HomeMy WebLinkAboutagenda.council.worksession.20120605TO:
MEMORANDUM
Aspen Board of Health
FROM: CJ Oliver, Public Health Agency Director
Jannette Whitcomb, Senior Environmental Health Program:.
.Coordinator
DATE OF MEMO: May 31, 2012
MEETING DATE: June 5, 2012
RE: Second Quarterly Board of Health Meeting 2012
Local Public and Environmental Health Improvement Plan Update
Over the course of the past several months City of Aspen Environmental Health Staff have
participated in a steering committee with other stakeholders in the area to determine focus areas
for the public health improvement plan based on data, community input, and professional input
from the committee itself. Through that process the following topics were identified as potential
areas of fucus for the public health improvement plan:
- Mental Health
- Access to Health Care
-Radon
- Senior Population Issues
The next step will be for the committee to conduct a capacity assessment with the organizations
providing services in these areas to determine the potential for improvement in existing programs
or formation of new services as identified in the Public Health Improvement Plan. Within the
categories listed above, the committee and the Public Health Agency will identify specific areas
of need and determine an appropriate action plan to address specific shortfalls within the service
area. Those detailed plans will be included in the 5 year public health improvement plan.
Ozone
The primary goal for the City of Aspen's ozone monitoring program is to determine whether
ground level ozone is impacting the health of the community. Currently, the National Ambient
Air Quality Standard (NAAQS) for ozone is an 8 -hour average of 75 ppb over a three year
Page 1 of 3
period. Breathing ozone can trigger a variety of health problems including chest pain, coughing,
throat irritation, and congestion. It can worsen bronchitis, emphysema, and asthma.
This spring has proven to be our most active ozone season since we started monitoring in 2010.
On April 6th, Aspen had an 8 -hour average of 75 ppb. This is the first time Aspen has hit the
EPA standard of 75 ppb. Clinical and epidemiological studies have shown that breathing ozone
can cause adverse health effects at or below the 75 ppb 8 -hour average standard.
At this time, staff does not have the capability of predicting local air quality action days and
relies on the State for forecasting such regional air quality events. Staff will continue to research
local and regional activities that might be influencing our air quality.
Radon
The City of Aspen Environmental Health Department applied for and was awarded $22,501
for the 2012 Radon grant cycle with CDPHE. This is the third year we have been awarded a
radon grant. This grant project will provide radon test kits to Aspen residents, two radon
mitigation classes: one designed for the single family homeowner and the other designed
for the multi - family homeowner's association boards and owners. Two mitigation systems
will be installed that will serve as demonstrations to aid in the classes. The goal of the DIY
radon mitigation class for single family homeowners is to provide the knowledge they need
to move forward with mitigating their home for radon. The purpose of the multi - family
radon mitigation class is to demonstrate how radon can impact an entire multi - family
building and the steps necessary to mitigate high radon levels.
The DIY class is scheduled for July 14, 2012, with the in -class portion from 9 -11 AM and a
site visit to the mitigated homes afterwards.
Radon test results are starting to come in. In Aspen over 66% of the homes tested this year
had a radon level above the EPA action level of 4 pCi /L. Staff are starting to assist
homeowners that have high radon by answering their questions and directing them to a list
of local NEHA certified radon mitigation companies.
Based on our findings, radon will be one of our priority areas for the Public Health
Improvement Plan.
Cottage Foods Bill
The Cottage Foods Bill has passed in the State of Colorado and is now effective. The Bill allows
for the production and sale of non - potentially hazardous foods in unlicensed kitchens to be sold
directly to consumers at farmers markets and through Community Supported Agriculture
programs (CSAs). CDPHE has developed guidance documents to assist local agencies in dealing
with food providers who fall under the provisions of the bill. The impact Aspen will see from
Page 2 of 3
the Cottage Foods Bill is not yet known however there have already been applications to the
Saturday Market that fall under the bill.
If correctly followed, the provisions for food service allowed under the bill pose a minimal risk
to public health.
Medical Officer's Update
Dr. Morris Cohen will provide an update on local, state, and national conditions pertaining to
infectious disease and update on other relevant topics.
Page 3 of 3
MEMORANDUM
TO: Mayor and City Council
FROM: Ashley Cantrell, Sustainability Coordinator
THRU: CJ Oliver, Environmental Health Director
DATE OF MEMO: May 29, 2012
MEETING DATE: June 5, 2012
RE: Environmental Sustainability Update
DISCUSSION:
The purpose of this discussion is to provide Council with an update on some of the
sustainability programs and draw attention to those key times when Council support
and presence is requested.
. Reusable Bag Program:
The bag ordinance went into effect on May 1St at both Clark's and City Markets. Plastic
bags are no longer available at checkout and paper bags are available for a fee of
$0.20 each.
