HomeMy WebLinkAboutagenda.council.worksession.20260713AGENDA
CITY COUNCIL WORK SESSION
July 13, 2026
4:00 PM, City Council Chambers
427 Rio Grande Place, Aspen
I.Work Session
I.A Financial Update and 2027 Budget Assumptions
I.B
Aspen Sustainability Action Plan Progress Update and Next Steps
II.Council questions and comments related to items published in the most recent
information update, as needed
Zoom Meeting Instructions
Join from PC, Mac, iPad, or Android:
https://us06web.zoom.us/j/89359392842?
pwd=Ms4KOpoZ5q0Rv4hYAtUDc8qQuAF3YQ.1
Passcode:81611
Join via audio:
+1 346 248 7799
Webinar ID: 893 5939 2842
Passcode: 81611
International numbers available: https://us06web.zoom.us/u/kcISwLaZ00
Competitive_Pay_Study_Info._Council_Work_Session_071326.pdf
07.13.26 Financial Update & Total Comp .pdf
ASAP Progress Update and Next Steps_Council Memo.docx
Attachment A_ 2025 Sustainability Report.pdf
Attachment B_ ASAP 2026.pdf
1
1
STAFF REPORT
TO: Mayor and City Council
FROM: Jessica Roberts, Human Resources Director
THROUGH: Pete Strecker, City Manager; Alissa Farrell, Administrative Services
Director
MEETING DATE: July 13th, 2026
SUBJECT: Information supporting the 2027 competitive pay study
INTENDED OUTCOME: The intention of this memo is to inform Council on the city’s
plan to implement a competitive pay study for 2027. Implementing the study will
enhance the city’s position as a competitive employer, support recruitment and
retention, and reinforce workforce sustainability. A sustainable workforce directly
strengthens the city’s ability to deliver services to the community.
EXECUTIVE SUMMARY: The purpose of this memo is to provide supporting details
related to the 2027 Total Compensation presentation, specific to the competitive pay
study, and the upcoming budget decision process. Information on the Health Fund and
annual increase recommendations can be found in the provided PowerPoint
presentation. Staff would like to know whether Council is generally supportive of moving
forward with the competitive pay study in the budget process.
DISCUSSION:
Background: To assist the city in maintaining a competitive position, Human Resources
and the internal task force worked with an external consultant, Graves Consulting, to
conduct a competitive pay study. Compensation structures must be reviewed at least
annually, given market fluctuations, and it is considered best practice to conduct a
comprehensive study every three to five years. Graves Consulting is a well-established
compensation consulting firm that works with several of our local peer government
organizations.
Why: The study is intended to evaluate the city’s compensation structure against
relevant labor market data, support recruitment and retention, maintain internal equity
and career development, and align compensation decisions with the city’s Total
2
Compensation Philosophy (Attachment A). Using comparable public and private wage
data and salary ranges, Graves Consulting has provided market-leading pay structure
recommendations for 2027. Working with Graves, the city has refined our comparable
organization set (peer group) to help the city understand the cost of labor locally and
regionally. The updated comparable set is below (Attachment B). In addition to using an
external consultant, an internal task force comprised of departmental leadership has
provided key input and review of the study’s process and results. If approved, the city
plans to implement the study in early 2027.
Pay Structure: The proposed pay structure midpoints are increasing by an average of
4%. Graves Consulting and the task force continue to evaluate position placement in
the new structure based on market data and internal equity, this work will continue
through July 2026. The placement of positions in the new structure accounts for the
implementation costs.
Methodology & Findings: Graves Consulting used the market study results to develop
a proposed pay structure that would serve the city throughout 2027. To understand the
methodology and how the data translates into a new pay structure, it is helpful to
understand the midpoint of the salary range. The midpoint of the salary range is a key
target for comparison to market data. The midpoint of a salary range is the value
halfway between the minimum and maximum pay for a job. It typically represents the
“market rate” for a fully proficient employee in the role. To align positions in the
proposed 2027 pay structure, Graves Consulting matched the study market rate to the
nearest midpoint. Keep in mind the study market rate informs the placement of positions
on the pay structure but is not an exact match.
Overall, the findings indicate that the city’s pay varies by position, with some roles
compensated at or above market rates and others below market. For example, the
Heavy Equipment Operator position is currently paid above market. This role is critical
to maintaining the city’s infrastructure and supporting public safety operations, and it is
also subject to a significant labor shortage across Colorado. The city is currently
experiencing this challenge firsthand, with three vacant Heavy Equipment Operator
positions that have proven difficult to fill with ongoing turnover over the past several
years.
Amongst other positions, the city is actively recruiting for a Parking Services
Ambassador, Controller, Chief Information Officer, and a Sr. Project Manager. These
positions are essential to the delivery of city services, and have been increasingly
challenging to fill. The city has gone through several recruitment cycles for both the
Controller and Sr. Project Manager. Unfilled vacancies for these critical positions place
increased burden on existing staff and put current key projects and work at risk.
Continuing a market-leading strategy is essential for difficult to fill positions.
Implementation & Organization Information: The pay study will be implemented by
placing each position in the new pay structure(s). Individual employee pay will be
evaluated for appropriate pay in the salary range. The estimated financial impact of
3
implementation is $3.5 million. This includes a minimum pay increase of 3% to ensure
meaningful pay movement and maintain competitiveness. On average, employee pay is
expected to increase 7%. Along with the study implementation which will be effective in
early January 2027, the city plans to continue funding the annual increase to keep
employee pay moving with the market through 2027.
Over the past couple of years, the city and Council have diligently delivered a
competitive total compensation package. This, along with extensive organizational
development work, has provided the city with a strong employee retention approach. In
exit survey information, and discussions with employees, employees who voluntarily
resign cite retirement, long commutes, and personal reasons for leaving the city. The
challenges of living and working in and around Aspen are well known.
Closing: The city’s ability to deliver services depends on attracting and retaining
qualified employees. The competitive pay study is not simply a salary adjustment
exercise; it is a review of the city’s compensation framework, external market alignment,
and internal equity. It also gives the city a stronger basis for making compensation
decisions consistently over time.
The study’s objectives are guided by the city’s Total Compensation Philosophy and are
intended to support both employees and the organization. The aim is to remain highly
competitive while still making recommendations that are financially sustainable and
appropriate for Council consideration.
FINANCIAL IMPACTS: Estimated $3.5 million competitive pay study adjustments only.
RECOMMENDATIONS: Staff would like to know whether Council is generally
supportive of moving forward with the competitive pay study in the budget process.
ALTERNATIVES:
• Consider not implementing the competitive pay study.
• Phase implementation of the market adjustment.
CITY MANAGER COMMENTS: This request directly aligns with Council’s guiding
principle of supporting staff and promoting retention. Staff are one of the organization’s
greatest assets, and directly support the work Council is interested in accomplishing.
ATTACHMENTS:
Attachment A – Total Compensation Philosophy
Attachment B – Comparable Organizations
4
CITY OF ASPEN
Total Compensation Philosophy
1 | City of Aspen TCP
Total Compensation Philosophy OVERVIEW
The City of Aspen’s Total Compensation Philosophy
provides a framework to guide decision-making on
compensation and benefits programs for employees.
As an employer of choice, the City encourages
an engaged and innovative workforce through
a Total Compensation Philosophy that supports
highly competitive and equitable pay. Employees
that embody the City’s values and mission enjoy
a unique and rewarding mountain culture experience.
City of Aspen EXPERIENCE
The City is committed to providing a Total Compensation Philosophy that attracts, retains,
and rewards a talented and motivated workforce that embraces the City’s Mission
statement and Organizational Values.
MISSION STATEMENT
To engage with positive civil dialogue, provide the highest quality innovative and efficient
municipal services, steward the natural environment, and support a healthy and
sustainable community for the benefit of future generations with respect for the work of our
predecessors.
ORGANIZATIONAL VALUES
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
The City invites employees to bring their passion and experience to affect positive
change through public service. Diverse perspectives, rich ideas, and a culture
with an appreciation for individuality and a sense of belonging are reinforced and
appreciated in the City. To pursue creative outcomes, demonstrate excellence,
and address the distinctive opportunities found in Aspen, the City recruits qualified
and talented employees who are prepared to manage complex and highly
technical challenges.
5
CITY OF ASPEN
Total Compensation Philosophy
2 | City of Aspen TCP
HOW WE COMPARE OURSELVES
To respond to the unique Aspen environment and labor market conditions, the City will:
• Ensure we are a market leader locally, regionally, and as appropriate, nationally.
• Utilize a comparable labor market that includes both private and public sectors,
as appropriate.
• Regularly evaluate the City’s competitive labor market and compare similar
positions to other organizations whom the City competes with for its workforce.
WHAT WE OFFER
To achieve a sustainable, fiscally responsible, and highly competitive compensation
program, the City will provide the following core Total Compensation programs to City of
Aspen employees:
PAY
• Market-leading pay structures that consider the high cost of living in Aspen and the
surrounding area.
