would
receive 501(c)(3) status and be governed by
an outside Board.
NEXT STEPS
ACTION ITEM OWNERS: Haley Hart, Liz Axberg, Ben Anderson
Policy
155
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ACTION 16:
Deed Restriction Purchase Program
OVERVIEW
• In a deed restriction purchase program, the City would contribute funds at closing towards the purchase
of a deed restriction on the property. This brings down the total amount required from the buyer and
bridges the gap between what is available on the market and what is affordable.
• On page 34 of the original 2022-26 Affordable Housing Strategic Plan, the Vail InDeed Model and Buy
downs were identified as strategies that the City of Aspen would not pursue.
• Since then, conversations with other cities and housing authorities have provided insight into how this
type of program could benefit the Aspen workforce and community.
• Staff are early in the process of outlining program possibilities and will be developing use cases for
Council consideration.
• The West Mountain Regional Housing is
aiming to pilot a Deed Restriction Purchase
Program & Ownership Buy Down Program.
There will be an opportunity for the City
of Aspen to participate in this program
financially which would support members
City of Aspen workforce purchasing a home
in the valley. See more on this is the Regional
Collaboration action item.
PROGRESS
• The City will have the opportunity to
participate in and partially fund the
WMRHC’s deed restriction purchase
program.
• Staff are exploring other ways the City
could implement a deed restriction
purchase program and how these
programs function within similar cities.
NEXT STEPS
ACTION ITEM OWNERS: Diane Foster, Liz Axberg
Development Neutral
156
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2022-2028 — Affordable Housing Strategic Plan
29
ACTION 17:
APCHA Policy Actions to improve the
sustainability of HOA Capital Reserves
OVERVIEW
• In 2011, APCHA partners with multifamily, deed restricted HOAs to conduct capital reserve studies. Data
from these studies, made it clear that most HOAs under the APCHA regulations were under capital
reserve deficits which would make it difficult for these HOAs to maintain their properties long-term.
• In 2023, Council identified “Assisting homeowners’ associations’ evaluation of their capital maintenance
and planning and capital reserves” as an objective within their affordable housing goal.
• This action item was previously encompassed by the “APCHA Actions to improve the sustainability
housing inventory” action item, but with the work being done in this area and it being highlighted in
Council goals, it became its own action item.
• In Fall 2023, APCHA published an RFP
to hire a firm to partner with HOAs
under the APCHA regulations and
conduct capital reserve studies and
create capital reserve maintenance
plans.
• As of April 2024, over 30 deed restricted
HOAs have signed-up to participate in
the capital reserve studies.
• In 2023, 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.
PROGRESS
• Staff expect the studies to be complete
in 2024. 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.
• Along with this, in 2024, APCHA
requested a new Outreach and Project
Coordinator position. This position
will work directly with HOAs to
provide resources and establish more
communication between their boards
and APCHA. Interviews are underway
for the position.
NEXT STEPS
ACTION ITEM OWNERS: Matthew Gillen, Liz Axberg, Bethany Spitz, Cindy Christensen
Compliance &
Sustainability
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An outcome of the 2023 City Council Retreat, City Council adopted an Affordable Housing Goal. This Affordable Housing
Goal reads as follows:
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:
• Implementing the Affordable Housing Strategic Plan;
• Completing Council-directed affordable housing development projects;
• Continuing to seek additional affordable housing, and development-neutral opportunities, including optimizing
existing housing stock;
• Prioritizing and financing continued development and maintenance of affordable housing to better serve the
community and the workforce;
• Supporting continuous improvement with the APCHA program, including ensuring adequate resources; and
• Assisting homeowners’ associations’ evaluation of their capital maintenance planning and capital reserves.
Since August 2021, City Council has been presented with regular updates to the 2022-26 Affordable Housing Strategic Plan,
Council’s Affordable Housing Goal and specific action items within the Plan.