The Environmental Health Department created a comprehensive outreach plan to
inform residents of the change. May 1St was a huge success, with most shoppers
bringing their reusable bags. Thanks to Council for your help giving away bags at the
grocery stores.
Grocery stores are responsible for tracking the number of paper bags sold and
reporting those numbers to the City once a month. Official numbers of paper bags sold
since May 1St is not available yet, but initial estimates indicate that grocers have
distributed fewer paper bags than originally anticipated.
The reusable bags have arrived from Gar Co. sewing works and are a very popular
item. Different types of bags with different images will be available throughout the
summer. These bags are made-in the Roaring Fork Valley using repurposed materials
donated from outdoor recreation companies like GoLite, North Face and Big Agnes.
Next Steps: Staff is working with hotels, rental car companies, property managers and
ACRA to put reusable bags in hotels and lodges and to educate visitors about the bag
program.
Budget:
Council approved a total bag outreach budget of $59,940. To date, the total cost of the
outreach program, including temporary help, reusable bags and marketing is $18,200.
Aspen Tap Program:
Aspen now has six bottle filling stations, with a seventh to come soon. These stations
are part of the Aspen Tap program that began last summer. Stations are now located at
the following places (Attachment A):
- Koch Lumber Park
- Aspen Golf Course Clubhouse
- Francis Whitaker Park
- Wagner Park Restrooms
- Rio Grande Park
- Connor Park
An interactive bottle filling station is now available on the first floor of City Hall. This
station tracks the amount of water used and equates that amount to the number of
bottles of water that were avoiding by drinking tap water.
Additionally, stainless steel water bottles are available for sale to businesses, non-
profits or individuals. These bottles are a convenient size for daily use. Staff
encourages local businesses to sell these bottles in their stores this summer.
Waste Code Changes:
Environmental Health Staff is working closely with Community Development to develop
stricter and clearer requirements for trash and recycling space at new buildings. Staff is
researching the possibility of requiring more space both inside and outside the building
for trash, recycle and compost containers.
Green Team /City Hall Garden: The City and County Green Team hosted a
successful lunch where attendees planted the City Hall demonstration garden (located
behind City Hall) and learned gardening tips and techniques. The next Green Team
event will be a Highway Cleanup event in June.
Green Drinks:
The ZGreen program is hosting a monthly Green Drinks throughout the summer. The
first will be this Thursday, June 7th at Stan Clauson and Associates at 5pm. Green
Drinks is a national organization that encourages business professionals and
concerned citizens to engage in networking and dialogue on environmental issues.
Council members are invited to attend these monthly events.
ATTACHMENTS:
Attachment A: Map of Aspen Tap filling stations
ASPEN TAP FOUNTAIN MAP
Durant Avenue
E. Cooper Avenue Cooper Avenue
E Hyman Avenue Hyman Avenue
IES Hopkins Avenue
Main Street
Bleeker Street
'"A fountain is also located at -
0%odepi the Aspen Golf Course clubhouse. @
3
MEMORANDUM
TO: Mayor Ireland and Council
FROM: Wheeler Executive Director Gram Slaton
THRU: Assistant City Manager Randy Ready
DATE OF MEMO: 16 May 2012
DATE OF MEETING: 5 June 2012
RE: Recommendations to City Council regarding Wheeler subsidy reduction
The summary memo following the February 28, 2012, meeting with City Council is attached at the end of this
document for reference purposes.
SUMMARY: As per City Council's direction at the end of the February 28, 2012, work session, Wheeler staff has
worked with the Wheeler board and a panel of peer reviewers, including Don Telfold, President and CEO of San
Diego Theatres; Bjorn Olsson, Executive Director of the Tarrytown Music Hall, Tarrytown NY; Jamie Booth,
Development Assistant and Programs for the Center for the Arts, in Crested Butte CO; and Numa Saisselin,
Executive Director. of the Count Basie Theatre in Red Bank, NJ. Others, including Kris Sable, Executive Director of
the Vilar Performing Arts Center, in Beaver Creek CO were invited to respond but did not. Comments from each of
the above are included after the memo's discussion of the separate recommendations. These recommendations
are presented here in advance of the scheduled June 5, 2012, follow -up work session for further discussion and
possible immediate implementation.
BACKGROUND: A full review, discussion, and implementation of changes as directed by City Council of the
Wheeler's programs and subsidy levels was established as a top ten goal for the 2011— 2012 year. Wheeler staff
worked throughout the remainder of 2011 and into 2012 on a comprehensive document on the Wheeler's
programming history and past Council direction. This was presented and discussed in work session on February
28, 2012.
DISCUSSION: The discussion for each question follows the recommendation printed in boldface
RECOMMENDATION /COMMENT: Wheeler board and staff believe that they.have thoroughly considered each of
the questions and made recommendations that can be adopted and implemented immediately, and recommend
that City Council give direction for staff to prepare a fee ordinance that would adopt them. .