• Pay for similar work that is equitable both internally and externally and applied
consistently across the organization.
• Meaningful merit/performance increases that recognize employee’s contributions
and reflect the varying levels of employee achievements.
HEALTHY LIFESTYLE BENEFITS
• Comprehensive and competitive benefits programs designed to support the health
of City employees and their families.
• Robust employee benefits that encourage awareness of individual health and offer
resources to pursue healthy lifestyles.
• Benefits that are inclusive and meaningful at a variety of life stages.
• Work-life balance enhancements through offerings such as alternative work
schedules, employee wellness programs, and ancillary benefit programs.
PAY COMMUNICATION
• Clarity and transparency in managing the total compensation system.
• Communication of the value of the total compensation package offered to City
employees.
• Guidance and oversight in pay decisions to ensure fairness and consistency.
6
CITY OF ASPEN
Total Compensation Philosophy
3 | City of Aspen TCP
WHAT WE OFFER - CONTINUED
PROFESSIONAL DEVELOPMENT & CONTINUOUS LEARNING
The City seeks to retain and develop employees by providing opportunities for learning
and professional development. The City and employees both play critical roles in
maintaining the success of a professional development culture.
• Foster a positive work environment that is meaningful, stimulating, and encourages
employee innovation and creativity.
• Provide a range of learning and professional development opportunities for all
employees that support personal and professional growth.
• Offer ongoing and timely communication to employees on their performance,
goals, and professional development throughout the year.
REWARDS & RECOGNITION
• Acknowledge and celebrate employees’ contributions that align
with the City’s mission statement and organizational values.
• Provide financial and non-financial incentives
for extraordinary and exemplary performance.
• Reward employees by offering learning opportunities
to promote professional growth and development.
HOUSING SUPPORT
• Respond to the high cost of living and
lack of affordable housing through
an array of housing program options.
• Review creative and innovative
opportunities on an ongoing basis
to further enhance employee support
with housing challenges.
7
Attachment B – Comparable Organizations
Counties
Arvada Carbondale Fort Collins Northglenn Jefferson
Aurora Castle Rock Frisco Silverthorne Eagle
Avon Centennial Glenwood Springs Snowmass Village Larimer
Basalt Colorado Springs Grand Junction Steamboat Springs Garfield
Boulder Denver Greenwood Village Telluride Adams
Breckenridge Dillon Lakewood Vail Gunnison
Broomfield Durango Littleton Westminster Pitkin
Municipalities
8
2027 Financial
Update & Budget
Assumptions
July 13, 2026
Tyler Sexton –Finance Director
Andrew Kramer –Deputy Finance Director
CITY OF ASPEN 9
2026 & 2027 Outlook
2026
+0.09%
Essentially flat, in line with a conservative budget
2027
+1.17%
A modest rebound despite the planned May–Nov
airport closure
Both figures reflect intentionally conservative assumptions, not a worst case, and not a rebound story.
CITY OF ASPEN 10
2026 Taxable Sales (Thru Apr)
% of
Economy Industry 2025 Taxable
Sales
2026 Taxable
Sales YoY Change
27%Accommodations $176,899,507 $172,290,368 ▼3%
15%Restaurants $90,424,806 $87,771,274 ▼3%
14%Fashion Clothing $65,592,630 $67,240,302 ▲3%
12%Construction $49,318,390 $53,212,458 ▲8%
11%Miscellaneous $51,910,318 $34,083,181 ▼34%
6%Jewelry/Gallery $22,131,583 $26,156,681 ▲18%
6%Food & Drug $28,466,481 $26,503,502 ▼7%
4%Sports Equip/Clothing $31,996,678 $28,983,793 ▼9%
3%Utilities $19,184,274 $17,500,654 ▼9%
1%Liquor/Cannabis $6,585,232 $5,896,870 ▼10%
<1%Automobile $1,702,303 $1,615,499 ▼5%
Taxable Sales $544,212,201 $521,254,582 ▼4%
Key Drivers
•Winter lodging occupancy
6.4% below last year
•Miscellaneous impacted by
$13M one-time-adjustment
•Construction +8%
•Jewelry/Gallery +18%
-1.8% adjusted YoY, excluding
the one-time item
CITY OF ASPEN 11
Strong 2025 Sets a High Bar —2026 Holds Steady
+10%
2025 actual growth (vs. 7% budgeted)
-4%
2026 year-to-date
6.1%6.4%6.7%
-2.0%
3.3%
0.3%
-3%
-2%
-1%
0%
1%
2%
3%
4%
5%
6%
7%
8%
Winter Summer Shoulder
2026 Season Projection vs. 10-Yr Seasonal Averages
Historical Avg 2026 Projection
Factors
•Summer/shoulder have
consistently outperformed
historical averages
•December typically improves
winter results by ~2%
•2025 finished above budget,
2026 starts from a higher base
KEY TAKEAWAY
Flat 2026 remains consistent
with budget assumptions
CITY OF ASPEN
Historical average reflects a 10-year period (2013–2025), excluding COVID-affected years 2020–2022.
12
Investments
2026 Year-to-Date Performance (Thru May)
Metric 2025 Actual 2026 YTD
Cash + Investment Balance $446.0M $471.1M
Annualized Yield 3.51%3.68%
Interest Income $16.0M $6.7M YTD
23%
22%
22%
9%
25%
Portfolio Allocation (5/31/26)
Money Markets +
Cash
Corporate Bonds
Government
Agencies
Government Bonds
Municipal Bonds
$471M
Total
CITY OF ASPEN 13
2027 Economic Outlook & Ops Budget Assumptions
3.5%
Base Operating Budget Growth
Budget Guidance: Focus on what can be accomplished, limit headcount
growth, create a culture of exemplary service
CITY OF ASPEN
$948
$988
$1,037
59.7%
64.0%
59.2%
56%
58%
60%
62%
64%
66%
$900
$950
$1,000
$1,050
2024 2025 2026
YTD Occupancy vs ADR (2024-2026)
YTD ADR (USD)
Source: DestiMetrics
3.7%
2.4%
3.3%
3.5%
2.0
2.2
2.4
2.6
2.8
3.0
3.2
3.4
3.6
3.8
Percent Change (%)Year -over-year CPI (May ‘25 -May ‘26), West Region
All items All items less food and energy
•3.5% Non-labor operating budget growth
•Comp & class study w/ limited FTE growth
•Significant health insurance increases
14
2027 Budget Assumption: Airport Closure (May–Nov)
Modeling summer/shoulder softness against a resilient, unaffected winter season
Season Months
%
Annual
Sales
Historical
Avg
Growth
2027
Assumptions Airport Impact
Winter Jan–Mar, Dec 47%~6.1%+3.1%Unaffected
Summer Jun–Aug 29%~6.4%-0.3%Fully inside closure
Shoulder Apr–May, Sep–
Nov 24%~6.7%-0.5%~95% inside closure
Blended Total Full Year 100%~6.2%+1.2%Conservative estimate
Factors
•Airport closure: Apr. 4 -Nov
19, 2027
•Winter (47% of sales)
remains unaffected
•Regional and drive-in
visitors expected to offset
impacts
•Growth assumptions
remain below historical
averages
KEY TAKEAWAY The 2027 budget assumptions remain conservative despite the airport closure
CITY OF ASPEN 15
Sales Tax Overview
2.7% City Sales Tax + County 2% Sales Tax 2027 Total: $60.2M
Category 2027 Proj.Fund Balance (5/31/26)
2.7% Sales Tax 2027 Projected: $39.5M (2026: $39.0M)
1.50% Parks and Open Space Fund $22.0M $12.9M
0.15% Transportation Fund $2.2M $31.2M
0.45% Kids First Fund (80%)$5.3M $15.1M
0.45% Housing Development Fund (20%)$1.3M $135.3M
0.60% Public Education Fund $8.7M $0.0M
County 2% Sales Tax City’s Share: 45% of 2.00%
100% General Fund $20.7M $64.3M
Total Sales Tax Collections $60.2M
Fund Balance reflects current working balance as of 5/31/26.
CITY OF ASPEN 16
Lodging Tax & STR Tax: 2027 Collections
2027 tax collected by category, and where it goes
Category 2027 Tax vs 2026
STR-Classic $4,469,627 -4%
STR-Lodge Exempt $1,770,849 -1%
STR-Owner Occupied $93,383 -3%
STR -Aggregated $6,333,859 -3%
Lodging & Real Estate $5,584,645 -3%
Total Collected $11,912,565 -3%
“Lodging & Real Estate” combines lodging/hotel tax with the smaller real estate category.
STR TAX ALLOCATION
STR Tax
$6.3M
70% Affordable Housing Fund
$4.4M
22.5% AMP Fund
$1.4M
7.5% General Fund (Env.)
