HomeMy WebLinkAboutInformation Only 072726AGENDA
INFORMATION UPDATE
July 27, 2026
4:00 PM,
I.Information Update
I.A Entrance to Aspen July 2026 Update
I.B Information Only Report - Discontinuation of Contract with Flock
I.C Continued Stage Three Water Restrictions and Water Use Reduction Analysis
I.D Aspen 360 Info-Only Memo
I.E Kids First Early Childhood Base Operational Funding Information Report and
Attachment A: Kids First Staff Report for Council Work Session June 15
Information_Only_Entrance_to_Aspen_-_July_2026_Update_ 1-1.docx
Information Only Report - Discontinuation of Contract with Flock.docx
Continuation_of_Stage_Three_Drought_Information_Only_Report_-_July.docx
Aspen_360_Info-Only_Memo.docx
Kids First Early Childhood Base Operational Funding Information Report.docx
Kids First STAFF REPORT for Council Session June 15.pdf
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INFORMATION ONLY REPORT
TO: Mayor and City Council
FROM: Teika Carlson and Daniel Lawson
THROUGH: Tyler Christoff
MEETING DATE: July 27, 2026
SUBJECT: Entrance to Aspen July 2026 Update
INTENDED OUTCOME & SUMMARY:
This memo provides Council with an update on the Entrance to Aspen reevaluation,
including public input received to date, project constraints, ongoing environmental
review efforts, and emerging tradeoffs. Through the ongoing work outlined in this memo,
the project teams are positioning the project to advance a refined Preferred Alternative
(PA) that improves corridor performance and emergency access while aligning with
federal requirements and community values.
Public input and ongoing analysis are refining the Preferred Al ternative for the CO 82
Entrance to Aspen, with travel time reliability and emergency access identified as the
highest community priorities. Feedback also supports targeted, location-specific
improvements at key bottlenecks, including Owl Creek Road, Cemetery Lane, and the
Maroon Creek roundabout, with consistent emphasis on improving corridor performance
while minimizing impacts to neighborhoods, open space, community resources, and
character.
Project advancement is now primarily driven by federally required environmental review
processes, including Section 106 and Section 4(f), which establish fixed agency
timelines and are expected to extend the overall schedule. Historic resource evaluation
and consultation are underway through the Issue Task Force (ITF), while detailed
technical analysis continues to define project impacts, mitigation requirements, and
tradeoffs.
DISCUSSION:
Item 1: Public Input Summary
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Public Meeting #1 for the CO 82 Entrance to Aspen Project, held on March 26, 2026,
drew approximately 107 attendees and generated 96 comments from 83 unique
participants, with strong representation from Aspen-area residents (81% from zip code
81611). Feedback reflects high engagement and clear priorities related to transportation
performance, safety, and community impacts.
Survey responses and written comments indicate that travel time reliability (66.7%)
and emergency access/evacuation (64.4%) are the highest community priorities ,
followed by moderate emphasis on transit improvements (48.9%), neighborhood
impacts (46.7%), and bicycle/pedestrian connectivity (44.4%). There is also strong
interest in continued involvement, with 80% of respondents requesting ongoing updates.
Feedback on PA modifications shows clear, location-specific preferences:
Aspen Airport Business Center (AABC): Strong preference for Owl Creek
Road realignment (≈73%), emphasizing reduced signalization and improved
traffic flow.
Cemetery Lane: Strong support for a slip lane configuration (≈72%) to preserve
down valley access and improve flexibility.
Maroon Creek Roundabout: Highest level of consensus, with ≈86% support for
a transit-oriented reconfiguration to reduce conflicts and prioritize bus movement.
Across all comments, stakeholders consistently emphasized improving traffic operations
at key bottlenecks—particularly near the airport/Buttermilk, Maroon Creek, and
Cemetery Lane—while balancing mobility improvements with protection of open space
and community character. Maintaining local and emergency access, improving transit
reliability, and minimizing new traffic signals were recurring expectations.