Departments across the City are responsible for delivering on the Council Housing Goal including the Capital Asset
Department, Community Development, Housing/APCHA, and the City Manager’s Office. This Plan is a living document
whose contents will continue to be updated as needed.
That being said, staff plan to do an annual review of overall progress in conjunction with Council’s affordable housing goal
and make whatever modifications are necessary to the plan at that time.
REVIEW PROCESS
APPENDIX A:
HOUSING CHAPTER OF
ASPEN AREA COMMUNITY PLAN
158
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APPENDIX A:
HOUSING CHAPTER OF
ASPEN AREA COMMUNITY PLAN
159
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2022-2028 — Affordable Housing Strategic Plan
32
38
2012 Aspen Area Community Plan
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Vision
We believe that a strong and diverse year-round community and a
viable and healthy local workforce are fundamental cornerstones for
the sustainability of the Aspen Area community.
Philosophy
We are committed to providing affordable housing because it supports:
A stable community that is invested in the present and future of
the Aspen Area.
A reliable workforce, also resulting in greater economic
sustainability.
Opportunities for people to live in close proximity to where they
work.
A reduction in adverse transportation impacts.
Improved environmental sustainability.
A reduction in downvalley growth pressures.
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and recreation programs.
A better visitor experience, including an appreciation of our
genuine, lights-on community.
A healthy mix of people, including singles, families and seniors.
Many of the philosophical statements in the 2000 AACP still ring true
today:
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Living in affordable housing is not a right or a guarantee, but a
privilege, carrying with it responsibilities to future generations, such as
long-term maintenance and regulatory compliance.
The creation of affordable housing is the responsibility of our entire
community, not just government. We should continue to explore
methods that spread accountability and responsibility to the private
sector, local taxing districts and others.
We continue to support the following statements from the 1993
and 2000 AACP: ³+RXVLQJVKRXOGEHFRPSDWLEOHZLWKWKHVFDOHDQG
FKDUDFWHURIWKHFRPPXQLW\DQGVKRXOGHPSKDVL]HTXDOLW\FRQVWUXFWLRQ
DQGGHVLJQHYHQLIWKDWHPSKDVLVLQFUHDVHV>LQLWLDO@FRVWVDQGOHVVHQV
SURGXFWLRQ>ZLWKLQUHDVRQ@´At the same time, new construction
should emphasize the use of durable and renewable materials in order
to improve our environmental stewardship.
We should demonstrate our commitment to future generations by
providing educational outreach regarding long-term maintenance
and regulatory compliance by adopting a strategic plan for long-term
maintenance of publicly-owned rental properties, and for handling
“unique” properties, such as those with a sunset on deed restrictions.
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+RXVLQJ
At the same time, we need a new focus on the issues surrounding
retirement in affordable housing, as we are on the brink of a rising
retiree demographic. In addition, we should continue to provide
housing that accommodates the needs of people with disabilities.
The provision of affordable housing remains important due to several
factors, including the continued conversion of locally-owned homes to
second homes, a trend of a more costly down-valley housing market
and the upcoming trend towards retirement in affordable housing.
With limited vacant land in the Aspen Area and limited public funds, we
cannot build our way out of this challenge.
Our affordable housing program is continually encountering new
crossroads that demand creative thinking, understanding and
thoughtful action.
What’s Changed Since 2000
Since the adoption of the 2000 AACP, a total of 652 new affordable
housing units have been constructed, with another 181 approved but
not yet built. By any measure, these are impressive accomplishments,
but various relevant trends have continued to challenge the goal of
establishing and maintaining a “critical mass” of working residents, as
stated in the 2000 AACP.
While the ratio of local workers living in affordable housing units
increased from 25% to 32% from 2000 to 2008, the ratio of local
workers living in free market homes dropped from 22% to 13%, the
result of continued conversion of locally-owned free market homes to
second homes.