CITY MANAGER COMM
WHEELER OPERA HOUSE SUBSIDY STUDY QUESTIONS
AND WHEELER BOARD OF DIRECTORS' RECOMMENDATIONS TO CITY COUNCIL
1. The Wheeler has been maintaining Aspen's profile as one of the leading cultural communities in
the nation, even when maintaining that profile has meant unusual subsidy levels for self -
produced or self - promoted events, as well as significant financial assistance to non - Wheeler
entities engaged in producing other arts events that also meet a high standard. To what extent
shall the Wheeler continue to strategically invest in arts events and entities that maintain this
year,round profile for Aspen?
The Wheeler board of directors' recommendation to Council is that the Wheeler continues its
strategic investment in arts events. Wheeler staff will closely monitor costs versus expenses,
and wherever applicable apply goals and devices that seek a meaningful year- over -year
improvement in attendance figures, subsidy reduction, or both. Arts events that do not
perform to expectations will be substantially modified or dropped. The Wheeler board will
continue to monitor the overall performance of the Wheeler's programming through its
regular meetings.
Discussion: Starting in late 2005, Wheeler staff systematically organized all historic records
from rental and self - produced performances to the degree possible, in order to have a
comprehensive overview of the nature of bookings in the Aspen market in general and the
Wheeler in particular. This data provided a foundation for assessing what has worked for the
venue in the past and what has not; however, experimentation over the following years was
required to understand whether past trends continued to be true. In the course of this new
producing history, several previously successful forms (such as Celtic and '60s -era Folk) were
found to no longer generally trend positively, and further presentation of those forms was
trimmed or cut entirely as a risk -area for Wheeler presenting.
New presenting endeavors, such as the Wheeler's festivals, regularly go through a post -mortem
both internally and with the Wheeler board and City Manager's Office, and will continue to do
so. Festival efficiencies continue to be explored and refined. By example, for 2013 festivals (if
continued by City Council), Wheeler staff will seek better housing rates for artists by issuing an
Invitation To Bid (ITB) to Aspen lodges in the downtown core. Subsidy levels continue to
improve through a combination of increased sales, creative initiatives, and underwriting
support. For events that outside entities bring to the Wheeler for co- promotional or other
producing assistance, Wheeler staff is taking a more conservative course as the national and
local economies continue to improve, requiring the outside entity to take on more financial and
authoritative responsibility. Examples would include rentals to Aspen Film and the Wheeler
Associates, both of which received relief assistance in the 2008 — 2011 period, and cooperative
ventures with Belly Up Aspen such as the recent Martin Sexton performance where the
Wheeler's risk was limited to in -house costs only.
Operating efficiencies, including. programming efficiencies, has been an objective of Wheeler
management throughout the current Executive Director's term, but were in many instances
frustrated by the sharp downturn of the Aspen economy starting in November 2008. As more
data are gathered and more experience culled, as well as continued improvement in the
economy, Wheeler staff is able to better effect these efficiencies and will continue to do so with
the input of the Wheeler board and City Manager's Office. Examples of operating efficiencies.
that have already been enacted include the creation of the Audience Services Manager position,
which combines two previous full -time positions, formalizing the closing of the Aspen Show
Tickets box office during off - season Sundays, and consideration of using volunteers to service
the Wheeler lobby bar during Wheeler Film Society movies.
2
2. Since late 2005, Wheeler staff has fulfilled Council's directive to drive the calendar more
towards live events, to the point that there are now very few open nights in the winter season
calendar. As well, the improvement of the national economy is now allowing Aspen arts entities
to re- emerge as _viable co- presenters, with 2012 having the greatest amount of co- presented
events since 2007. What direction shall City Council give Wheeler staff in terms of programming
mix, to include self - presented and co- presented events, as well as calendar fulfillment?
The Wheeler board of directors' recommendation to Council is that the Wheeler maintains its
current programming mix, with an emphasis on live events and significant film events.
Further, the Wheeler should explore.adding areas of programming that may be underserved
in the community, such as for young children and underage young adults. Ultimately, the
Wheeler should seek to increase performance opportunities and bring a wider diversity of
programming to Aspen patrons.
Discussion: Since at least late 2005, the Wheeler has sought to work cooperatively and
compatibly with other presenters and presenting venues so as to be one part of a larger profile
of entertainment and cultural offerings to Aspen residents and guests. This has meant studying
the calendar as well as the presenting profile of other entities and venues in order to avoid as
many collisions as possible. One method for doing this has been to identify entertainment
types that are not a strong component of the profile of such entities as Belly Up Aspen, Aspen
Santa Fe Ballet, or the Aspen Music Festival and School. To that end, the Wheeler has
developed a programming profile for types such as "coffeehouse" acoustic music, stand -up
comedy, and documentary film. The Wheeler has also worked with groups such as Jayne
Gottlieb Productions and Theatre Aspen to bring in quality family entertainment that also
features a large degree of local participation.
