HomeMy WebLinkAboutagenda.council.worksession.20090804MEETING AGENDA
August 4, 2009
4 PM Council Chambers
QUARTERLY JOINT WORK SESSION
OF CITY COUNCIL & BOCC
4:00 Discussion with City and County P&Zs on AACP Process
5:00 2010 Budget Assumptions
5:30 Smuggler Pine Beetle Update (verbal)
5:45 Special District for Energy Efficiency (verbal)
6:00 Adjourn
MEMORANDUM
TO: Aspen City Council
Board of County Commissioners
FROM: Ben Gagnon, Special Projects Planner, City
Jessica Garrow, Long Range Planner, City
Ellen Sassano, Long Range Planner, County
THRU: Chris Bendon, City Community Development
Cindy Houben, County Community Development
DATE OF MEMO: July 29, 2009
MEETING DATE: August 4, 2009
RE: Aspen Area Community Plan update
REQUEST OF COUNCIL/COMMISSIONERS: Staff is not requesting any formal action.
This is an opportunity for council and commissioners to hear an update on the AACP process,
ask questions and provide feedback. Since our last update to the Council and Board, significant
modifications have been made to the format and content of the Plan and to the timeframe for
completion of the Plan, as described below. The principal purpose of this meeting is to provide a
forum for discussion between elected and appointed officials regarding the progress of the Plan.
However, staff also seeks feedback regarding the revised timeframe, and whether changes made
to format and content achieve earlier direction to provide a more comprehensive, directive
document.
LATEST NEWS: At the October Colorado Planning Conference, the City of Aspen and Pitkin
County will be presented with a state award for excellence in Community Engagement by the
American Planning Association, Colorado Chapter. This award is a recognition from planners
across the state that the public process used for the AACP update was "innovative,"
"transferable," and "promotes community progress." See Exhibit A for the award submittal.
BACKGROUND: In March and April, the City Council, Board of County Commissioners and
both Planning and Zoning Commissions agreed to take additional time to review and write the
AACP update to ensure it is directive, specific, and accurately articulates the community's input.
Since that time the P&Zs have been meeting twice a month to review the document chapter by
chapter. City and County staff members, as well as representatives from City and County boards
have attended some of these meetings a "Resource Experts" -people the P&Zs and Community
Development staff can discuss specific ideas and policies with.
The first topic discussed by the Planning and Zoning Commissions was "Sustaining the Aspen
Idea," which was completed after two meetings, including the adoption of Goals and Action
Items. As we worked though the next topic, "Environmental Quality," it became clear that the
P&Zs preferred a new format that included the adoption of Vision and Philosophy statements in
addition to Goals and Action Items. In total, the P&Zs have discussed and/or reviewed the
Environmental Quality chapter at seven (7) meetings. These meetings focused not only on the
content'of the Environmental Quality chapter, but also the nature of a Goal Statement and the
nature of an Action Item, as well as the type of language and level of specificity required for
each. We also grappled with the appropriate role of the "Resource Experts." The first
Environmental Quality meeting was a presentation by nine (9) Resource Experts, which did not
leave time for the P&Z to have a discussion of the issues. As we've moved through the process,
the Resource Experts attend meetings to answer questions raised by the P&Zs and provide
written information as part of the meeting packets, but do not give formal presentations of the
topic at the meetings.
City and county staff believe the newly adopted format and process for review provides an
opportunity to move forward more quickly. Once the revised format was established, the P&Zs
moved through the review of the Environmental Quality section in three (3) meetings. If each
topic requires three (3) meetings and the P&Z continues to meet twice a month, staff expects a
complete draft by August 2010.
DISCUSSION: Attached is the draft Environmental Quality chapter. The P&Zs completed
review of this chapter on July 28`h. There are some areas that need additional follow up and
consultation with Resource Experts. Also attached is the draft chapter on Sustaining the Aspen
Idea, although it has not yet been reformatted and is currently lacking a vision statement and
philosophy statement.
CITY MANAGER COMMENTS:
COUNTY MANAGER COMMENTS:
ATTACHMENTS:
Exhibit A: American Planning Association, Colorado Chapter Community Engagement Award
Submittal
Exhibit B: Environmental Quality drafr chapter
Exhibit C: Sustaining the Aspen Idea draft chapter (not reformatted)
Exhibit A
COLORADO APA 2009 SUBMITTAL REQUIREMENTS ~• C O M M U N I T Y
' VISION
for the ASPEN AREA
Title "Building a Community Vision for the Aspen Area" Aspen, Update to the Aspen
Area Community Plan.