At the same time, the economic boom period of 2004 to 2007 saw a
dramatic increase in the cost of downvalley land and homes, reducing
RSSRUWXQLWLHVIRU$VSHQZRUNHUVWR¿QGIUHHPDUNHWRZQHUVKLSRSWLRQV
in the valley. While the recession has rolled back prices, this plan must
assume that the economy will experience another period of prosperity
during the life of the plan. In addition, the number of retirees in deed-
restricted housing is estimated to jump from approximately 310 today
to more than 800 in 2021.
The 2007 Housing Summit considered all these factors and more. The
primary outcome of the Summit was to encourage additional “land-
banking,” which ultimately resulted in the purchase of the BMC West
property, a parcel at 488 Castle Creek Road and others. The 2008
Affordable Housing Plan evaluated 15 potential sites for affordable
housing units, identifying a range of up to 685 possible housing units.
Aspen Area Housing
History
In the early 1970’s free-
market housing that had
primarily housed local
employees was being
demolished and redeveloped
as second homes. By
1974, the City and County
began addressing this trend
by establishing separate
affordable housing programs
and 14 years later formed
the joint Aspen/Pitkin County
Housing Authority (APCHA).
APCHA is currently funded
through a City of Aspen sales
tax and a Real Estate Transfer
Tax (RETT).
The State enacted legislation
in 2001 granting Housing
Authorities across the state
VSHFL¿FSRZHUVWRUDLVH
revenue through sales taxes,
use taxes, an ad valorem
(property) tax, and/or a
development impact fee. To
date, APCHA has not pursued
these revenue sources. The
City of Aspen has a housing
sales tax, and both the City of
Aspen and Pitkin County have
Housing Mitigation fees.
APCHA operates under the 4th
Amended Intergovernmental
Agreement between the
City of Aspen and Pitkin
County. This agreement has
eliminated APCHA’s role as an
active developer of workforce
KRXVLQJ WKDWUROHKDVEHHQ
assumed by the City of Aspen.
Currently, APCHA is principally
LQYROYHGLQWKHTXDOL¿FDWLRQ
sales, and enforcement of
the housing program and is
involved in the oversight of
over 2,800 units of deed-
restricted housing. The
APCHA Board of Directors
alone, or in concert with
other entities, suggests new
policy, programmatic changes,
and legislation, or makes
recommendations, as required
by the City, County or State.
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34
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2012 Aspen Area Community Plan
+RXVLQJ
What’s New in the 2012 AACP
Linkages
The creation of Affordable housing can help reduce pressures on the
valley-wide transportation system by providing housing opportunities
for our local workforce in the Aspen Area, while reducing air quality
impacts associated with a commuting workforce. Affordable housing
is also critical to a viable economy, and helps to ensure a vital,
demographically diverse year-round community. At the same time,
limited opportunities and funds mean we cannot build our way
out of the housing problem, and we recognize that new affordable
housing includes infrastructure costs ranging from transportation
to government services, schools and other basic needs. Controlling
growth and job generation can reduce the pressure to provide
affordable housing.
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Transportation
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Character
The re-use of philosophical language from past community plans is
due largely to the long-term support in the Aspen Area for affordable
housing as a critical tool to maintain a strong year-round community.
Some shifts in policy direction for the 2012 AACP can be attributed to
the long-term growth and maturation of the housing program, bringing
greater awareness of the need for long-term capital reserves and
maintenance for individually-owned and rental properties, as well as
publicly-owned rental properties.
Another difference in the 2012 AACP is the decision not to establish a
VSHFL¿FQXPEHURIKRXVLQJXQLWVWREHGHYHORSHGGXULQJWKH\HDU
life of the plan. This should not be perceived as a wavering of support
for affordable housing units. The plan calls for exploring the potential
RIDQHZKRXVLQJXQLWJRDOEXWVSHFL¿FUHVHDUFKRQWKLVWRSLF ZDV QRW
conducted as part of this plan.