In terms of calendar fulfillment, there is a live and significant film event, calendar that pushes
the envelope of how much culture a small community can absorb. The reduction of activity that
was witnessed in the 2008 — 2011 period of the recession is steadily reversing, allowing the
Wheeler to back away from being the primary booker of its own calendar.
In studying the calendars of sister resort town arts venues, such as the Vilar in Beaver Creek and
the Sheridan Opera House in Telluride, and keeping in mind the physical limitations of. the
Wheeler space, there would appear to be a hole in the Wheeler's programming mix that
involves offerings for families and, to a more modest degree, concert events for underage
young adults. By contrast, the Vilar presents significantly more "road show" theatricals and
dance events than any other Western Slope venue, but also has the house size in order to
present them; the Wheeler cannot accommodate such productions. The Sheridan has all of its
orchestra -level seats stripped out for most of its season in order to accommodate more of a
nightclub feel; the Wheeler's seats are fixed. (The Vilar tends to purchase all of its shows, while
the Sheridan works mostly with community groups to produce grassroots events.) Other
venues, such as those in Crested Butte and Jackson Hole WY, are more community- center arts
venues with a much smaller presenting profile than the Wheeler, Vilar, or Sheridan.
Wheeler staff intends to explore the possibilities for family and underage young adult
programming, keeping in mind that historically family road shows are expensive relative to
income potential, and that the Belly Up Aspen has discontinued underage young adult shows
due to a perceived alcohol /substance abuse liability. Both of these types of entertainment offer
opportunity to fill a need in the community, however, and Wheeler staff will engage the
Wheeler board, City Manager's Office, and others in the pursuit of such programming options.
The Wheeler has long foregone active fundraising and other non- ticket funding initiatives, in
order to not compete unduly with Aspen's not - for - profit arts organizations. This has limited the
ultimate underwriting of the Wheeler's many programs, especially its presenting program, to
the Wheeler RETT; however, Wheeler staff is now witnessing strong donor interest for certain
programs such as its 7908 Festival. Shall the Wheeler begin to strategically solicit outside
funding sources, such as charitable donations, or sponsorships that do not directly compete with
the fundraising efforts of other local arts groups?
As directed by Council, the Wheeler board supports the strategic solicitation and attainment
of sponsorships and donations, provided that such activity does not require a full -time
addition to the Wheeler staff, nor directly interferes with the fundraising and sponsorship
activities of other Aspen -based arts not - for - profits. Additionally, the Wheeler board supports
continued development of the 7908 Foundation as a conjoined but independent not - for - profit
entity created for the benefit of the 7908 Aspen Songwriters Festival, and would be
supportive of other, similar initiatives to relieve the Wheeler and City of the full burden of
production costs of its other festivals.
Discussion: Historically, because of the RETT, the Wheeler has had no need to seek out donors,
sponsors, or underwriters for its events, and was directed by City Council to discourage any such
activity as it could potentially be in direct conflict with Aspen's other arts not - for - profits for
limited charitable or sponsorship support. With the advent of the Wheeler stepping into a
larger cultural role as developer and producer of festivals, however, the need and desire for
outside sources of funding, as well as interest from potential funders and supporters, has
possibly changed that dynamic. In order to continue and grow these festivals, and relieve the
Wheeler from being the sole source of financial support for such continuance and growth,
outside support in the form of sponsorships and underwriting becomes more and more
essential.
However, respect for Aspen's other arts not - for - profits necessitates limiting such support to
local and particularly national sponsors, and quiet development of underwriters as well as small
donors, and should not expand to a public development campaign nor require the Wheeler to
take on additional staff in order to organize and manage such activity.
Wheeler staff is working with a group of citizens from South Florida that has ties to Aspen and
wishes to develop The 7908 Foundation, which would have the twin aim of underwriting
operating costs for the 7908 Aspen Songwriters Festival, in general and its education of budding
songwriters, in particular. In fact, for the 2012 7908 Festival, this entity provided $10,000 in
underwriting for the Berklee Songwriters and other new talent, while also providing $25,000 in
general operating support to offset the overall loss from the event. In the view of Wheeler
staff, this is the perfect example of an underwriting relationship that addresses .the financial
needs of festival development while having no impact on the fundraising initiatives of other
organizations. The Wheeler hopes to discover and grow other, similar relationships to support
its individual programs.
M
4. For many years, the direction from City Council has been to maintain programs at the Wheeler,
such as Community Events and the Wheeler Film Society screenings, which require a significant
amount of soft- and hard -cost subsidy. Shall programs that offer no ability to reasonably
recover their operating costs continue as part of the Wheeler's programming profile?