$0.5M
LODGING TAX ALLOCATION
Lodging Tax
$5.6M
75% Tourism Promotion Fund
$4.2M
25% Transportation Fund
$1.4M
CITY OF ASPEN 17
Real Estate Transfer Tax (RETT)
2027 Projected: $22.5M (down 15%vs. 2026)
Allocation 2027 Projected vs. 2026 Fund Balance
(5/31/26)
67% Housing Development Fund $15.0M ▼15%$135.4M
33% Arts and Culture Fund $7.5M ▼15%$57.9M
2027 Allocation Share
Housing Development
Arts and Culture$22.5M
2027 total
KEY TAKEAWAY Both funds step down about 15% vs. 2026, lowering the 2027 RETT projection to $22.5M.
CITY OF ASPEN 18
2027 Total Compensation
Council Work Session July 13th, 2026
Alissa Farrell -Administrative Services Director
Jessica Roberts -Human Resources Director
July 13, 2026
19
2027 Total Compensation Agenda
PHILOSOPHY
1
Total Compensation
Market-leading pay & benefits guiding
every decision
HEALTH PLAN
2
Self-Funded
Manages health dollars for above-
market benefits
PAY STUDY
3
Competitive
Completed to attract & retain talent
20
Total Compensation Philosophy
A formal document that guides every city decision on pay and benefits, built on five pillars that keep our total
compensation market-leading.
Benefits
Above-market benefits for
employees
$
Pay
Competitive, market-based
wages
Culture
A workplace built on our
values
Transparency
Clear, consistent pay
decisions
Growth Opportunities
Pathways to develop and
advance
21
UP NEXT — SECTION 02
Employee Benefits Budget
From the guiding philosophy to how we fund employee benefits and the health plan
Compensation Philosophy →Employee Benefits
22
2027 Employee Benefits Budget
Up to10%
Health fund increase – employer and
employee premiums
95%
City share — employee only
87%
City share — all other tiers
Health Fund Actions
Monitor claims 2026
spend to set premiums
Evaluate direct
contracting relationships
Partnership with Valley
Health Alliance
Increased HSA
contribution in 2026
23
UP NEXT — SECTION 03
Competitive Pay Study
From investing in employee benefits to keeping pay market-competitive
Employee Benefits →Competitive Pay Study
24
Consultant & Internal Task Force Review
Who’s Involved
External Consultant, Graves Consulting
Provides market analysis & recommendations
HR + Task Force
Cross-functional internal review
Department Leaders
Operational context & position detail
What We Reviewed
Market Data
Internal Equity
Pay structure
Position placement
25
Purpose
WHY IT MATTERS
Recruitment & Retention
Competitive pay attracts and keeps talent
Best Practice
A full study every 3–5 years
Market Alignment
Pay stays competitive and equitable
Strong Foundation
Basis for responsible pay maintenance
STUDY OBJECTIVES
1 Market-competitive pay
2 Equal pay for equal work
3 Career growth & sustainable wages
4 Aligned with Toal Compensation Philosophy
5 Competitive yet fiscally responsible
26
Financial Impact
$ 3.5M
Estimated market adjustment
impact
$ 7,500
Estimated Average increase
370
Employees impacted
7 %
Estimated Average
adjustment
Annual Increase Continue to fund the annual increase – recommended at 4% for 2027
27
In Summary
THE WHY
Turnover & Recruitment Pressure
•Reinforces the city as a competitive employer for recruitment
and retention
•Understand and respond to the cost of labor locally and
regionally
THE RESPONSE
Keeping Benefits & Pay Market Leading
•Market adjustments bring positions in line with the target
market range
•Keeps total compensation highly competitive, true to the city's
philosophy
Our goal Highly competitive total compensation to attract and retain the sustainable workforce the community depends on
28
1
STAFF REPORT
TO: Mayor and City Council
FROM: Clare McLaughlin, Sustainability Manager
THROUGH: Ben Anderson, Community Development Director
MEETING DATE: July 13, 2026
SUBJECT: Aspen Sustainability Action Plan Progress Update and Next Steps
INTENDED OUTCOME: Provide City Council with a progress update on implementation
of the Aspen Sustainability Action Plan (ASAP) across key sectors, share updates to the
ASAP for 2026, and outline next steps for upcoming policy and program direction. This
work session is intended to inform Council and solicit feedback on topics for staff to
bring back in future work sessions.
This update supports Council priorities related to climate action, resilience, and
community health by demonstrating progress to date and identifying near-term decision
points. No formal action or funding decision is requested at this time. Staff will bring a
resolution to approve Aspen Sustainability Action Plan at a future consent calendar.
EXECUTIVE SUMMARY: This work session provides an update on:
Implementation of the ASAP from the past year across high impact sectors within
City jurisdiction (energy, buildings, transportation, and waste),
Receiving the Local IMPACT Accelerator award from the Colorado Energy Office,
Changes to the 2026 ASAP,
Progress towards Council's resilience goals (air quality, nature & resilience, and
water conservation), and
Next steps for Council direction across all sectors.
Staff have focused on scaling program delivery, advancing code and policy
development, and preparing analyses to support future Council decisions, particularly
related to electrification and building decarbonization.
Following this session, staff will return to Council with focused discussions on options
for code updates to address electrification barriers, building and energy code updates,
29
2
electrification impacts, policy options for existing building decarbonization, and
proposed updates to Title 12. Waste Diversion.
DISCUSSION:
Background: In February 2023, Council approved the ASAP, which incorporated the
City’s updated greenhouse gas reduction goals (science-based targets) and stakeholder
input. In addition, Council approved staff ’s recommendation to update Council annually
on accomplishments of the previous year and to share updates to the document that
incorporate ongoing community feedback and new resource opportunities. The annual
ASAP updates ensure the plan continuously incorporates community and partner
feedback, stays relevant, adapts to changing priorities and technologies, and moves
completed items from the plan into the sustainability report.
Progress Highlights and Next Steps: In 2025, staff across various departments
developed and/or implemented policies, programs, and partnerships to advance
Council’s climate and resilience goals. The full list of 2025 highlights can be found in
Attachment A.
GHG Emissions Inventory Action Sectors
Sector 2025 Progress Next Steps for Council
Direction
Energy Aspen Electric maintained 100%
renewable electricity for the 10th
consecutive year.
An electrification study is
underway to investigate the
impacts to our utility and
feasibility of expanded
electrification, results expected
in Q4 2026
Buildings Supported 179 efficiency and
electrification projects regionally;
issued 505 permits under updated
energy codes; required sub-metering
for new commercial buildings.
A series of work sessions in
Q2-4 2026 on efforts toward
electrification, policy options,
code alignment, and evaluation
of cost and feasibility
Transportation Transit ridership increased on Aspen
routes by 12%; WE-cycle ridership
increased by 30%, and the public EV
charging network saw 23.3%
utilization, which is considered “heavily
used” per industry standards. This EV
charging is the equivalent of 20,860
gallons of gasoline avoided.
Update Electric Vehicle
Charging Master Plan in Q4
2026, outlining strategy for the
next phase of EV infrastructure
30
3
Waste Implemented the Construction and
Demolition (C&D) Debris Diversion
Ordinance, which supported 30 permits
and diverted 8,554.24 tons of C&D
debris from the landfill; conducted
outreach to implement the second
phase of the Organics Waste Diversion
Ordinance, including three Open
Houses, multiple on-site visits and over
950 countertop compost bins given to
the community.
Title 12 (Solid Waste Code)
updates to improve clarity,
compliance, and alignment with
wildlife and operational needs.
Q3 – Q4 of 2026
Resilient Ecosystems & Human Health
Topic 2025 Progress Next Steps for Council
Direction
Air Quality Expanded radon program by increasing radon
test kit distribution, launched radon mitigation
grants that funded three projects thus far, and
began City commercial building radon testing
to address radon risks and better understand
community radon levels. Ongoing partnership
with the Community Office for Resource
Efficiency (CORE) expanded to include
additional incentives for replacing gas stoves
with induction.
No Council direction is
needed. Staff will
continue to assess
community needs and
strategies to incentivize
and improve indoor air
quality. Staff will bring
an info only memo to
Council later in 2026 to
summarize air quality
programs and wins.
Nature &
Resilience
Partnered with Colorado State Forest Service,
Pitkin County, Aspen One, and the Aspen
Center for Environmental Studies to address
Douglas-fir beetles on Aspen Mountain by
placing beetle traps and pheromone packets
No immediate Council
direction is needed;
staff will continue to
implement urban forest
management and fuels
reduction plans with
regional partners.
Water
Conservation
Implemented conservation programs, such as
the Commercial Water Efficiency Challenge
and irrigation assessments.
Share Stage 3 Drought
data and outcomes in
summer 2026.
Supporting
Programs:
CGBNA &
Commit to
Tomorrow
Colorado Green Business Network of Aspen
(CGBNA) grew from three to 15 members in
2025 and ranked second statewide in number
of recognized Businesses (11); launched the
Youth Sustainability Ambassador Grant, which
gave out $2,500 to youth environmental action
projects including solar panel refurbishment,
e-bike safety and awareness, and school
garden revitalization.