This plan focuses on the ongoing challenges of establishing and
maintaining a “critical mass” of working residents. The policies outlined
in the Housing chapter and related housing mitigation policies in the
Managing Growth for Community & Economic Sustainability chapter
are intended to meet these challenges as the community continues to
provide affordable housing.
At the same time, the 2012 AACP calls for further research on the
physical limits to development in the form of ultimate build-out,
projected future impacts related to job generation, demographic
trends, the conversion of local free market homes and other factors.
This kind of statistical analysis will help inform future decision-making
and goal-setting in a more meaningful way.
Instead, this plan emphasizes the need to spread accountability
and responsibility for providing affordable housing units beyond
the City and County governmental structures, and continuing to
pursue affordable housing projects on available public land through a
transparent and accountable public process.
While past plans have supported “buy-down” alternatives, there has
been little comprehensive effort in this regard. A “buy-down” program
may be an expensive proposition, but this plan calls for exploring it
PRUHWKRURXJKO\7KHLGHDLVWR¿QDOO\GHWHUPLQHLIWKHFRPPXQLW\LV
willing to pay the price for providing long-term affordable housing by
converting existing free market homes, and or affordable housing,
rather than building new homes.
On the Horizon
As the community continues
to provide affordable housing,
it is important to recognize
and understand future
challenges.
We must continue to track
changes to the Colorado
Common Interest Ownership
Act (CCIOA) and update our
housing policies on a timely
basis.
APCHA should vigorously
promote adoption of CCIOA
by existing associations, and
require new associations to
adopt CCIOA.
Lending practices are
changing, resulting in new and
SRWHQWLDOO\GLI¿FXOW¿QDQFLQJ
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35
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+RXVLQJ
Policy
Categories
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Housing Policies
I. SUSTAINABILITY AND MAINTENANCE
I.1. Affordable housing should have adequate capital reserves for
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I.2. Deed-restricted housing units should be utilized to the maximum
degree possible.
I.3. Deed-restricted housing units should be used and maintained for
as long as possible, while considering functionality and obsolescence.
I.4. Provide educational opportunities to potential and current
homeowners regarding the rights, obligations and responsibilities of
home ownership.
I.5. Emphasize the use of durable and environmentally responsible
materials, while recognizing the realistic lifecycle of the buildings.
II. PROGRAM IMPROVEMENTS
II.1. The housing inventory should bolster our socioeconomic diversity.
II.2. Affordable housing should be prepared for the growing number of
retiring Aspenites.
II.3. Employers should participate in the creation of seasonal rental
housing.
II.4. Employers who provide housing for their workers through
publicly-owned seasonal rental housing should assume proportionate
responsibility for the maintenance and management of the facility.
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housing inventory.
II.6. Eliminate the Accessory Dwelling Unit (ADU) program, unless
mandatory occupancy is required.
III. FISCAL RESPONSIBILITY
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publicly-funded housing.
III.2. Promote broader support and involvement in the creation of non-
mitigation Affordable housing, including public-private partnerships.
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163
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2012 Aspen Area Community Plan
+RXVLQJ
Policy
Categories
Housing Policies
IV. LAND USE & ZONING
IV.1. Affordable housing should be designed for the highest practical
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IV.2. All affordable housing must be located within the Urban Growth
Boundary.
IV.3. On-site housing mitigation is preferred.
IV.4. Track trends in housing inventory and job generation to better
inform public policy discussions.
IV.5. The design of new affordable housing should optimize density
while demonstrating compatibility with the massing, scale and
character of the neighborhood.
IV.6. The residents of affordable housing and free-market housing
in the same neighborhood should be treated fairly, equally and
consistently with regard to any restrictions or conditions on
development such as parking, pet ownership, etc.
V. HOUSING RULES AND REGULATIONS
V.1. The rules, regulations and penalties of affordable housing should
be clear, understandable and enforceable.
V.2. Ensure effective management of affordable housing assets.