The Wheeler board of directors' recommendation to Council is that the Community Events
program be continued using its present qualifying criteria for inclusion in the program (free to
the public; seeks a broad -based audience; and does not materially benefit any promoting
entity). The Wheeler board asks City Council to consider that Community Events initiated by
outside parties be charged a flat $100 usage fee in order to offset some of the in -house costs
of event production. Wheeler- initiated .Community Events would continue to be funded
entirely through Wheeler programming.
Further, the Wheeler board of directors' recommendation to Council is that the Wheeler
continue to honor the existing contract with the Wheeler Film Society through its third year
(expiring June 2013), and then solicit through a broadly disseminated Request For Proposals
the service contract for filling the Wheeler's selected dark nights for film exhibition.
Discussion:. The Wheeler has for many years been expected to fulfill a role. of bringing free
events to the community, particularly events that have a local and /or charitable focus. As well,
it has been the expressed desire of City Council to have a majority of the nights when the
Wheeler would otherwise be dark programmed through a service contract (to this point, always
with the Wheeler Film Society) with non - mainstream movies. While these are both programs
that ensure community engagement and keep the building vital for nearly every week of the
year, the soft and hard costs of operating these programs without sufficient opportunity for
revenue mean that these Wheeler programs will always be in a subsidy situation.
Community Events are scheduled in one of two ways: They are either initiated by an outside
party seeking to have its event featured at the Wheeler and offered to the public free of charge
(Aspen Center for Physics, Shining Stars, etc.), or are free events created by Wheeler staff
(Winterskol, , 9/11 101h Year Observance, etc.). Most community events brought to the
Wheeler by outside parties are simple in nature and do not require a significant hard -cost
investment, and most benefit from attracting a sufficient audience to warrant the Wheeler
engaging the date. However, a few do'not. Wheeler staff believes that a nominal charge of
$100 per usage would offer a fair partial recovery of services for most outside - party community
events, while also being of sufficient size to caution away certain parties that rriay.not be fully
invested in their own event. As for its self- initiated community events, the Wheeler will likely
produce fewer of these as more rental events are being booked.
The Wheeler Film Society is at the end of its second year of a three -year service agreement, and
Wheeler staff and board feel that the balance of the agreement should be honored, after which
a new effort should be made to attract a film exhibitor that can fill the Wheeler's dark nights.
The Wheeler Film Society will certainly be encouraged to apply.
Additionally, Council needs to be aware that there are sweeping changes in the film industry
that will require the Wheeler to replace its 35mm projection system with DCP (Digital Cinema
Projection) if we are to stay current with the kind of industry standards that Aspen Film, the
Wheeler Film Society, and others have come to expect of us. This new technology relies on a
digitally - transmitted "print" of a film, and will bring tremendous new experiences through
higher projection speeds and visual clarity that stand to make the Wheeler a unique large -
screen destination. This technology replacement is being considered as part of a larger balcony
remodel project that the Wheeler's staff and board are anxious to discuss further with Council.
5
S. Rental rates for users of the. Wheeler have been maintained at a very conservative level for
many years, in order to attract and maintain for - profit and not- for - profit events at the facility.
Even with attendance and box -office receipts now rising, many users find their cost of
presenting at the venue challenging. Shall the rental structure and /or rates for the 'Wheeler be
adjusted in order to better limit the subsidy required to serve as a publicly- available rental
venue?
The Wheeler board of directors' recommendation to Council is that the Wheeler proceed
cautiously with rate increases, as detailed in Attachment A while remaining sensitive to the
ability of its not- for - profit user groups and others to afford use of the venue. The Wheeler
board's recommendation to Council is to not create an overly complex menu of venue rental
rates based on time of year, day part, or other distinction, as the Wheeler has previously had
such a menu and found it detrimental to providing the best service for its customers.
Discussion: Prior to 2006, the rental rate structure for user groups of the Wheeler was not only
overly complicated and very difficult to discern, it was also built upside -down in its ability to
fairly approximate the cost of doing business at the venue. By example, the daily rental rate
was extremely high, while the hourly fee for stagehands was deeply discounted, inadvertently
encouraging rentors to use Wheeler human resources inefficiently and to no one's benefit. This
was corrected in 2006 with a rental fee that approximated the cost of utilities and certain other
soft costs on a pro -rated daily basis, while increasing the stagehand and other costs to more
accurately reflect rates that the Wheeler was paying.
The recession inhibited the Wheeler's ability to raise rates during the. 2008 — 2011 period, as
user groups were already struggling to pay production costs in the face of diminished ticket
sales. Wheeler board and staff feel that the local economy is now at a sufficient recovery point
that certain rates can bear being increased in order to better support the Wheeler's actual cost
of services. However, caution is urged as many of the Wheeler's user groups have yet to
experience the benefit of an improving economy and may not be able to easily support more
than modest incremental increases. Rates are subject to review annually and will be measured
against actual operating expenses for further adjustment.