No immediate Council
direction is needed;
staff will continue to
implement
programming.
31
4
Colorado Energy Office Local IMPACT Accelerator Award
Securing outside funding will allow the City to accelerate implementation of priority
actions in the ASAP, especially by increasing community incentives. The Colorado
Energy Office awarded the City of Aspen $4,024,750 to lead a cohort of 10 Pitkin and
Eagle County jurisdictions to use Local IMPACT Accelerator funding to adopt advanced
building energy codes that promote all-electric new construction and incentivize high-
impact energy efficiency and electrification projects through rebates. Staff will return to
Council after contract negotiations to accept the funds.
2026 Aspen Sustainability Action Plan Update: Regularly updating the ASAP is
important to ensure the plan remains a relevant, working document that adapts to and
incorporates changing priorities, community feedback, and new opportunities. Staff
made some updates after receiving feedback from stakeholders and after
accomplishing actions (which move to the annual Sustainability Report). None of these
updates consequentially change policy direction, but rather update language and
wording, and include changes such as:
• Streamlined and consolidated building and energy sections to improve clarity.
• Added a key takeaway in Energy Supply to acknowledge the importance of
infrastructure development.
• Added a key takeaway in Buildings to acknowledge the importance of water
conservation and efficiency for sustainability in the built environment.
• Added an action item in the building section:
o BO2.9: Adopt building and energy codes that promote electrification.
• The Transportation section remains unchanged.
• Enhanced key takeaways in the Waste section to reflect improved diversion
practices.
• Revised greenhouse gas emissions graphics to improve clarity and accuracy.
• Added AO3.6 to the Aviation Section: Incentivize and support increased use of
transit options for airport visitors.
In response to Council’s focus on resilience—including air quality, water conservation,
forest health, and wildfire mitigation, the 2026 ASAP added a new section, “Resilient
Ecosystem & Human Health” to capture the cross-departmental work integral to fulfilling
Aspen’s climate goals but not directly related to sectoral emissions reductions. This
section highlights action items around air quality, nature & resilience, and water
conservation. Example actions are below; the complete list can be found in Attachment
B pages 29-31).
• Continue to monitor air quality, providing accurate, real-time data to the public
informing the community on decisions and health.
• Implement the Shadow Mountain Forest Health Plan, supporting forest health
and wildfire resiliency.
• Implement actions listed in the Water Efficiency Plan, such as develop and
deliver programs that support and incentivize water conservation like assessment
and rebate programs, Qualified Water Efficient, Landscape Certification, and the
Commercial Water Efficiency Challenge.
32
5
The 2026 ASAP update also includes a description of two programs which support
emissions reductions and sustainability holistically: the Commit to Tomorrow and
Seamos Sostenible environmental action awareness campaigns and the Colorado
Green Business Network of Aspen (CGBNA), Aspen’s sustainable business program.
The fully updated 2026 Aspen Sustainability Action Plan can be found in Attachment B.
FINANCIAL IMPACTS: This ASAP progress update does not request new funding.
Implementation of programs and policy options identified in this update will have
financial implications, which will be presented to Council as part of future work sessions
and decision points.
ENVIRONMENTAL IMPACTS: The ASAP is the City’s plan and response to Council’s
emissions goals and encompasses important actions from other environmental sectors.
Progress described in this update reflects ongoing implementation of programs intended
to reduce greenhouse gas emissions, improve air quality, conserve water, and enhance
climate resilience.
RECOMMENDATIONS: Staff will bring a resolution to approve Aspen Sustainability
Action Plan at a future consent calendar.
ALTERNATIVES: Council could not approve the updated Aspen Sustainability Action
Plan and provide staff with alternative direction on next steps.
CITY MANAGER COMMENTS:
ATTACHMENTS:
Attachment A – “Aspen Sustainability Report 2025”
Attachment B – “Aspen Sustainability Action Plan 2026”
33
2025 AT A GLANCE
ASPEN SUSTAINABILITY HIGHLIGHTS
TOP OUTCOMES
Maintained 100% renewable electricity for
the 10th consecutive year, reinforcing Aspen’s
leadership in clean energy.
Advanced building decarbonization at scale,
partnering with the Community Office for Resource
Efficiency (CORE), which provided $1,895,102 in
grants and rebates for efficiency and electrification
projects regionally.
Expanded clean transportation options, increasing
transit ridership by 12% and WE‑cycle use by 30%.
Protected public health, maintaining strong air
quality outcomes, expanding radon testing, and
adopting new clean air protections.
Reduced waste sent to the landfill, implementing
new construction waste diversion requirements and
expanding reuse, recycling, and diversion programs.
Strengthened ecosystem and wildfire resilience,
advancing forest health planning, fuels reduction,
and water‑wise landscaping.
Engaged thousands of residents and visitors,
through bilingual sustainability campaigns and
expanding participation in the Colorado Green
Business Network of Aspen.
2025 was a year of measurable progress for Aspen: reducing pollution,
protecting public health, expanding access to clean energy and transportation,
and strengthening community resilience.
These 2025 actions
demonstrate tangible,
on-the-ground progress
toward Aspen’s climate
and resilience goals, while
protecting the health
of our community and
ecosystems.
WHY THIS MATTERS
34
ENERGY & BUILDINGS
Hit 10 years of maintaining a 100% renewable energy
electricity profile (2015-present).
Partnered with the Community Office
for Resource Efficiency, which provided
$1,895,102 in grants and rebates
for 179 energy efficiency and
electrification projects regionally.
This included 130 new heat pumps!
Completed the 4th and final year
of onboarding new buildings to the
Building IQ program. The program
helps 41% of the total square
footage in Aspen track energy
and water use.
Helped develop a regional roadmap for net-zero building and energy codes for new construction.
Awarded a $30,000 Colorado Energy
Office Building Code and Adoption
grant to fund an electrification study to
inform future city of Aspen building and
energy code work.
Three new residential buildings
and major remodels saved an
estimated 18 weeks each of
permit review time by going all-
electric.
Issued 505 permits under Aspen’s
2021 IECC Building and Energy
Codes, which require increased
building efficiency and incentivize
electrification.
Aspen Electric completed
a study on microgrid
planning, which will inform
feasibility of future utility-
scale microgrid projects.
Required sub-metering (tracking how
energy is used inside a building) for all
new commercial buildings in Aspen.
WASTE
Received 244 pairs of skis
and snowboards,
which will be repurposed
into ski furniture.
Diverted over 90% of waste from
special events throughout the year.
Collected over 1,500
pounds of plastic
bags and film.
Recycled 17,500
pounds of
electronics from
300 community
members at the
annual e-waste
recycling day.
Collected 280 ink cartridges, 160 light bulbs, and 540 paint
cans at the annual Non-Hazardous Waste Drop Off. Recycled 190 cubic yards of wood chips at the Christmas
Tree Drop-off.
Hosted over 250 community
members at the annual Earth Week
Free Swap, in partnership with Aspen
Fire and the Aspen Thrift Store.
Attendees gave a second life to clothes
and household goods.
Implemented the Construction and Demolition Debris Diversion
ordinance, requiring diversion of construction & demolition debris from
the landfill for most permits disturbing over 2,000 square feet.
Developed the Municipal
Facilities Decarbonization
Roadmap, which lays out a path
to decarbonize 16 city facilities.
35
COLORADO GREEN BUSINESS
NETWORK OF ASPEN (CGBNA)
CGBNA grew from 3 to
15 members in 2025 and
provided every member with
steps to improve sustainability
in their operations.
CGBNA ranked
second statewide
in number of
recognized
businesses.
11 businesses received statewide recognition:
1 gold, 3 silver, and 7 bronze level awards.
CGBNA member, Sashae Floral Arts and and Gifts, celebrate
their Bronze level award from the State of Colorado.
Completed a pilot telematics
study of 30 city fleet vehicles,
providing data to inform EV
fleet transition.
Launched a website with resources
to galvanize multifamily EV
charging projects.
Provided funding and
support for RFTA’s zero fare
pilot for buses regionally.
Added a new electric
vehicle (VW ID Buzz) to
the Downtowner fleet.
Purchased a new
electric bus for
Aspen’s transit fleet.
Improved and maintained 25
miles of bike and pedestrian
trail networks.
Installed eight Level 2 city fleet EV
chargers, supported by a $14,000 grant
from the Colorado Energy Office.
Partnered with ZEVTech, a workforce trainer, to host a 2-day electric
vehicle mechanic training and a separate emergency first responder
EV safety training for 39 first responders across the region.
VEHICLES & TRANSPORTATION
Increased transit ridership on
Aspen routes by 12%.
Increased ridership on Aspen
WE-cycles by 30%.