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APPENDIX B:
COMMUNITY AFFORDABLE HOUSING
AND LIVABILITY
164
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37
APPENDIX B:
COMMUNITY AFFORDABLE HOUSING
AND LIVABILITY
165
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2022-2028 — Affordable Housing Strategic Plan
38
CONNECTION TO AACP
Within the introduction of the 2012 Aspen Area Community Plan, two of the stated central themes are “Emphasize the quality and
livability of affordable housing.” and “Provide for a critical mass of year-round residents.”
Within the housing implementation portion of the appendix of the AACP is an implementation step that, in part, states, “Amend the
Housing Guidelines to establish livability standards that promote pride of living in affordable housing.”
And although the AACP also encourages area employers to participate in the creation and maintenance of seasonal rental housing,
the sections shown above, along with many other such statements in the AACP, support the Housing Philosophy stated within the
AACP, which aims to nurture a stable, year-round community, with a reliable workforce with an opportunity to live near where they
work, and with a healthy mix of people, including singles, families and seniors.
LIVABILITY AND COMMUNITY ENGAGEMENT
For public affordable housing developments, the City of Aspen performs typically performs rigorous community engagement, seeking
input from the community at large and neighborhood stakeholder groups. A significant portion of such community engagement is
typically devoted to affordable housing elements related to livability.
At each stage of the design development process, input received from the community engagement process is typically filtered
through Aspen City Council. This often results in a careful balance of various priorities such as livability, quality, neighborhood
impacts and project cost. And there are many more detailed project elements that require balancing as well, such as environmental
sustainability, accessibility, total cost of ownership or tenancy, constructability and more. These topics are interconnected with the
meaning of livability among the Aspen affordable housing community.
LIVABILITY – GENERAL PRINCIPLES
Goals: Housing developments should endeavor to balance the principles of community, livability and quality against impacts such as
unreasonable levels of cost and construction activity intrusion. Housing structures should utilize land as efficiently as possible and
should seek construction efficiencies to levels that do not sacrifice livability beyond levels that are not consistent with these goals.
Architecture should be sensitive to neighborhood context to the extent possible while achieving these goals.
Density: Density should be considered as more than just a number and should consider neighborhood context, available open space,
amenities and other considerations related to community character. Successful housing developments have been created in Aspen
with density ranging from around 7 units per acre up to nearly 80 units per acre.
Quality: Quality construction should be employed to mitigate sound and vibration transmission and to promote energy efficiency. It
is important to people not to feel as densely housed as they actually are, and it is possible to invest in construction quality, up to a
point short of diminishing returns, to make a densely populated facility feel as livable as possible given available resources.
Environmental Sustainability: Environmental sustainability standards which are consistent with community goals should be integral
to the construction quality program. Investments in sustainability measures should be carefully prioritized to be consistent with
housing development goals.
Housing Unit Sizes: Housing for a diverse population of income levels should not discriminate livable space based on incomes.
Creating equitably sized housing units of standardized sizes can create construction efficiencies and increases flexibility to transfer
units among households of different income levels. The Colorado Division of Housing has established “indicators of modest but
decent housing” with suggested sizes of 500 square feet for studio or efficiency units, 700 square feet for one-bedroom units, 900
square feet for two-bedroom units and 1,200 square feet for three-bedroom units.
necessary and where a high level of livability is otherwise demonstrated, with reduction criteria such as significant storage space,
above average natural light, efficient/flexible unit layout, site amenities including parks and open space, and above ground unit
versus below ground units.
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39
The APCHA Affordable Housing Development Policy includes the following Minimum Unit Sizes and defines an “occupancy standard”
based on 400 square feet per “employee”.
Unit Minimum Net Sq Ft Occupancy Standard
Studio 500 1.25
1-Bedroom 700 1.75
2-Bedroom 900 2.25
3-Bedroom 1,200 3.00
In practice, the occupancy standard is less of an actual counting mechanism for occupancy and more of a conversion tool and
general benchmark related to the 400 square feet per “employee” standard.