These new rates also include for the first time a bundle of promotional services that the
Wheeler can offer its rental clients, which will better ensure that rental events are properly
advertised and publicized locally.. This is an important new service, since the plethora of new
and traditional media now flooding potential buyers means that it is much more difficult to have
one's message stand out and be properly noticed and considered.
What will need to be added or adjusted to the rental rates package, should it be added to the
Wheeler's inventory of technology, is a fair rate for use of its new DCP system for film
exhibition, since this will represent a significant new investment by the Wheeler for its user
groups.
Attachment A reviews current rental rates and services on the left side, and adjusted or new
fees on the right. Those items in red are suggested new fees, based on discussions with
relevant Wheeler staff, peer review, and review of actual soft and hard cost averages.
6. The Wheeler's concessions bar for many years has been intentionally determined to be "the
cheapest bar in Aspen." Steps are being taken to adjust the product mix and sales strategy, but
the affordability of the bar remains a central concern for Wheeler staff. Shall the Concessions
program of the Wheeler be adjusted to generate significantly more revenue, even at the cost of
affordability?
The Wheeler board of directors' recommendation to Council is that the Wheeler reviews bar
pricing in the downtown core, and. creates a menu of.drink and food options that better
reflects the average cost of such services while also being attentive to affordability for all
Aspenites, and to implement any and all price changes at the .earliest opportunity. The
Wheeler board's recommendation to Council is not to have a variable pricing menu based on
show type or time of year.
Discussion: For as long as the present Wheeler staff can remember, the desire of City Council
has been to maintain prices for Wheeler bar items that offer affordability to all Aspenites. With
the recent direction to make Wheeler. departments perform more efficiently, the question of
Wheeler bar. pricing must be reconsidered to both reflect a "low average" of similar -item costs
in the immediate downtown core as well as better perform in, order to absorb the exaggerated
set- up`and breakdown costs that come with operating a bar in an abbreviated time period.
Wheeler staff and board suggest reviewing the. Wheeler bar operation to take advantage of the
best - performing bar items, drop those that have low.margins or poor sales, perhaps reduce the
variety of items offered, and assess prices after a formal comparison of similar -cost items at
restaurants and bars within a two hundred foot radius of the Wheeler.
A similar review of sales and ways of simplifying the menus of items available should be
conducted for the Wheeler bar during Wheeler Film Society and other low- audience - average
events.
Finally, a review of the human resources used in the Wheeler bar is being conducted to assess
appropriate staffing levels for events, speed and quality of service, time efficiency, and patron
satisfaction. Experimentation is being done using Wheeler volunteers and salaried employees
for staffing the bar for Wheeler Film Society and other low- audience - average events.
Members of City Council suggested that perhaps pricing should be changed to take advantage
of a higher price point during peak times of year. Wheeler staff and board are not supportive of
this direction, as shows at all times of year attract Aspenites of all income levels, as well as the
mechanics of repricing within the bar's sales system and administrative accounting.
III
J
The Wheeler's Aspen Show Tickets box office operation is a major and affordable ticket services
resource for the Roaring Fork Valley's many event - producing entities; however, the staffing
investment is significant and even at current rates often challenges users to make their events
financially successful. Shall the Wheeler rates for box office services be adjusted in order to
reduce the subsidy required to serve as a ticketing resource for Aspen and the Roaring Fork
Valley?
The Wheeler board of directors' recommendation to Council is that the Wheeler proceed
cautiously with rate increases, as detailed in Attachment B, remaining sensitive to both the
ability, of the rentor to absorb into its show production expenses, and the capacity of the
public to accept as a reasonable pass- through of the cost of doing business.
Discussion: Aspen Show Tickets has grown to be a $1.9 million business, with year -round
activity. Outside (non - Wheeler) sales have far outstripped sales for events at the Wheeler,
which is more a reflection of growth in sales clients than it is activity at the home venue.
Because outside sales demand more investment in Wheeler staff time and other resources than
events that take place in the historic venue, a review of the fee structure is in order, particularly
as the soft costs necessary in order to make this program successful have not been fully
incorporated into its numbers. Still, Wheeler staff and board urge caution in raising rates or
creating new fees, as absorption of a large increase in the total cost of doing sales through
Aspen Show Tickets may become cost prohibitive and drive clients towards other providers.