Installed two public EV chargers
at the Rio Grande Parking Garage,
supported by a $17,000 grant from the
Colorado Energy Office.
Added 35 e-bikes to
Aspen’s WE-cycle fleet.
CGBNA businesses receive recognition for sustainable
operations at ACRA’s Winterskol Ice Break Bash. 36
AIR QUALITY
Provided over 200 free
radon test kits.
Local trees removed 4,363.08 lbs
of pollutants from the air.
Enjoyed clean and heathy air, with
only six days of poor air quality due
to wildfire smoke. The Pitkin County
community alert systems helped the
public stay safe on those days.
Launched the first annual air
quality awareness campaign,
reaching 3,000 viewers and
educating 50 students at Aspen
Middle School, in partnership with
Aspen Fire.
Hit 20 years of meeting federal
air quality standards; Aspen is no
longer subject to direct oversight
by the Environmental Protection
Agency, which was required due to
poor air quality historically.
Passed the city of Aspen Clean
Air Act, which prohibits smoking
& vaping in most public spaces to
protect the public from secondhand
smoke and vapor.
NATURE & RESILIENCE
The urban forest removed
482,048.30 lbs of CO2e.
Developed the Shadow Mountain
Forest Health Plan with partners to
manage forest health and wildfire
resilience.
Partnered with Colorado State
Forest Service, Pitkin County, Aspen
One, and the Aspen Center for
Environmental Studies to address
Douglas-fir beetles on Aspen
Mountain by placing beetle traps
and pheromone packets.
Completed fuels reduction
projects with the Aspen Fire
Protection District at the Castle
Creek Bridge and the Water
Department.
Implemented the Noxious
Vegetation Management Plan,
managing invasive species at Cozy
Point Ranch, along the Maroon
Creek Trail, and at infested Open
Space parcels.
WATER CONSERVATION
Coordinated 24 free irrigation
assessments in a targeted irrigation
audit and rebate program.
14 businesses registered for the
Commercial Water Efficiency
Challenge, enabled by a $75,000
grant from the Colorado Water
Conservation Board.
Planted a native, water-wise
demonstration garden outside
the Armory building, spotlighting
reduced irrigation water use.
Provided 32 Garden-in-a-Box kits
to community members to grow
gardens with native, low‑water
plants.
Hosted an Aspen Utilities
community speaker series,
educating over 20 community
members on leak detection, smart
meters, and water‑wise gardening.
37
The Commit to Tomorrow and Seamos Sostenible campaigns took
sustainability community engagement to new heights in 2025.
Commit to Tomorrow highlights the city’s environmental initiatives
and shows residents how they can take meaningful action—both
individually and collectively.
Its Spanish‑language counterpart, Seamos Sostenible, celebrates
the sustainability efforts of the Spanish‑speaking community
and offers tailored ways for them to get involved. In 2025, these
campaigns educated the public through media, signage, and in‑
person activations, creating clear, actionable opportunities for
residents and visitors to contribute to a more sustainable Aspen.
2025 CAMPAIGN IMPACT
18 total events with over
3,000 participants.
3 action-oriented media campaigns inspiring
the community to make real impact on waste reduction,
sustainable transportation, and clean energy.
4 unique community
member stories
showing what
sustainability looks like
for everyday Aspenites.
37 signs installed around town sharing the city’s
progress towards community sustainability
goals—the public can learn about everything from water‑
cleaning rain gardens to Aspen’s renewable energy.
2 publications: check
out coverage in the
Aspen Times and Aspen
Sojourner Summer 2025.
New partnerships
with lasting impact
• Partnered with ACES and Aspen
One to educate over 1,500 people
about the impacts of air quality and how
people can protect their health and Aspen’s
local environment.
• Partnered with the Parking and
Transportation Departments to thank
236 carpoolers for participating in the
Brush Creek Park and Ride Carpool Program
with sustainable swag and empanadas. The
event’s Spanish‑first bilingual approach
enhanced Spanish‑speaking participants’
experience and fostered stronger
connections.
• Partnered with the Parks Department and
High Altitude Equipment to engage over
100 participants in an interactive electric
lawn equipment demo activation.
644 visitors
to the campaign
websites
(English/
Spanish).
Countless
laughs
from our cheeky
messaging
including this
sign on the street
sweeper!
38
ASPEN SUSTAINABILITYACTION PLAN
A rolling 2-5 year plan aligned with Aspen’s climate goals: Reduce emissions 63% by 2030 and 100% by 2050.
39
2 ASPEN SUSTAINABILITY ACTION PLAN 2026
WHAT’S INSIDE
Key Takeaways ....................................................................................................................................3
Measuring Success ..........................................................................................................................4
Aspen’s GHG Inventory ................................................................................................................4
Aspen’s Sustainability Vision .........................................................................................................5
Why A Sustainability Action Plan? ............................................................................................6
Plan Summary .....................................................................................................................................7
GHG Emissions Inventory ..............................................................................................................8
Energy Supply ..........................................................................................................................10
Buildings ......................................................................................................................................14
Vehicles And Transportation .........................................................................................18
Waste ...........................................................................................................................................22
Resilient Ecosystems & Human Health .............................................................29
Supporting Programs ......................................................................................................................31
Conclusion .........................................................................................................................................32
Appendix .............................................................................................................................................33
Aspen’s Climate Action History ...............................................................................................34
Acknowledgments ...........................................................................................................................35
40
ASPEN SUSTAINABILITY ACTION PLAN 2026 3
KEY TAKEAWAYS
The time is now.
We need to work
fast and smart.
These actions have co-benefits including improved air
quality, public health & safety, resilience, economic
sustainability, and environmental quality.
CO-BENEFITS
Aspen’s commitment to
resilience allows us to
bounce forward when
faced with climate
change impacts.
ADAPTABLE
We are adaptable and responsive to community input – this
plan is updated annually to reflect learnings.
Regional
collaboration is key
to meeting our goals.
COLLABORATION
This work must be equitable
– resource allocation
focuses on community
members most in
need.
EQUITABLE RESILIENCE
41
4 ASPEN SUSTAINABILITY ACTION PLAN 2026
MEASURING SUCCESS
• Emissions increased in the most recent inventory
(2023) by 9%. This can be attributed to new
methodology that better accounts for vehicle
miles travelled in the community, as well as
economic growth. See latest report here.
• The next inventory will provide key insights on
the effects of accomplishing multiple high-impact
action items since 2023.
1 By seeing reductions in
our emissions inventories
(conducted every three years).
• Review the annual Sustainability Report to see
highlights of the action items accomplished last year.
WE WILL MEASURE THE SUCCESS
OF THIS PLAN IN TWO WAYS:
Our strategic priorities address our
community’s largest emissions contributors,
determined by the 2023 Pitkin County
Regional GHG Emissions Inventory.
ASPEN
2 By accomplishing action items.
ASPEN’S GHG
INVENTORY
We’ve conducted inventories since 2004. Our
climate goals aim to reduce emissions from our
baseline, the 2017 inventory.
Reduce emissions 63% by 2030 and
100% by 2050.
42
ASPEN SUSTAINABILITY ACTION PLAN 2026 5
1. Local flora and
fauna thrive.
2. Nature and infrastructure
work together to keep
waterways clean and
healthy.
3. Air quality is monitored
and regulated so
everyone can breathe
clean, fresh air.
4. Healthy snowpack for
recreation, energy,
and water.
5. People enjoy efficient,
comfortable spaces to
work, live and play.
6. Buildings use sustainable,
recycled materials.
ASPEN’S SUSTAINABILITY VISION
7. 100% renewable energy
from regional sources
powers the community.
8. Bike paths and trails
support safe, convenient
travel without a car.
9. Accessible compost,
recycle, and reuse
systems that protect
wildlife and reduce
landfill waste.
10. Community members
and visitors share a
sustainability ethos.
11. People drive zero
emissions vehicles.
12. Accessible and efficient
zero-emission transit
reduces traffic and eases
travel.
43
6 ASPEN SUSTAINABILITY ACTION PLAN 2026
We are facing a climate
emergency. Business-as-usual
operations will not meet our
goals nor support long-term
community resilience.
We committed to reducing
our fair share of emissions.
Aspen can lead on climate
action and share learnings
with other small mountain
communities.
WHY A SUSTAINABILITYACTION PLAN?
-We’re already experiencing impacts of Aspen’s GHG emissions: warmer temperatures, shifting rain and snow patterns, and increasing wildfire threat.
-Our community relies on the environment to drive the recreation and tourism economies, and to serve as a source of health, joy, and meaning for residents.
-We have a responsibility to protect the environment through the reduction of emissions.
150,000
100,000
50,000
0
300,000
250,000
200,000
350,000
201720192020202320302050Historical
Business as Usual
Climate Goals
Emissions (MT CO2e) -Aspen committed to the Race to Zero, an international pledge to cut greenhouse
gas emissions to achieve net zero, and adopted climate goals in 2022 to:
Reduce GHG emissions 63% by
2030 from 2017 levels
Reduce GHG emissions 100% by
2050 from 2017 levels
-An updated, adaptable action plan helps us act strategically towards those goals.