The APCHA Affordable Housing Development Policy allows for the reduction of unit sizes by up to 20% in cases where both
necessary and where a high level of livability is otherwise demonstrated, with reduction criteria such as significant storage space,
above average natural light, efficient/flexible unit layout, site amenities including parks and open space, and above ground unit
versus below ground units.
Accessibility: Affordable housing facilities should be accessible above and beyond code requirements where possible. Varying
levels of accessible dwelling units include Type A Full Accessibility, Type B Adaptable and Type C Visitable. Type A Full Accessibility
units should be included at or above code minimums, and all other unit should be Type B Adaptable where possible. Townhome units
or units which otherwise include a stairway internal to the unit should be Type C Visitable, and Universal Design should be used in
common area facilities.
Noise and Air Quality: Locations for affordable housing should be sought which have favorable noise and air quality characteristics.
For locations where noise and air quality characteristics are not without flaws, mitigation techniques should be implemented to
reduce adverse impacts to reasonable levels.
Pedestrian Safety and Automobile Circulation: Whenever possible, housing developments should prioritize pedestrian movement
over automobile movement and pedestrian safety over automobile circulation.
Community Open Space: Community open space should be created to maximize the use of available land and should be landscaped
to facilitate peaceful, playful and socially interactive enjoyment with turf or low-grow grasses as well as strategically placed shrubs
and trees to facilitate demarcation of areas and/or privacy where needed. A mix of non-programmed and lightly programmed areas
are encouraged.
Parks and Trails: Parks and trails provide community benefits and should be connected to housing developments where possible.
The use of boulder retaining walls can create material cost efficiencies and can be a contextually sensitive means of retaining earth
as opposed to engineered alternatives.
Parking and Storage: Parking and storage are key attributes that relate to day-to-day interaction with a housing facility. Local
workers may not use their cars every day, but they have a right like everyone else to keep a car in their possession, particularly
because Aspen is a remotely located City. Affordable housing units do not generally afford the amount of space that suburban
living in America generally affords so convenient access to a reasonable amount of storage space is a key attribute to any housing
unit. Parking and storage should be located within reasonable distance to one’s housing. The use of carport structures can be an
equitable means of providing covered parking without a high level of expense and can be used where needed to retain earth or
serve as sound barriers from nearby sources of noise.
Total Cost of Ownership: Total cost of ownership or total rent should be considered in affordable housing designs. The use of
durable assemblies and materials as well as low-maintenance mechanical systems along with operational efficiency considerations
such as ease of snow removal and landscaping can help keep long-term costs down. Thoughtful design for management of snow,
ice, moisture and freeze/thaw conditions can eliminate the need for gutters and downspouts and can help keep maintenance costs
down.
Wildlife: Sensitivity to wildlife and surrounding open areas is extremely important. Trash, recycling and compost staging
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facilities should meet local codes and guidelines related to “wildlife-proof” requirements and recommendations and should otherwise
be consistent with wildlife management practices. Mail and transit stop facilities should attempt to keep people separated from
areas which could potentially attract bears or other wildlife.
Site Lighting & Facilities: Site lighting should provide safety while remaining contextually sensitive and where possible should
employ the use of timers and/or sensors to be as energy efficient as possible. Guide-on principles can be equally safe and less
intrusive than flooding large areas with light. External availability of water and electrical sources are amenities that tenants and/or
homeowners highly appreciate. “Dark skies” and other code-related requirements and recommendations should be rigorously met.
Public Transportation: Access to public transportation is a must. Reduction of daily automobile trips should be encouraged through
availability of convenient, multi-modal transportation alternatives.
LIVABILITY – CHECKLIST
The outline below is a useful inventory of decision points for considering characteristics which affect livability.