Of particular concern to Wheeler box office staff is the consideration of any per- ticket fee, as
this will increase the price of tickets to the consumer. Given—the high amount of film events as
well as low -cost outside events that the Wheeler's Aspen Show Tickets processes, there is
unease about how clients will be able to adapt to this mandatory pricing imposition, and fear
that Aspen Show Tickets may experience negative client attrition because of it. By comparison,
the Vilar Center in Beaver Creek has per- ticket fees of $2.00 for window sales and $4.00 for
online sales, but charges only a $1.00 order processing fee. Belly Up Aspen has a variable per -
ticket fee structure; a quick inspection of their website showed fees of between $3.50 and
$22.25 per ticket, depending on the face value of the ticket. Nationally, there has been no
consensus on this issue even as per- ticket fees have become an accepted norm of doing
business in most places, leaving it difficult to find a path to what might be an "acceptable" entry
point for the Wheeler. Wheeler staff expects that there would be considerable blowback from
the public at the introduction of a per- ticket fee or fees, and asks Council to take this into
consideration when weighing the benefits of this potential sources of revenue.
Attachment B reviews current box office rates and services on the left side, and adjusted or new
fees on the right. Those items in red are suggested new fees,'based on discussions with
relevant Wheeler staff, peer review and review of actual soft and hard cost averages.
PEER REVIEW NOTES AND COMMENTS:
As part of this report to Council, as mentioned, the Wheeler staff took the additional step of
consulting with a group of industry peers' selected based on personal experience with the
individual, reputation of the venue, and history of success in proactive management. Below is a
summation of points raised by each one that responded.
Don Telford, President and CEO of San Diego Theatres (1,335 -seat theater):
Don reports that his building was until 1993 a City - controlled building much as the Wheeler is,
answering to a City Council. It was later folded into a larger entity that removed it from City
Council control and civic funding, making it a true stand -alone not - for - profit, at which point it
considerably changed its business model to maximize its revenue potential. At this point, rental
rates and service fees were altered radically, phased in over three years. This caused more than
a few previous user groups to no longer be able to consider Don's venue for its needs, and
basically made it available only for those who could afford it, thereby lowering the overall use of
the venue and the diversity of programming mix for the public. Don's advice is to consider this
as a cautionary tale before taking any radical revenue - increase direction, given the Wheeler's
understood commitment to being a home for all of the arts in Aspen.
Don's venue's approach to concessions is "to provide good products, good series, and good net
revenues. Affordability is not an overriding goal. His yardstick for comparative pricing is the
movie - exhibition industry, not the surrounding bars and restaurants. Don's venue uses
Ticketmaster.for its ticketing system, does not service other venues or user groups, and does
not charge patrons a service fee for window sales. In terms of underwriting and sponsorships,
their experience is similar to ours in that they have laid off solicitations that may compete with
user groups, but currently are reassessing this position as their funding support needs continue
to grow.
Jamie Booth, Development Assistant and Programs, The Center for the Arts, Crested Butte CO
(215 -seat theater):
In terms of programming cost recovery, Jamie says "This is a huge question that the town and
our board have for the center also. I basically use a similar argument as you each time this is
brought up. Our free outdoor concerts are our 'core product'... they constantly lose money but
raise the morale of the town so significantly that we continue to do'them." As regards
concessions pricing, she reports "We have a stigma attached to our bar as being too expensive -
even though we are one of the cheapest bars in town. I am of the mindset that the cheaper the
drinks are, the more people will spend. I think this plays true in every situation. People are
much more apt to buy 3 $3 beers than 3 $5 beers. In the end, you make more money with
lower priced items." She also says that Crested Butte does not charge any per- ticket or
processing fees.
Bjorn Olsson, Executive Director of the Tarrytown Music Hall, Tarrytown Ny(843 -seat theater):
.Bjorn's venue is a stand -alone not - for - profit theatre and considered to be in a bedroom
community of New York City, and he comments "[Wheeler] Rental rates are way too low. I know
you are a smallish house, but your rental rate should probably be a good bit above $1,000. Our
rates are just under $2.50 per seat and we're cheap. Even though you want your community to
have access to the theater, as a professional venue, your rental rate should be at a level where
you weed out those who aren't serious or professional enough to pony up, if that makes sense.
For non - profit rates, there should be a similar hurdle, but since you receive a lot of public
funding, maybe there's a case to be made for very low community rates? NOTE: I notice that
your ticketing fees are way higher than ours ..."
M
.Numa Saisselin, Executive Director of the Count Basie Theatre in Red Bank, NJ (1,568 -seat
theater):
Numa's venue is even closer to New York City and is also a stand -alone not - for - profit entity. His
comments include "Everyone needs to understand that what you can charge for rental rates has
less to do with what the venue and your services are worth, and more to do with what the
market can bear. I agree that you should charge the same rental rate for every day of the week.
We found that promoters are going to rent the hall whenever they can get a show, period, so
the discount doesn't actually drive new business on "off days. In fact, it probably loses you
money. Can you think about modest rental rate increases every year? A percentage point or
two every year will hardly be noticed, but over time you will benefit the Wheeler. You should
totally have market driven prices at the bar! Perhaps higher than market, since you have a
captive audience. l get the need to be affordable to the local residents, but you should at least
be charging them what they'd pay elsewhere.