Item 2: Project Timeline and Milestones
The project schedule continues to be driven by federally required environmental review
processes, specifically Section 106 (federal review process to consider the effects of a
project on historic properties) and Section 4(f) (federal requirements protecting parks,
open space, and historic resources), which establish fixed agency review timelines that
cannot be accelerated. These include:
Two separate 30-day reviews for Section 106 consultation
A 30-day FHWA legal sufficiency review for Section 4(f)
A 60-day U.S. Department of the Interior review for Section 4(f)
Additional CDOT and FHWA review periods (2–3 weeks each), which may
extend depending on agency workload and competing priorities
Recent coordination with federal partners has introduced a change in the review
process that is expected to extend the overall schedule. Before beginning its review,
FHWA is now requiring that CDOT complete its review, CDOT comments are
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addressed, and deliverables are revised accordingly. This adds time to the project’s
critical path.
While agency review requirements are expected to extend the overall schedule, the
project team anticipates completing the technical analysis and preparing the key
environmental and reevaluation documents during 2026 and early 2027. Following
submittal, much of the remaining schedule is associated with required federal
consultation and review periods established under federal law and is outside the direct
control of the project team.
The draft Reevaluation is currently scheduled for:
February 10, 2027: Submittal to the City and CDOT fo r review
March 11, 2027: Submittal to FHWA for review
Given that Section 106 and Section 4(f) reviews are currently the primary schedule
driving activity, agency comments, particularly related to parks and historic resources,
will require careful management to avoid additional delays.
Item 3: Issue Task Force (ITF) and Section 106 Consultation
Section 106 of the National Historic Preservation Act is a federal review process
required when a project involves federal funding, permits, or approvals. It requires
agencies to identify historic resources, evaluate potential project effects, and work with
the State Historic Preservation Office (SHPO), local governments, and other
stakeholders to resolve adverse impacts.
As part of this process, the Historic Issue Task Force (ITF) functions similarly to a
consulting party group, providing a structured forum for local input and technical
discussion throughout the review.
Key ITF roles include:
Sharing local knowledge of historic resources
Reviewing and discussing survey results and eligibility determinations
Providing input on findings of effect
Advising on potential mitigation strategies for adverse effects
Importantly, Section 106 requires agencies to consider and respond to st akeholder
input, but it does not mandate consensus outcomes.
Federal Review and Approvals
Tribal consultation is a required part of the Section 106 process and was not
documented in the original EIS nor prior reevaluation. The team is initiating consultation
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now to determine tribal interest. There is no fixed federal timeline for completion of this
consultation, and this process is ultimately dictated by Tribal participation.
A portion of the existing multiuse trail within the project’s boundary is subject to Section
6(f) requirements due to prior State funding. Based on coordination with CDOT, the
project is expected to qualify as a park improvement rather than a conversion of
recreational use, and no significant schedule impacts are anticipated.
NEXT STEPS:
Staff have incorporated location-specific feedback and operational priorities into Jacobs’
process to refine the Preferred Alternative and associated technical analysis to evaluate
performance, impacts, and feasibility.
The project team continues to focus on completing impact analysis and technical
documentation, advancing Section 106 consultation, and completing Section 4(f)
evaluation and agency coordination.
No action from Council is needed at this time.
CITY MANAGER NOTES:
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INFORMATION ONLY REPORT
TO: Mayor and City Council
FROM: Kim Ferber, Police Chief
THROUGH: Pete Strecker, City Manager
MEETING DATE: July 28, 2026
SUBJECT: Discontinuation of Contract with Flock
INTENDED OUTCOME & SUMMARY: This report informs City Council that the Police
Department is working to discontinue its contract with Flock and will not utilize
automated license plate reader technology in the City of Aspen. No Council action is
requested.
DISCUSSION: On October 7, 2024, the Police Department presented the proposed
2025 budget to City Council. The proposed budget included replacing one portable
variable message sign and purchasing two automated license plate readers. City
Council later approved the budget request, and in 2025, the Police Department entered
into a two-year contract with Flock.
In 2026, community members began expressing concerns about deploying automated
license plate reader technology in the city. The Police Chief participated in several
meetings and discussions with residents to better understand their concerns, as well as
the perspectives of those who support using this technology to deter crime and help law
enforcement investigate crimes. After careful consideration and feedback from
community members, the Police Chief has decided to discontinue implementation of a
local automated license plate reader program.
NEXT STEPS: The Police Department will continue to monitor legislation and law
enforcement best practices, while also hearing from community members, to determine
whether a future proposal for the use of license plate readers has local support.