Description The 2009 update to the Aspen Area Community Plan is based on direct democracy -
that every community member should have an opportunity to be involved in
shaping the future of the Aspen Area.
Project Team
Primary Contact:
Jessica Garrow, AICP, Long Range Planner
City of Aspen
130 South Galena
Aspen, CO 81611
Phone: 970.429.2780
Fax: 970.920.5439
Email: iessica.aarrow ci.asoen.co.us
Other Team Members:
City of Aspen, 970.920.5090
• Chris Bendon, AICP, Community Development Director
• Ben Gagnon, Special Projects Planner
• Drew Alexander, Planning Technician
• City of Aspen Planning and Zoning Commission
• Aspen City Council
Project Manager
Project Team
Pitkin County, 970.920.5526 Project Team
• Cindy Houben, AICP, Community Development Director
• Ellen Sassano, Long Range Planner
• Pitkin County Planning and Zoning Commission
• Pitkin County Board of County Commissioners
DesignWorkshop, Inc., 970.925.8354
• Anna Gagne, AICP, Planner/Project Manager
• Pam Britton, Principal/Facilitator
• Sara Egan, Planner
•Annie Sutherland, Project Assistant
• Jennifer Pickett, Graphic Designer
Urban Designer 303.335.7085
• Ignacio Correa-Ortiz, AIA, AICP
Project West, 970.925.4234
• Margi Wilkinson, Website Design and Branding
• Andrew Allspaugh, Website Design
Public Process
Lead Consultant
Latino Community
Facilitation
Website & Branding
Consultant
iSXR1DIL
. COMMUNITY
• VISION
for the ASPEN AREA
Project Team
Venturoni Surveys & Research Inc, 970.468.6820
• Linda Venturoni, President
Foresee Consulting Inc, 303.823.6219
• Steve Mullen, Voting Device Facilitator
Elk Mountains Planning Group, 970.923.9485
• Julie Ann Woods, AICP/ASLA, Planner
Estimated Budget and Duration
Survey Consultant
Keypad Voting
Consultant
Planner
The project began in July of 2008, with direct public engagement running from
September 2008 through January 2009. The project phases outlined below often
overlapped. Below the consultant budget and city/county expenses have been broken
out separately.
Total Consultant Budget:
$200,000, 14 months (est.) (July 08 -September 09)
Phase I: Data Collection and Project Start Up
$71,200, 4 months (July 08 -October 08)
Phase II: Community Outreach Initiation
$34,300, 5 months (September 08 -January 09)
Phase III: Small Group Meetings
$44,500, 1 month (October 08 -November 08)
Phase IV: Large Group Meetings
$16,500, 2 months (December 08 -January 09)
Phase V: Community Plan Document
$27,400, 1 month (February 09)
Phase VI: Plan Approval Process
$5,500, 6 months (est.) (April 09 -September 09)
Phase Vll: Plan Sharing
$600, 1 month (est.) (September 09)
Total City/County Budget: Media, Food, Supplies, and Meeting Spaces
$40,000, 5 months (September 08 -January 09)
Category Community Engagement
Exhibit A
COMMUNITY
• VISION
for the ASPEN AREA
A• Describe in one oaae or less what makes vour nomination for recognition outstanding
Every eight years or so, the City of Aspen and Pitkin County collaborate on a character-based community
plan for the Aspen area that helps guide decision-making by the Aspen City Council and Pitkin County
Commissioners. The last effort was conducted from 1998 - 2000 and used the traditional method of
establishing a steering committee for each topic, as well as a "character committee" and an oversight
committee. While there was initial excitement for the effort, attrition continually reduced the number of
participants over a period of more than 18 months. When the work was done, critics were able to describe
it as an "insider' process.
This time around, staff was determined to design a "bottom-up" process that would be driven by the general
public from the beginning, rather than by a series of committees. The Community Vision for the Aspen Area
has so far engaged over 1,000 community members (nearly ten times the number involved in the 2000
AACP process), including many who had never been involved in planning before.
The process began with a compilation of existing conditions work called the State of the Aspen Area report,
and producing a "Jeopardy'-style game show on local public access TV to bring basic information to the
public and inform them of the upcoming process.
After the State of the Aspen Area report was released, a survey was randomly mailed to voters, homeowners
and renters in the Aspen Area. The survey method ensured that a significant number of second homeowners
would have the opportunity to provide feedback - a group that is not often well represented in community
planning.