Aspen has lost a month of winter since 1980!
source: agci.org
44
ASPEN SUSTAINABILITY ACTION PLAN 2026 7
PLAN SUMMARY
BUILDINGS
Housing our people, businesses, organizations,
and government operations.
WASTE
Solid waste generated in the community
and transported to the landfill.
TRANSPORTATION
On-road movement of people, goods, and services.
Generating electricity to power the community.
ENERGY SUPPLY
AVIATION & AIRPORT
Aircraft operations and energy use and transportation
directly attributable to airport operations and passengers.
Recommendations across five and actions to drive progress in three areas integrated with climate action.
AIR QUALITY
High Impact GHG Mitigation Sectors Resilient Ecosystems
& Human Health
NATURE & RESILIENCE
WATER CONSERVATION
45
8 ASPEN SUSTAINABILITY ACTION PLAN 2026
Gas & Diesel — 23%
Aviation — 15%
Transit — 1%
Electric — <1%
GHG EMISSIONS INVENTORY
38%
TRANSPORTATION 24%
RESIDENTIAL
STATIONARY ENERGY
22%
COMMERCIAL
STATIONARY ENERGY15%
WASTE
1%
FUGITIVE
EMISSIONS
2023 ASPEN
GHG EMISSIONS
Natural Gas — 14%
Electricity — 10%
Propane — <1%
Natural Gas — 15%
Electricity — 7%
Propane — <1%Solid Waste — 15%
Wastewater — <1%
Source: 2023 Pitkin County Regional GHG Emissions Inventory
46
ASPEN SUSTAINABILITY ACTION PLAN 2026 9
ENERGYSUPPLY
47
10 ASPEN SUSTAINABILITY ACTION PLAN 2026
Key Takeaways
Natural gas from Black Hills Energy provides 70% of Aspen’s
energy. Electricity from Aspen Electric and Holy Cross
Energy provide 30% of Aspen’s energy. Reducing reliance on
natural gas will reduce emissions.
Aspen Electric provides 100% renewable energy. Holy Cross
Energy plans to provide 100% renewable energy by 2030.
This positions Aspen to reduce GHG emissions through
electrification.
There is opportunity for more local renewable energy, but
geographic constraints and costs must be considered.
Improvements to transmission infrastructure are needed to
support electrification.
ENERGY SUPPLY
Aspen will be fully served by 100% renewable energy
by 2050.
Energy conservation and efficiency will reduce demand
for energy.
Infrastructure supports electrification.
Sector Goals
48
ASPEN SUSTAINABILITY ACTION PLAN 2026 11
Source: 2023 Pitkin County Regional Greenhouse Gas Emissions Inventory
Source: Holy Cross Electric, 2024, holycross.com
21%
RESIDENTIAL
ELECTRICITY
29%
RESIDENTIAL
NATURAL GAS
15%
COMMERCIAL
ELECTRICITY
Source: Aspen Electric, 2025
66%
PURCHASED
RENEWABLE
ELECTRICITY
61%
WIND
13%
COAL
3% HYDRO
11% SOLAR
ASPEN
ELECTRIC
ENERGY
SOURCES
2024 HOLY
CROSS
ENERGY
BY FUEL
6%
GAS5%
MARKET
76% CLEAN & RENEWABLE 24% NON-RENEWABLE
32%
COMMERCIAL
NATURAL GAS
1% BIOMASS
ASPEN’S
2023
STATIONARY
ENERGY
EMISSIONS
2%
FUGITIVE EMISSIONS
0.3%
RESIDENTIAL PROPANE
0.3%
COMMERCIAL PROPANE
34%
LOCAL
HYDROELECTRIC
49
12 ASPEN SUSTAINABILITY ACTION PLAN 2026
EO1
Continue to encourage Holy Cross
Energy and Black Hills Energy to
decarbonize Aspen’s energy supply
by 2050.
1 Identify gaps and support opportunities to help Holy Cross Energy, Black Hills Energy, MEAN (Aspen Electric’s
wholesale electricity provider), and other regional utilities to move towards and continue 100% renewable
energy.
2 Participate in regional and state collaboratives of governments, businesses, and utilities to drive clean energy
transition.
3 Support policies that retire, convert or sell fossil fuel plants serving the area.
4 Assess opportunities including rate assessments, grants, and incoming technologies, to help utilities and
customers prepare for electrification.
EO2
Support efforts to maximize
local and regional production of
renewable energy.
5 Explore opportunities for consumers to purchase and generate renewable energy, including the development of
micro and renewables.
6 Support distributed and utility-scale energy storage to address the intermittency of wind and solar resources as
well as grid delivery.
7 Assess local codes and policies to enable renewable energy development.
8 Encourage regional renewable energy development.
EO3
Support relevant federal and
state energy policies through
active legislative and regulatory
engagement.
9 Through continued engagement with community members, elected officials, and partner organizations, Aspen
will advance relevant energy related policy to the benefit of the community. Given the dynamic nature of the
policy landscape, Aspen will continue a formal process for prioritizing and advocating on key issues including
grants and expanded rebates.
Energy Objectives (EO) | Action Items
50
ASPEN SUSTAINABILITY ACTION PLAN 2026 13
BUILDINGS
51
14 ASPEN SUSTAINABILITY ACTION PLAN 2026
Key Takeaways
An equitable transition to electrified buildings is a priority.
Building emissions reductions are driven by energy
conservation and efficiency, electrification, and reducing
embodied carbon*.
The speed and scale of building decarbonization will be
determined by cost, available technology, workforce, and
feasibility.
Water conservation and efficiency are key determinants of
sustainability in the built environment.
BUILDINGS
Increase efficiency and reduce energy and water
consumption in buildings through targeted programs
and incentives.
Pursue electrification for all buildings by 2050. The city
of Aspen will develop goals and provide pathways to
reduce embodied carbon in all city projects.
Decarbonization plans will consider utility costs to
ensure an equitable transition for customers.
City development regulations will align with and
support building and energy sector goals.
*Embodied carbon refers to the greenhouse gas emissions
arising from the manufacturing, transportation, installation,
maintenance, and disposal of building materials.
Sector Goals
52
ASPEN SUSTAINABILITY ACTION PLAN 2026 15
Source: Group 14 Engineering, Building Performance Standards Stakeholder Group Meeting, published in January 2023.Carbon Emissions (mt CO2e)Years
Natural Gas Carbon Emissions
Electric Carbon Emissions
Emissions Reduction Goal
Buildings
account for
of our
community’s
greenhouse gas
emissions; action
in this sector
is especially
important and
impactful.
BUSINESS AS USUAL EMISSIONS FROM BUILDINGS
53
16 ASPEN SUSTAINABILITY ACTION PLAN 2026
BO1
Support and incentivize high-efficiency
and low energy and water consumption
buildings.
1 Model best practices in city of Aspen facilities.
2 Explore opportunities to include additional building types and sizes for benchmarking.
3 Develop and implement a Building Performance Standard that aligns with the city’s climate goals and
provides resources for support.
4 Work with community partners to support a sustainable workforce.
5 Investigate additional policies and programs, especially those to decarbonize residential buildings.
BO2
Support equitable and feasible
electrification in residential and
commercial properties.
6 Develop building performance standards that drive electrification over time.
7 Identify barriers to electrification and build collaborative solutions for those that the city can control.
8 Develop programs and pathways that incentivize electrification and remove barriers to implementation.
9 Adopt building and energy codes that promote electrification.
10 Encourage and incentivize high-efficiency electric options for heating and cooling.
BO3
Mandate no- to low-carbon standards for
new construction and major remodels
including considerations for energy use
and embodied carbon.
11 Integrate space and water heating and cooling equipment standards into building codes.
12 Develop roadmap for all-electric, highly efficient building and energy codes compatible with building
performance standards.
13 Limit GHGs from future development using equitable controlled growth.
14 Explore policy options with regards to reporting, limits, and incentives to address embodied carbon.
BO4
Support utility rates optimization.15 Support the optimization of utility rates to balance current and future priorities.
BO5
Support relevant federal and state
buildings policies through active
legislative and regulatory engagement.
16 Through continued engagement with community members, elected officials, and partner organizations,
Aspen will advance relevant buildings-related policy to the benefit of the community. Given the dynamic
nature of the policy landscape, Aspen will continue a formal process for prioritizing and advocating on
key issues.
Building Objectives (BO) | Action Items
54
ASPEN SUSTAINABILITY ACTION PLAN 2026 17
VEHICLESAND TRANSPORTATION
55
18 ASPEN SUSTAINABILITY ACTION PLAN 2026
Key Takeaways
Aspen is working on policy and building the infrastructure
to support large scale adoption of EVs.
Prioritize mass transit, biking, or walking. If driving is a
must, use an electric or zero emission vehicle.