ATTACHMENTS: None
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CITY MANAGER NOTES:
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INFORMATION ONLY REPORT
TO: Aspen City Council
FROM: Megan Killer, Water Efficient Landscaping Standards Technician
THROUGH: Erin Loughlin Molliconi, Utilities Director
Tyler Christoff, Deputy City Manager
MEETING DATE: July 27, 2026
SUBJECT: Continued Stage Three Water Restrictions and Water Use Reduction
Analysis
INTENDED OUTCOME & SUMMARY:
This report is for informational purposes only. No action is requested of Council at this
time. This report is to inform Council of the City of Aspen Drought Response
Committee’s recommendation to continue the current Stage T hree Water Shortage
Declaration and to present current trends in water reduction across the system .
The Drought Response Committee meets monthly to discuss the current conditions and
assess what level of restrictions are necessary to meet demand for essential uses.
DISCUSSION:
Aspen’s municipal water supply comes from Castle and Maroon Creeks. The Aspen
water system relies primarily on direct streamflow through the consistent release of
water from snowmelt throughout the year. During drier than normal years, the City’s
water policy enables Council to enact its Water Shortage Ordinance by selecting an
appropriate water shortage stage. A Stage Two W ater Shortage was declared through
Resolution #112, Series of 2025, effective September 1, 2025 and was elevated to a
Stage Three Water Shortage declaration on May 12, 2026 through Resolution #061 and
has been effective since May 15, 2026.
The City’s Drought Response Committee (DRC), represented by multiple departments,
has reviewed the latest drought data for Aspen and the Roaring Fork watershed and
recommends the continuation of the current Stage Three Water Shortage Declaration
and Restrictions.
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Drought Conditions
Since the Stage Three declaration was made in May, drought conditions have remained
throughout the Roaring Fork Watershed. The July 16, 2026 US Drought Monitor
continues to show Aspen and Pitkin County fully in the Exceptional Drought (D4)
Category, which is the highest level of drought.
Stream flow in June in the Roaring Fork watershed was at 27% of normal. The Maroon
Creek stream gauge measured peak runoff on June 7th at 143 cubic feet per second
(cfs), whereas the historical average peak runoff occurs between June 15th- 30th at over
300 cfs.
NOAA’s Climate Prediction Center forecasts that drought could persist but improve
slightly in Western Colorado over the next three months. There is a 40-50% probability
of higher-than-normal temperatures, but a 33-40% probability of above average
precipitation for July, August, and September 2026 (Figures 1 and 2).
Financial Impacts of Stage Three
The monthly temporary rate increases for this Stage Three Water Shortage are
summarized in Table 1.
Billing Tier Stage Three Water Shortage Rate Increase
Tier I 0%
Tier II 0%
Tier III 50%
Tier IV 125%
Figure 2 Precipitation Outlook for July-Sept 2026 Figure 1 Temperature Outlook for July-Sept 2026
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Billing Tier Buttermilk
Metro District Stage Three Water Shortage Rate Increase
Tier I 0%
Tier II 62.5%
One-Tier Rate Structure
(Bulk Water/ Fill Stations)
Stage Three Water Shortage Rate Increase
Tier I 75%
Raw Water Rate Structure
(Pressurized)
Stage Three Water Shortage Rate Increase
Pressurized 50%
Non-pressurized 50%
Table 1: Stage Three Water Shortage Temporary Rate Increases
In the summer months, when irrigation makes up a large portion of water demand,
normally 15-20% of accounts hit the 4th tier. This June, only 6% of water customers hit
the 4th tier.
Compliance and Water Reduction Analysis
City staff have been monitoring and enforcing the water restrictions under the Stage 3
Drought Declaration. Aspen’s Intelligent Metering produces automated reports of
accounts in violation of the water restrictions which are verified by staff before notice of
violation letters are sent. Additionally, staff receive, monitor, and vet reports through the
drought hotline and email accounts, as well as customer reports through Aspen 311.
The number of violation letters sent is shown in Table 2. Accounting for some level of
drought violations which are not caught by staff, it is estimated that compliance with
Stage Three water shortage restrictions is around 75%, which staff consider an
extremely good response.