In the fall of 2008, more than 200 people attended 14 Small Group Meetings, where staff and the consulting
team listened to people discuss their values and visions for the future. Specific outreach engaged the Latino
members of our community and local youth in these meetings. These groups are often forgotten in traditional
public processes, and, in the case of the commuting workforce, are sometimes not considered members of
the community because they do not live in the community where they work. Additionally, these community
members often do not have the time to dedicate to a long committee driven process with many meetings.
By specifically targeting these groups, the process engaged a broad cross-section of the community.
Instant keypad voting was utilized in a series of Large Community Meetings held in January of 2009.
The meetings built on the feedback from the randomly mailed survey and the Small Group Meetings and
enabled the city and county to hone in further on the critical issues facing the Aspen Area. The meetings
relied on solid information, a quality facilitator, humor, coffee breaks and ahands-on exercise to keep the
large audience interested and engaged. When the meetings were over, 90% of the audience agreed or
strongly agreed that they "liked this method of public engagement."
Throughout the process, there were a number of options for those who could not attend a meeting, but
wanted to be involved in the process. This included the ability to hold their own meeting (Meeting-in-a-
Box) that replicated the small group meetings held with the community, the ability to post comments on
the blog, and a community survey. A project website (www.aspencommunityvision.com) was created to
enable anyone interested in the update to have a "one-stop-shop" for information on the process, upcoming
meetings, and how to get involved. A Facebook page was also created as a way to communicate through
existing social networks and promote the project.
It is an outstanding accomplishment when planning staff can reflect on a process and conclude that there
is almost nothing they would do differently and the outcome exceeds their expectations -- which is exactly
why we are compelled to submit this project for an APA award.
~XR1D1L
COMMUNITY
~' VISION
for the ASPEN AREA
B Fv lu to hogs the nomination meets the criteria for innovation transferability excellence
community oroaress effectiveness and anv aoorooriate "factors of consideration "
Innovation -The Community Vision for the Aspen Area can serve as a model for innovative and effective
public engagement for Colorado communities facing many of the same challenges in gaining broad
participation in plan creation. Additionally, communities seeking transparency and inclusiveness in their
planning processes can look to the 2009 AACP as an example. The difficulty of managing the participation
and input from large numbers of people was handled expertly. Web-sign up for meetings provided efficiencies
of tracking participation, generating an email contact list, automated nametag creation, and email of update
notices. The input from participants was synthesized both quantitatively and qualitatively.
Transferability -Many of the types of outreach were conducted using mostly staff time and could easily be
undertaken by another community, regardless of budget constraints. For example, the blog and Facebook
group were both free and easy to create. The "Jeopardy"-style game show was relatively simple to produce
in collaboration with the local public access TV station. Outreach to the youth included visiting a high
school civics class, which required working with a teacher and coordinating her curriculum requirements
with a discussion of community engagement, how local government works, and getting feedback from the
students on their aspirations for the Aspen Area's future.
Excellence -All areas of the Community Vision for theAspen Area strived to provide the best quality service
to those community members involved. Planning staff was able produce many of the materials in house,
but understood that certain professionals would be necessary for parts of the plan. This approach provided
for such things as a statistically accurate public survey, a user friendly and constantly updated website, and
the highest quality settings and materials for the various community meetings. Overwhelmingly the process
received high praise from community members finding the process fun, welcoming and meaningful.
Promotes Community Progress -The process was designed to engage as many individuals as possible.
Understanding that many people simply don't have much time to participate, "short versions" of the process
were offered at nearly every stage of the process. But a great process is only a process until it is translated
into language adopted by the city and county. The updated Aspen Area Community Plan is based entirely
on the community comments and feedback received through the process, which represents over 1,000
unique voices of input.
Effectiveness -Expectations for participation were greatly exceeded with over 1,000 community members
involved in the process to date, many of whom have never been involved in planning processes before.
This process created a "buzz" by having events and activities that built off of one another. As the process
progressed from staff presenting the upcoming process to community groups, to small group meetings that
the entire community was invited to, to the community survey, to the large group meetings, more and more
people became involved. Individuals wrote letters to the editor, commented on the blog, discussed planning
issues on the street and in coffee shops. This process has created a model for future public processes in
the Aspen Area, and has set a high standard for future community engagement.
Factors of Consideration -Many of the community members the process sought to involve do not live in
the community-these include the commuting workforce, as well as second homeowners. It has been difficult
to get these two groups involved in past planning efforts because of their limited ability to attend meetings.
This fact made electronic outreach especially important. The website served as the main vehicle to provide
information on the process. The website received visits from places as far away as the Netherlands and
the Philippines and as close as Colorado. Additionally, the blog provided a tool for individuals who had
comments and opinions on the updated AACP but were not able to attend a formal meeting because they
were working or not in town.