Collaboration across city departments and community
partners is key to transportation sector emissions
reductions.
Beyond saving the community time and money, low and
zero-emission transportation offerings and programs need
to remove accessibility barriers.
VEHICLES AND
TRANSPORTATION
Reduce solo vehicle miles traveled, both locally and
regionally.
Promote public (mass) transit and mobility-as-a-service,
which describes more connected and on-demand
mobility services.
Incentivize electric and zero-emission vehicle adoption
for individuals and fleets, including support charging
infrastructure development.
Sector Goals
56
ASPEN SUSTAINABILITY ACTION PLAN 2026 19
Source: 2023 Pitkin County Regional Greenhouse Gas Emissions Inventory
39%
ON-ROAD
AVIATION48%
ON-ROAD
GASOLINE
12%
ON-ROAD DIESEL
ASPEN’S 2023 TRANSPORTATION EMISSIONS
EMISSIONS FROM GAS AND DIESEL CARS AND TRUCKS ACCOUNT FOR OVER
[60%] [BOLD OR DIFFERENTIATE WITH COLOR] OF TRANSPORTATION SECTOR
EMISSIONS, WHICH IS A GREATER PORTION THAN THE AIRPORT.
ASPEN’S 2023 TRANSPORTATION EMISSIONS
EXCLUDING AVIATION
1%
ON-ROAD TRANSIT
0.4%
ON-ROAD
ELECTRIC
VEHICLES
78%
ON-ROAD
GASOLINE
20%
ON-ROAD DIESEL
1%
ON-ROAD TRANSIT
0.7%
ON-ROAD
ELECTRIC
VEHICLES
57
20 ASPEN SUSTAINABILITY ACTION PLAN 2026
TO 1
Reduce vehicle miles traveled
by promoting alternatives to
single-occupancy vehicles
including active, shared, and
public transportation.
1 Collaborate with employers to subsidize transit and mobility options for employees.
2 Further support the development of bicycle infrastructure (e.g., more bike and shared lanes in key
locations, bike parking, and solutions to key locational conflict/hazard areas).
3 Enable the growth of on-demand mobility services (e.g., ridesharing, bikesharing, carsharing, etc.) for
the first- and last-mile of transit connections and/or full trips.
4 Advocate for pedestrian and bicycle safety in ongoing and future projects.
5 Support and research policies to disincentivize single-occupant vehicle travel.
TO2
Enhance first- and last-mile
connectivity to transit.
6 Support expansion of feeder transit networks to increase access to primary transit stops (e.g.,
circulators, on-demand mobility).
7 Support and expand mobility offerings for the first- and last-mile and/or full trips.
TO 3
Promote the adoption of
electric and zero-emissions
vehicles for individuals and
fleets.
8 Support opportunities for equal access to charging (e.g. public charging, and multifamily housing
charging).
9 Facilitate partnerships to create electric vehicle charging hubs for taxis and other fleets.
10 Prioritize electric vehicle charging stations in visible, accessible locations.
11 Communicate wins and share lessons learned from internal fleet electrification efforts with the wider
community.
TO 4
Support relevant federal and
state transportation policies
through active legislative and
regulatory engagement.
12 Through continued engagement with community members, elected officials, and partner organizations,
Aspen will advance relevant energy-related policy to the benefit of the community. Given the dynamic
nature of the policy landscape, Aspen will continue a formal process for prioritizing and advocating on
key issues.
Transportation Objectives (TO) | Action Items
58
ASPEN SUSTAINABILITY ACTION PLAN 2026 21
WASTE
59
22 ASPEN SUSTAINABILITY ACTION PLAN 2026
Key Takeaways
Landfilling resources adds to Aspen’s GHG emissions and
shortens the usable life of the landfill. This could potentially
require waste to be trucked outside of the Roaring Fork
Valley for disposal, furthering emissions from the long-
distance hauling.
Recycling, repurposing and reusing materials contribute to
the Roaring Fork Valley’s circular economy and increase the
number of jobs for locals. There are several opportunities
for Aspen to divert various waste streams, reducing the
environmental impact and extending the lifespan of the
landfill.
WASTE
Reduce organic material going from Aspen to the
landfill by 25% by 2025 and by 100% by 2050.
Reduce construction and demolition debris going from
Aspen to the landfill by 50% by 2030 and 80% by 2050.
Divert 70% of all solid waste from the landfill by 2050.
Sector Goals
60
ASPEN SUSTAINABILITY ACTION PLAN 2026 23
LANDFILL
Over 80% of buried
Municipal Solid Waste at
the local landfill could have
been repurposed, reused
or recycled.
METHANE
Burying organic waste
generates methane, a
very harmful GHG, due to
the absence of oxygen.
COMPACTOR
Removes air in the landfill to save space creating a
slow decomposition without oxygen.
ASPEN WASTE DIVERSION, 2023
WASTE EMISSIONS DETAILS (MT CO2E)
45,000
30,000
15,000
0
Waste Recycled
Composted Waste
C&D Waste
Landfilled MSW
30,000
20,000
10,000
0
Wastewater
Solid Waste
61
24 ASPEN SUSTAINABILITY ACTION PLAN 2026
WO 1
Decrease municipal solid waste
generation.
1 Implement city of Aspen ordinance changes related to resource reduction, reuse, and
recycling of our every day materials.
2 Enforce regulations related to waste avoidance, diversion, and reduction.
3 Incentivize waste diversion practices, such as composting, recycling, and reusing materials.
4 Educate and inform the community about systems, ordinances, practices, and rules regarding
waste diversion, such as composting, recycling, and reusing materials.
WO2
Decrease construction and
demolition debris generation.
5 Enhance codes and programs to promote and incentivize reuse of building materials through
deconstruction practices.
6 Establish recycled content standards in construction activity.
7 Align with city, Pitkin County, and regional waste codes that promote recycling and reuse of
building materials.
WO 3
Support relevant waste-related
federal and state policies
through active legislative and
regulatory engagement.
8 Through continued engagement with community members, elected officials, and partner
organizations, Aspen will advance relevant waste-related policy to the benefit of the
community. Given the dynamic nature of the policy landscape, Aspen will continue a formal
process for prioritizing and advocating on key issues.
WO 4
Reduce vehicle emissions from
solid waste haulers.
9 Incentivize and support GHG reductions through route optimization and zero-emission
technology.
Waste Objectives (WO) | Action Items
62
ASPEN SUSTAINABILITY ACTION PLAN 2026 25
AVIATION & AIRPORT
63
26 ASPEN SUSTAINABILITY ACTION PLAN 2026
Key Takeaways
Aviation accounts for 39% of transportation emissions (as of 2023).
Aspen/Pitkin County Airport (also known as Sardy Field) is the state’s
third busiest airport.
Pitkin County manages the Aspen/Pitkin County Airport and local
governments have limited control over aviation emissions primarily
due to federal rules.
The Climate Action Office’s role is to collaborate with Pitkin County
and encourage sustainable action in acknowledgment of Aspen’s role
as a destination for tourism and air traffic emissions.
Due to limitations caused by federal regulation, the greatest
opportunity for emissions reductions at the Aspen/Pitkin County
Airport is through aircraft operator and tenant emissions.
AVIATION & AIRPORT
Support policies and initiatives that
reduce airport and aircraft emissions.
Work with Pitkin County and key partners
on driving sustainable tourism practices
and education.
Support sustainable mass transit
connections between the city and the
airport.
Sector Goals
The airport is in Pitkin County, so the City of Aspen has limited control or decision making power for
this emissions source. However, as Aspen is a key driver of airport usage and emissions, it's important we
work with our partners at Pitkin County and beyond to reduce emissions at the airport.
64
ASPEN SUSTAINABILITY ACTION PLAN 2026 27
Source: 2023 Pitkin County Regional Greenhouse
Gas Emissions Inventory
48%
ON-ROAD
GASOLINE
39%
AVIATION
12%
ON-ROAD DIESEL
1%
TRANSIT
Emissions (mt CO2e)ASPEN EMISSIONS 2023
with and without aviation
ASPEN'S
TRANSPORTATION
EMISSIONS
(MT CO2E)
150,000
100,000
50,000
0
250,000
200,000
Waste
Transportation
Fugitive emissions
Residential stationary energy
Commercial stationery energy
With
Aviation
Without
Aviation
65
28 ASPEN SUSTAINABILITY ACTION PLAN 2026
AO 1
Encourage the reduction of
airport controlled GHGs.
1 Support the use of electric vehicles or other zero-emissions vehicles for ground support vehicles and
ground support equipment.
2 Encourage taxi and airport shuttles to electrify fleet vehicles.
3 Support Pitkin County in efforts to incorporate net zero design into future Aspen/Pitkin County Airport
development.
AO2
Encourage the reduction of
aircraft and aviation related
GHGs.