Violation Number Number of Letters Sent (as of July 16)
1 273
2 47
3 6
4 0
Table 2: Total Number of Violation Notices Sent
Staff analyzed treated water demand from May 15th through June 30th, 2026, relative to
the same time period in 2024 and 2025 to evaluate if the overall system water demand
reduction goal for Stage Three of 15-25% has been met. That analysis has shown a 20-
40% reduction in demand when compared to May and June of 2024 and 2025.
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NEXT STEPS:
Staff will continue to monitor conditions for improvements to the US Drought Monitor,
monsoon relief, and local streamflow. Staff sincerely appreciate the community's
response to the Stage Three water shortage restrictions and the conservation efforts
made to date. These early results demonstrate that collective action can make a
meaningful difference in reducing water demand and protecting Aspen's limited water
resources. At the same time, summer water use typically peaks in July and August,
making continued conservation essential. Staff encourage Council and the community
to maintain these efforts to help ensure a reliable water supply for essential needs
throughout the remainder of the season.
ATTACHMENTS:
None.
CITY MANAGER NOTES:
I would just emphasize how well the community has partnered in the conservation effort
and to share the City’s appreciation for that collective response to the challenging
environment we are in.
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INFORMATION ONLY REPORT
TO: Aspen City Council
FROM: Emily Ford, Communications Specialist
THROUGH: Jenna Ioffredo, Chief Communications Officer
MEETING DATE: July 28, 2026
SUBJECT: Aspen 360°
INTENDED OUTCOME & SUMMARY: The purpose of this Information Only memo is to
update Council on the Aspen 360° program. This memo serves to provide information,
and there is no specific request of Council.
Aspen 360° is designed to provide participants with insight into the roles,
responsibilities, limits, and services offered by our local government. These sessions
consist of a series of informative meetings and field trips. By engaging in this program,
residents can become more informed and engaged citizens, equipped to contribute
positively to our community.
DISCUSSION: The Aspen 360° class will meet for a total of seven sessions over a
three-month period. Class topics will include a city overview of city services, the natural
environment, built environment and infrastructure, tax collection and use, parks and
open spaces and community involvement. The below schedule will be followed for the
program:
Applications Open: July 1, 2026
Applications Close: July 31, 2026
Classes Begin: August 27, 2026
Classes End: October 8, 2026
Number of Sessions: 7
Session Times: Class sessions will be held from 3 p.m. to 5 p.m., with field
trips scheduled from 12:30 p.m. to 2 p.m.
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Aspen 360°, formerly known as the Citizens Academy, began in 2016. Following a brief
hiatus following COVID, the current program is entering its third consecutive year
following its reboot. Since its launch, the program has helped strengthen civic
engagement by providing residents with knowledge and insight to become more
involved in local government. Graduates have gone on to serve on boards and
commissions, participate in advisory groups, and even run for City Council.
NEXT STEPS: Classes will begin on August 27, 2026.
CITY MANAGER NOTES:
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INFORMATION ONLY REPORT
TO: Mayor and Aspen City Council
FROM: Megan Monaghan and Nancy Nichols, Kids First Co-managers
THROUGH: Pete Strecker, City Manager; Diane Foster, Deputy City Manager
MEETING DATE: July 27, 2026
SUBJECT: Early Childhood Base Operational Funding Information Report
INTENDED OUTCOME & SUMMARY: To provide information to City Council
concerning the June15 Work Session in which Council voted to approve Kids First staff
recommendation to provide Operational Base funding to Early Childcare programs in
Pitkin County.
1. Per the last Council work session, City Council approved funding at the highest
level recommended by staff. This funding will be up to 10 thousand dollars per
classroom per year for all childcare programs that qualify.
2. Funding will be adjusted based on school calendar- if a school operates for 12
months, they will receive the full amount. If they operate on a 9-month calendar,
the funding will be pro-rated at 75%.
3. Funding will be included in the 2027 Operational Budget.
4. Funding for 2026, as requested by City Council, will be distributed from Kids First
current budget and carry forward savings. These funds will be prorated for
remaining months of 2026 with expected funding to be allocated after Sept 1st,
2026.
5. Schools will be required to sign a Base Funding Agreement, Plan and Reporting
Form with Kids First. The agreement will include the following requirements:
a. Provide a spending plan in advance.
b. Report on spending over the 6-month period based on a matrix and
narrative that are not burdensome and give evidence of accountability of
use of funding at the end of the funding cycle.
c. This can include expenditure reports and/or financial verification.
d. The narrative will include prompts to provide information to Kids First
concerning impacts on program quality, affordability and workforce
retention.