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Exhibit C
Aspen Idea Revised Goal Statements and Action items
Goal Statements
1. A sustained cultivation of the arts and culture is a core element of the Aspen
Area's identity -- enriching the quality of life for the Aspen community,
reinforcing its national and international profile and diversifying its arts and
culture economy.
2. Through collaboration, local non-profit groups and businesses can illustrate how
they are honoring and carrying forward the Aspen Idea through dramatically
improved outreach to those who live, work, play or visit in the Aspen Area.
3. As mind, body and spirit are fully integrated parts of a whole and balanced
person, local non-profits and businesses have an opportunity to integrate their
offerings together to reflect the Aspen Idea. This approach can rebuild local
enthusiasm for the Aspen Idea, provide common ground to reduce unintended
stratification in the community and diversify our visitor base.
4. Aspen at its best represents a place of education, personal improvement and new
experience.
5. The future potential expansion or development of arts and cultural facilities
should:
• Provide multi-purpose space for the Aspen Area community;
• Integrate the wide range of people who -ive, work and play in the Aspen Area;
• Reach outside the facility and into the public realm, making art and culture
visible in the community;
• Facilitate meaningful and affordable local participation and local talent;
• Emphasize reueeable materials and renewable energy;
• Collaborate with other non-profit groups to broaden the purpose of public
space;
• Maintain high quality facilities.
6. Sustaining the Aspen Idea should be a goal that is shared by local governments as
well as a wide range of local organizations. Public-private partnerships can lead
to a myriad of opportunities that could strengthen the Aspen Idea.
Action Items
1. Local non-profit organizations should explore reconvening a local Council on the
Arts to promote collaboration and mutual support between arts and cultural
organizations. The mission of such a Council on the Arts could include methods
to better integrate the wide range of people who live, visit and play in the Aspen
Area, to establish a more powerful web-based "information outreach and
August 4, 2009 joint BOCC/CounciUP&Zs meeting
Exhibit C
Page 1 of 2
Exhibit C
clearinghouse," to explore shared housing opportunities for visiting artists and
other mutually beneficial purposes.
2. Local non-profits and businesses should explore integrating their offerings into a
package of activities and experiences that reflect the balance of mind, body and
spirit, clearly carrying forward the unique heritage of the Aspen Idea.
3. Explore options for the housing of visiting artists to assist local non-profit
organizations in their effort to produce special events. Options include an ADU
database available to non-profit groups.
4. Propose amendments to the City Land Use Code to include standards to ensure
that community needs with respect to Arts, Cultural and Educational facilities are
addressed when facility expansion and/or development is proposed. Future
expansion or development of Arts, Cultural and Educational facilities should:
• Provide multi-purpose space for the Aspen Area community;
• Integrate the wide range of people who live, work and play in the Aspen
Area;
• Reach outside the facility and into the public realm, making art and culture
visible in the community;
• Facilitate meaningful and affordable local participation and local talent;
• Emphasize reueeable materials and renewable energy;
• Collaborate with other non-profit groups to broaden the purpose of public
space;
• Maintain high quality facilities.
August 4, 2009 joint BOCC/Council/P&Zs meeting
Exhibit C
Page 2 of 2
MEMORANDUM
TO:
FROM:
THRU:
DATE OF MEMO:
MEETING DATE:
RE:
Mayor and City Council
Don Taylor, Director of Finance
Steve Barwick, City Manager
July 10, 2009
July 14, 2009
2010 Budget Assumptions
REQUEST OF COUNCIL: The purpose is to provide City Council with an early look at some
of the 2010 budget issues that the City will be facing in 2010 and receive feedback from the
Council as necessary and to identify supplemental information that the Council may wish to
receive.
PREVIOUS COUNCIL ACTION: None
BACKGROUND: Each year the City Council reviews some of the major budget assumptions
that are being used to create the upcoming annual budget. The feedback is important to staff in
terms of council perceptions on the local economy and the ranges of estimates for revenue and
expenditure increases/decreases that they would be able to support in a proposed budget.
DISCUSSION: The current budget yeaz (2009) will go on record as one of the most difficult in
modem times. About 12 positions were eliminated including layoffs. Sales tax is expected to
decline about 13 % for the yeaz and is down about 19% year to date. Building construction fell
off a cliff and real estate transfer taxes are estimated to drop 18% after dropping 41 % from 2007
to 2008.
So what is in store for 20107 'It is very difficult to make projections in such an uncertain
economic environment so conservative estimates are certainly in order.