Density, Environmental Sustainability, Accessibility
Family oriented vs. non-family oriented
Working vs. retirement orientation
Flats versus multi-level townhomes & accessibility
On-grade access, stairs to get to unit, below-grade, partial below grade units
Ceiling heights greater than 8 feet, 8’-6” to 9’-0 where possible
Minimum bedroom size, 10 feet
Storage
Internal to the unit, Kitchen cabinets, Laundry, Foyer/mud – front and rear, linen closets, oversize bedroom closets (upper
shelves for seasonal storage), Additional unfinished areas, storage closets under stairways
Lockable external storage, enclosed preferred to cages, proximity to unit, outdoor gear storage, bikes, kayaks, skis,
snowboards, fishing, etc.
Trash/recycling/compost & mail facilities
Proximity to units, aesthetics, durability, parcel boxes, wildlife-proofing, separating trash from mail due to wildlife safety,
lighting
Outdoor living
Private outdoor space is preferred by most people, grill, patio, enlarged covered balconies, avoid drip through, snow
barriers/trellis
Parking
Location on site and relationship to pedestrians, streets/alleys
Quantity per unit, per bedroom
Above grade uncovered, above grade covered, lots, street, head-in, parallel, angle, on-site, offsite
Guest / visitor / service usage, loading zone
Accessible parking
Proximity to unit
Dimensions of spaces / access, geometry of getting in and out
Integrated storage with parking
Snow removal, snow storage, haul-off, street clearing, secondary clearing
Public space/recreation
Location, trail, pedestrian access, on-site open site areas, landscape
Flexible use spaces, fencing, demarcation, open
Child safety, dog parks, community gardens, programmed spaces
Access to public transportation
Secure, covered bike storage at transportation nodes
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Noise
Unit-to-unit transmission, wall/wall, floor/ceiling, STC, IIC
Outdoor noise, mitigation, berms, trees, façade
Lighting
Natural light
Indoor lighting
Exterior lighting
Ventilation / heating / cooling
Low voltage & electric - controls, network outlets, electric outlets, cable/satellite, utility usage, lighting, etc.
Laundry in unit versus common, size & fit, maintenance, availability
Heating – type
Heat pumps (cooling?), mini splits, ducted, radiant, baseboard, cove
100% electric where possible
Common vs. in-unit
Hot water heating – common versus in-unit, tank, tankless, efficiency, accessible location, floor drain
Solar and PV accessibility/orientation, roof space for p/v, rooftop decks
Pets, service animals, emotional support animals, cleanup, bags, dna testing
Landscaping
Turf, native grasses, low-grow, low water
Upkeep, Irrigation
Hose bibs
Community gardens
Stormwater, raingardens
Kitchen
Single, double sinks
Electric appliances, refrigerator, dishwasher, disposal, range type, microwave, range hood externally vented
Solid countertops, island or space for dining table
Trash, recycling, compost
Storage, cabinets, soffits, natural light/windows
Bathrooms
Quantity per unit
Lighting
Tubs, showers, toilets
Storage
Ventilation
Finishes, durability, aesthetics
Sinks, single vs. double, fixture counts, types
Maintenance
Access to HVAC equipment, accessible filter locations, spare filters
Appliances, Floor coverings
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42
NOTES
170
www.aspen.gov // 427 Rio Grande Place, Aspen, CO 81611
171
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
172
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
173
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.
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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
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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.
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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
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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.
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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
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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
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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.
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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.
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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.
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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.
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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
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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%
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ASPEN
General Elections 2016, 2018, 2020, and/or 2022
Voted in 0 or 1 Voted in 2, 3 or 4
Ag
e
R
a
n
g
e
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
Ag
e
R
a
n
g
e
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
Ag
e
R
a
n
g
e
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
Ag
e
R
a
n
g
e
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
Ag
e
R
a
n
g
e
18 - 34 502 16%
34 - 44 541 17%
45 - 54 653 20%
55 - 64 652 20%
65+ 865 27%
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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%
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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.
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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.
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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
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