6. No action is requested of City Council.
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DISCUSSION: The City of Aspen has long understood that childcare is an essential part
of a strong, healthy community. By continuing to invest in childcare through strategic
base funding, the City is helping programs stay open and sustainable, supporting
families who live and/or work in Pitkin County, and strengthening the overall child care
ecosystem that our community depends on.
NEXT STEPS: Kids First staff will meet with childcare program directors. All
documentation and reporting forms will be shared, reviewed and signed with each
childcare program. Funding will be distributed to qualified applicants in 2026 with
continuing funding into the future beginning with 2027.
ATTACHMENTS:
Attachment A – Kids First STAFF REPORT for Council Session June 15
CITY MANAGER NOTES: [Leave this section blank as it is intended for the city
manager to provide additional context for Council at their discretion.]
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STAFF REPORT
TO: Aspen City Council
FROM: Megan Monaghan and Nancy Nichols, Kids First Co-managers
THROUGH: Pete Strecker, City Manager; Diane Foster, Deputy City Manager
MEETING DATE: June 15, 2026
SUBJECT: Early Childhood Education Goals 2026 – Staff Recommendations
INTENDED OUTCOME:
Obtain City Council approval to implement Option 4, Operational Funding, at either $5,000 per
classroom per year for 41 classrooms, for a total annual investment of $205,000, or $10,000 per
classroom per year for 41 classrooms, for a total annual investment of $410,000.
This recommendation advances City Council’s early childhood education priorities by supporting the
availability, affordability, and quality of childcare in the community.
EXECUTIVE SUMMARY:
Following City Council’s February 2026 direction to defer construction of the Burlingame ECE Facility
and return with a fully researched proposal, staff recommend that 2026 and 2027 efforts focus on a
high-impact childcare provider base funding initiative. The purpose of this work session is to review the
proposal and seek City Council direction on the recommended approach to strengthen existing
childcare providers.
DISCUSSION:
Staff Recommendations:
Invest in Sustainability for Existing Childcare Programs
In February, staff presented three recommendations to Council: Provider Base Support, Business
Voucher Program, and Small-Scale Capacity Expansion. Based on research conducted with providers,
the potential for immediate positive impact on schools, ease of implementation, the limited number of
partners required for execution, and the short ramp-up time, staff identified the Base Funding Initiative
as the highest priority.
We know that Confluence/Every Child is planning a one-time gap funding initiative for distribution in
2026. In contrast, the proposed Kids First funding would begin in 2027 and provide a more sustainable,
long-term investment. This approach is proactive, and responsive to the ongoing needs identified by
local childcare providers.
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Staff recommend starting with the Base Funding option:
Staff recommend starting with Option 4, Operational Funding, at either $5,000 per classroom per year
for 41 classrooms, for a total annual investment of $205,000, or $10,000 per classroom per year for 41
classrooms, for a total annual investment of $410,000. Funds would be allocated for use at each
childcare provider’s discretion.
After extensive interviews with childcare directors, the following items emerged as the most urgent and
ongoing needs for childcare providers in Pitkin County:
Option 1. Health and Wellness funding:
This option would provide payments to childcare staff through their childcare program to help
supplement costs associated with health and wellness benefits. Eligible uses could include health
insurance premiums, health club memberships, healthy nutrition programs, wellness activities, mental
health services, or other approved health-related expenses.
There are currently 135 employed staff members working in early childhood programs. Payments could
be structured in several ways, including:
An annual payment of up to $1,000 per employee, or
A monthly payment ranging from $50 to $100 per employee.
The projected annual budget for this option would be:
Approximately $135,000 annually for a $1,000 yearly payment per employee.
Approximately $81,000 to $162,000 annually for monthly payments ranging from $50 to $100 per
employee.
Option 2. Professional Development Seat Time (reimbursed class time):
This option would provide payments to childcare staff, through their childcare program, to help
compensate employees for participating in professional learning opportunities outside of normal
business hours.
Funding could support one or more of the following professional development opportunities:
College-Level Credit Classes:
Provide compensation at a rate of $20 per hour for up to 45 hours, twice per year, for participation in
college-level credit courses.