Departments have been asked to submit budgets that would be no more than 1.5% more than
2009 including changes to salaries and benefits. Inflation is expected to run about 1-2% for next
year so real growth in department budgets will be 0. Departments were allowed to make
supplemental requests and they will be evaluated based on estimated revenue resources that may
be available. Management staff will begin review of these requests over the next couple of
weeks. Aspart of the effort to hold costs to 1.5%, a health insurance team has been set up to
Page i of 3
evaluate methods by which health insurance costs can be managed to increase only 6% a yeaz.
We will follow up with Council at a later time on this matter.
In the past the City has made major contributions to non- profits and to the County (byway of
community health services and the senior center). While the City certainly wants to be sensitive
to those nonprofits that provide essential services and that have limited funding, there aze areas
that could be reviewed given this time of economic distress. Earmarking cable TV franchise
revenue to specific entities is one area that could be discussed.. A policy level discussion on
additional funding for County social services is another. If the Council does want to take this up
staff can return with more detailed information on how other localities approachthisand/or
alternatives to consider.
Staff would like feedback on any particulaz budget analysis that you would like to see in the
budget hearings that is not part of the normal information provides (surveys, programmatic '
reviews.) Are there services that the City provides that you think may have outlived their
usefulness or that the money maybe redirected elsewhere.
Revenues:
The most recent city tax report is attached for your background information. (Attachment D)
Sales tax -
Sales tax provides funding for the General fund, Pazks and Open Space fund, Housing fund, Day
Care fund and Transportation fund. Sales tax for 2009 is projected to be down 13% from 2008.
For 2010 it is forecast to make a very modest 4% recovery in 2010. This 4% increase is off a
very low 2009 base. If you look at the graph attached as Attachment A, you can see that the
forecast amount is still less than the amount received in 2006.
Council discussion was to use a lower sales tax growth rate. Currently under consideration is 0-
1.5
Real Estate Transfer Tax (RETT)
The RETTprovides funding for the Housing Development fund and the Wheeler Opera House
fund. The RETT has declined precipitously over the last several years. Attachment B graphs
RETT collections and forecasts the revenue source going forwazd. It assumes a 10% increase in
tax revenue from non fractional sales and a decrease in fractional sales in each year through 2013
as new inventory is sold off. Beginning in 2014 the tax increases at 5% per year. This could be
considered optimistic given the current state of real estate. The projection for the housing fund is
$4,500,000 for 2010,
Property taxes
The City roughly splits the property tax revenue between the General Fund and the Asset '
Management Fund (AMP). There is also a dedicated mill levy for the Stormwater Improvements
Fund. The City's properly tax for the General fund and Amp is still subject to TABOR and as
such the mill levy will need to be adjusted so that the revenue increases by no more than inflation
and local growth plus any voter approved revenue changes.
Budget year 2010 will be the last yeaz of a five year voter approved change that provided funding
for a list of projects. The amount of revenue estimated from the revenue change in 2010 is
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$566,808. This includes complete elimination of the outdoor pool from the list of projects to be
funded. No money has or will be collected for the pool that was not already spent on design.
The total amount of revenue from the General fund/Amp levy is estimated to be approximately
$5,400,000 and will be dependent on the final inflation/local growth calculation. The mill levy
will be adjusted down to yield that result.
The storm water mill levy was exempted from TABOR when it was approved, however the staff
will prepare a budget based on a property tax that is subject to TABOR. City Council can
evaluate the Stormwater work program and change that as they may see fit.
Community Development fees:
Community Development fees are expected to be about D-7% down for 2010 and 2009 will be
down about 50% form 2008. In the last iteration of the long rang plan we had assumed a
substantial rebound in 2010, however now there is little indication that there will be any
significant increase in building activity in 2010. This programmatic area will see substantial
attention in the 2010 budget development.
Adjustments to the Pay plan are currently being considered in the 0-4% range.
FINANCTALBUDGET IMPACTS: The budget assumptions used for revenue growth will
have an impact on the programs and level of service that can be provided in 2010.
RECOMMENDED ACTION: At this time we are just looking for feedback from the City
Council on their perspectives of the local economy and general directions that they would like to
see incorporated into the 2010 budget.
ALTERNATIVES: City Council may direct different assumptions to be used for development
of the 2010 budget.
PROPOSED MOTION:
CTPY MANAGER COMMENTS:
ATTACHMENTS:
Attachment A:
Attachment B:
Attachment C:
Attachment D:
Sales Tax History Graph
Real Estate Transfer Tax History
Community Development Revenues History
Current Tax Report
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