4 Promote and incentivize the use of sustainable aviation fuels in aircraft servicing the local airport.
AO 3
Encourage passengers to use
transit and mobility services to
access the airport.
5 Encourage rental car companies to have electric vehicle options and support infrastructure development.
6 Incentivize and support increased use of transit options for airport visitors.
AO 4
Support relevant aviation and
airport-related federal and
state policies through active
legislative and regulatory
engagement.
7 Through continued engagement with community members, elected officials, and partner organizations,
advance relevant aviation and airport-related policy to the benefit of the community.
Aviation Objectives (AO) | Action Items
66
ASPEN SUSTAINABILITY ACTION PLAN 2026 29
RESILIENT ECOSYSTEMS & HUMAN HEALTH
AIR QUALITY
Provide programs and grants to improve air quality
and protect health, including incentivizing air
purifiers, radon mitigation, and induction stoves.
Continue to monitor
air quality and
provide accurate,
real-time data to
the public to inform
community decisions
and health.
Test city-owned
facilities for radon
and mitigate as
needed.
Assess indoor air
quality of commercial
and residential
buildings for common
air toxics detrimental
to human health.
Ensure restaurant air
cleaners are inspected
and maintained,
reducing particulate
matter pollution.
Partner with stakeholders to improve natural air
filtration systems that support healthy outdoor air,
including healthy forests and gardens.
Support Pitkin County
and regional partners to
monitor air quality around
pollution sources, such as
the airport.
Participate in regional and
state coalitions that drive
best practices in air quality
management and health
communications.
Investigate opportunities
for innovative, new policies
and programs that support
healthy, clean air.
67
30 ASPEN SUSTAINABILITY ACTION PLAN 2026
Implement actions listed
in the Water Efficiency
Plan including:
Make progress on Council’s
Resource & Infrastructure
Resilience goal by
addressing resilience in
energy, water, and fire.
NATURE & RESILIENCE WATER CONSERVATION
Community and
customer engagement,
outreach, education,
and events.
Develop and deliver
programs that support and
incentivize water conservation
such as assessment and rebate
programs, Qualified Water Efficient
Landscaper Certification, and
the Commercial Water Efficiency
Challenge.
Identify opportunities for climate-
resilient landscape transformation
and conversion (e.g., native, climate-
adaptive, and low-water plants)
Continue to investigate
opportunities for water reuse.
Ensure healthy ecosystems
by supporting forest
diversity, mitigating invasive
species, and reducing
impacts from climate-
adaptive species (e.g.,
Douglas-fir Beetle).
Develop climate-resilient
planting zones (i.e., with
drought-resistant species).
Review and update the
tree inventory to track
forest health over time,
investigate areas with
low canopy coverage, and
guide future management
strategies.
Identify disturbance
dynamics and plan for
landscape resilience.
Implement the Shadow
Mountain Forest Health Plan,
supporting forest health and
wildfire resiliency.
Continue cross-boundary
coordination and policy
alignment through additional
projects that support forest
health and wildfire resiliency.
Consider holistic
sustainability planning and
certification frameworks.
Leverage rewilding
opportunities in parks and
open spaces infrastructure
to model best practices in
sustainable natural resource
management.
68
ASPEN SUSTAINABILITY ACTION PLAN 2026 31
ENGAGING COMMUNITY
The city of Aspen launched the Commit to Tomorrow campaign in 2024 to highlight
the city’s environmental initiatives and to show residents how they can take
meaningful action—both individually and collectively.
Its Spanish-language counterpart, Seamos Sostenible, celebrates the sustainability efforts of the Spanish-speaking community and
offers tailored ways for them to get involved.
Together, these campaigns educate the public through media, signage, and in-person activations and create opportunities for
people to contribute to a more sustainable Aspen.
ENGAGING BUSINESSES
Aspen partners with the state of Colorado and the Aspen Chamber to
provide sustainability-oriented technical advising and recognition for
businesses.
Learn more here:
https://www.aspen.gov/1667/Colorado-Green-Business-Network-of-Aspen
SUPPORTING PROGRAMS
69
32 ASPEN SUSTAINABILITY ACTION PLAN 2026
Success of this plan relies on collaboration and continuous
feedback from our community and partners.
Email climate@aspen.gov with feedback and questions.
Aspen’s average annual
temperatures are rising and
will continue to increase.1
1 - https://www.ncei.noaa.gov/access/monitoring/climate-at-a-glance/county/time-series
CONCLUSION
Without prioritizing climate and
resilience action, hotter springs and
summers will lead to more frequent
wildfires and stress our limited
water supply.
Aspen believes that we all have
a responsibility to preserve our
local plant and animal species,
our water supply, and the outdoor
recreation that makes this
community unique.
We have more
work to do with the
community to reach
our zero-carbon goal
by 2050.
70
ASPEN SUSTAINABILITY ACTION PLAN 2026 33
APPENDIX
71
34 ASPEN SUSTAINABILITY ACTION PLAN 2026
ASPEN’S CLIMATE ACTION HISTORY
2025
• Passed the construction
and demolition diversion
policy to prohibit the landfill
disposal of usable building
materials.
• Developed the Municipal
Facilities Decarbonization
Roadmap that describes
how to eliminate emissions
from 16 prominent city
facilities by 2050.
• Completed the phased
onboarding process for
over 170 buildings (41%
of all square footage in
Aspen) to the Building IQ
Benchmarking program,
enabling Aspen building
owners to understand
their energy and water
consumption and take data-
backed action.
2000
Partnered with CORE and Pitkin
County to form the nation’s first Re-
newable Energy Mitigation Program
(REMP).
2010
Assisted in expanding the composting operations
at the Pitkin County Solid Waste Center.
2017
Adopted Aspen Climate Action Plan (major update),
passed Water Efficient Landscape Standards (WELS).
2021
• Passed the
Electric Vehicle
Public Charging
Infrastructure
Master Plan.
• Adopted science-
based targets
to reduce GHG
emissions 63% by
2030 and 100%
by 2050.
• Signed the
Race to Zero
Agreement.
2022
• Passed the Building IQ
ordinance.
• Committed to 100%
electric municipal fleet
by 2050.
2023
• Passed organics
waste diversion
ordinance.
• Adopted 2021
Aspen Energy Code
and changes to the
Renewable Energy
Mitigation Program
to reduce building
energy use.
• Received an A
score from Carbon
Disclosure Project
for Aspen’s climate
leadership.
2024
• Aspen won the 2024 Mountain Towns
“Community of the Year” award for its
vision of electrification that takes full
advantage of is 100% renewable grid.
• Aspen Police Department electrified 1/3
of their fleet.
1885
First city in the U.S.
west to light streets and
businesses with hydro-
electric power.
1997
Developed the solid
waste code to require
appropriate disposal
of waste.
2007
First Climate
Action Plan.
2005
Canary Initiative
founded, first GHG
inventory.
2003
Implemented
rigorous air quality
improvement
efforts to regain
Environmental
Protection Act (EPA)
attainment.
2018
Started certifying
Qualified Water
Efficient Landscapers.
1996
Approved first Water
Conservation Plan.
1800s
1990s
2010s
2020s
2012
Banned single-use
plastic bags in
grocery stores.
2015
Aspen Electric uses
100% renewable
energy, installed
first public EV
charging station.
2016
Passed Community
Electric Vehicle
Readiness Plan.
72
ASPEN SUSTAINABILITY ACTION PLAN 2026 35
The 2025 Aspen Sustainability Action Plan is an initiative of the city of Aspen in partnership with the Roaring Fork Valley Community. The updated
plan builds on the work that was done with the partner organizations below. Thank you to Aspen City Council and the community for their
support of the plan’s successful implementation.
Aspen Center for Environmental Studies (ACES)
Aspen Chamber Resort Association (ACRA)
Aspen Global Change Institute
Aspen Skiing Company
Black Hills Energy
City of Aspen Departments
Community Office for Resource Efficiency (CORE)
Institute for Market Transformation
Holy Cross Energy
Pitkin County
Pitkin County Solid Waste Center
Roaring Fork Transportation Authority (RFTA)
Town of Basalt
Town of Carbondale
Town of Snowmass Village
We-Cycle
350.org
WE THANK THESE ORGANIZATIONS
FOR SUPPORTING THE PREPARATION OF THIS PLAN:
WE THANK THESE PARTNERS FOR SUPPORTING,
AMPLIFYING, AND SCALING THIS WORK:
America’s Pledge/We are Still In
Carbon Disclosure Project
City of Glenwood Springs
Climate Mayors
Compact of Colorado Communities
Colorado Communities for Climate Action
Eagle County
Garfield County
Global Covenant of Mayors
International Council for Local Environmental Initiatives USA and
Carbon Urban Sustainability Directors Network
Pitkin County
Recycle Colorado
Town of Basalt
Town of Carbondale
Town of Snowmass Village
ACKNOWLEDGMENTS
73
36 ASPEN SUSTAINABILITY ACTION PLAN 2026 74