The projected annual cost for 50 teachers is approximately $90,000.
In-Person Training Opportunities:
Provide compensation at a rate of $20 per hour for up to 32 hours (four days) of approved in-person
training opportunities.
The projected annual cost for 100 teachers is approximately $64,000.
The total projected annual funding amount for participants in both options is approximately $154,000.
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Option 3. Curriculum and Training:
This option would provide childcare programs with resources that strengthen and support each
program’s educational philosophy, curriculum implementation, and overall quality of care. Funding
would support materials, staff development, coaching, and ongoing curriculum resources to enhance
the learning experience for children and families.
This funding option includes:
Provide funding up to $10,000 per program for curriculum-related staff training and coaching, for a
projected annual cost of $120,000 based on 12 childcare programs and provide funding up to $5,000
per year, per program, to maintain and replenish curriculum materials, for a projected annual cost of
$60,000 based on 12 childcare programs.
The projected annual cost is $180,000.
Option 4. Operational Funding at the discretion of each school:
This funding option would include open-ended funding to be used at the childcare programs’ discretion
and could cover any of the previously described programs.
$2,500 per classroom per year, 41 classrooms $102,500
$5,000 per classroom per year, 41 classrooms $205,000
$10,000 per classroom per year, 41 classrooms $410,000
FINANCIAL IMPACTS:
Kids First has consistently and responsibly built its reserve balance, creating an opportunity to
strategically deploy a portion of these funds to advance priority programming such as the Base Funding
Initiative.
The cost of this program will depend on the funding level selected by City Council and could range from
$135,000 to $410,000 annually.
Any new or adjusted funding requests will be formally analyzed and brought forward to the Aspen City
Council for review, consideration, and approval at the appropriate time.
School Examples:Per Room # of rooms Per room x # rooms # of programs Totals Grand Totals
ELC $2,500.00 8 Classrooms $20,000.00 1 $20,000.00
$5,000.00 8 Classrooms $40,000.00 1 $40,000.00
$10,000.00 8 Classrooms $80,000.00 1 $80,000.00 $102,500.00
ASD, AJAX, Basalt, Stotts $2,500.00 5 Classrooms $12,500.00 4 $50,000.00
$5,000.00 5 Classrooms $25,000.00 4 $100,000.00
$10,000.00 5 Classrooms $50,000.00 4 $200,000.00 $205,000.00
JCC, LR, WW, WCK $2,500.00 2 Classrooms $5,000.00 4 $20,000.00
$5,000.00 2 Classrooms $10,000.00 4 $40,000.00
$10,000.00 2 Classrooms $20,000.00 4 $80,000.00
ACD $2,500.00 3 Classrooms $7,500.00 1 $7,500.00 $410,000.00
$5,000.00 3 Classrooms $15,000.00 1 $15,000.00
$10,000.00 3 Classrooms $30,000.00 1 $30,000.00
TP, LSC $2,500.00 1 Classrooms $2,500.00 2 $5,000.00
$5,000.00 1 Classrooms $5,000.00 2 $10,000.00
$10,000.00 1 Classrooms $10,000.00 2 $20,000.00
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The City of Aspen has a strong history of recognizing childcare as critical public infrastructure,
supported through sustained public investment to ensure quality, affordability, and availability.
Continued financial prioritization through strategic reserve reallocation will further support families who
live and/or work in Pitkin County and help sustain a high-quality childcare ecosystem essential to the
region.
RECOMMENDATIONS:
Staff recommend that City Council approve Option 4, Operational Funding, to provide flexible support
that enables childcare providers to address their most urgent operational needs.
• Approve Option 4, Operational Funding, at $5,000 per classroom per year for 41 classrooms, for
a total annual investment of $205,000.
OR
• Approve Option 4, Operational Funding, at $10,000 per classroom per year for 41 classrooms,
for a total annual investment of $410,000.
A key advantage of Option 4 is that it allows individual programs, in partnership with their directors and
boards, to determine how funds can be used most effectively to address their highest-priority needs.
ALTERNATIVES:
• Approve a different level of funding or a different option to support the sustainability of early
childhood providers in our community.
• Make No Changes to Kids First Programming
CITY MANAGER COMMENTS:
[Leave this section blank as it is intended for the city manager to provide additional context for council
at their discretion.]
ATTACHMENTS
• None
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