As Council can see, there is a wide variance of opinion on rental rates, depending on the stated
or implied mission of the venue. Given the Wheeler's commitment to inclusion, rather than
exclusivity, of the venue for as many user groups and patrons as possible, Wheeler staff and
board believe that some of these comments are inconsistent with the direction the Wheeler has
followed for most or all of its 28 year history.
One consistent message we heard was that change may need to come slowly, as well as the
need to understand what our market will bear. This pertains to all areas presently under
consideration for change, from concessions pricing to rental fees to services fees to the
public. "Approach with caution and understand the.downside" is perhaps the best
overall summary statement from this peer group.
10
Aspen City Council Work Session
Summary
MEETING DATE: Tuesday, 28 February 2012
AGENDA TOPIC: Wheeler Opera House Programs and Subsidy Information
PRESENTED BY: Gram Slaton, Wheeler Executive Director
COUNCIL MEMBERS PRESENT: All (Frisch, Ireland, Johnson, Skadron, Torre)
SUMMARY OF DISCUSSION:
The purpose of the meeting was to review the twelve various programs of the Wheeler Opera House and
how the differential between revenues and expenses affects subsidies for eleven of the twelve programs.
Direction was sought from Council on programming policies through a series of seven questions. Staff was
instructed to stabilize and /or reduce operating deficits wherever possible while also maintaining the
Wheeler's core mission, which includes its role as an historic venue, and its role of supporting.the arts assets
of the Roaring Fork Valley.
POLICY DIRECTION:
1. To what degree shall the Wheeler continue to strategically invest in arts events? Council was
supportive of the Wheeler's general programming direction and wished for staff to take all
necessary measures to best ensure that any and all gaps between revenues and expenses
continue to improve, including setting goals and achieving them.
2. What direction shall City Council give Wheeler staff in terms of programming mix? Council felt
that this was a matter best governed by the Wheeler board of directors. Torre felt that the.
programming mix was diverse, while Johnson expressed a desire for more diversity of
programming.
3. Shall the Wheeler begin to strategically solicit outside funding sources ?. Council was supportive
of the Wheeler pursuing all outside funding sources, so long as this did not require creating a
dedicated fundraising person on staff.
4. Shall programs that offer no ability to reasonably recover their operating costs continue as part
of the Wheeler's programming profile? Council felt that this was a matter best governed by the
Wheeler board of directors.
5. Shall the rental structure and /or rates for the Wheeler be adjusted? Council was supportive of
increased rental rates, and suggested possible scaling based on time of year, financial profile of
rentor, or other criteria that might maximize revenue.
11
6. Shall the Wheeler rates for box office services be adjusted? Council was supportive of increased .
box office service rates.
7. Shall Concessions prices be adjusted? Council was supportive of increased concessions pricing.
in all of these answers to policy direction, Council directed that discussion take place at the board level and
then return to Council with fully - defined recommendations for Council approval.
Estimated Date for Follow -Up with City Council:
Wheeler staff and board will use the next two or more monthly meetings to discuss and script
recommendations for Council approval, and return to Council in late spring or early summer for next steps.
Council Member Comments:
12
d
E
E
o
•E
�
�
w c
c
m
w
m
CL
CL
o
C
o
m
m o
w c
o
c
x
>
m
a
o
v u
E c
v
v
m
CL
w
y
w
W
u
00
N
pp
00 A
°•
O
E
C
C
W
N O
m`
A
N
CL
`a
c
a
m
o
m
o
c�
c
°
A�
E .o
N
o
A
a
s
c
u
u
N0C
w
.�a
'�
c
�„o.'S
01
"
coai�
d m
EE
dYd
m
$
w
°uca
—°
p
L
aEw
N�
E w
00
d L
c
c u
m
N 5
u—
°N°
E
v L
E
w
P,
A E
3
3
u
•O
y y
O O
L
°u
C
o °'
°'
w
N
u
',t
X
X
XI
'^
O
O
w His
L
,CO w
Y E
_d
L
a
N
w
w
E 0
m
a
s
.0
o
a
N
i 'o
Y
c
c t
3
E
�'
— c
70
Lni
aci
m
c
.q
c w
E
E
d u
m
�
m�
w
m
N
m
N�
w �
°
L
w
�
c$
uu �
m L
xx°
y
x
w
E
2 2
c
E
V
m
m
m
w
c_ b
m=
ryW y
7
T
C-
O
N N
N
d
w
C
c
w
C
N .m
L
O,
in
N
N
a
m
P
•p
R
r
S
L c
9 W
E E
W
m"
W>
O
N
L
3
O
a
O
s
'^
O
T
r
A
r
A
> r
U
a
N
o
W
f
u
� A
�
w y0y
'S
>
>o O
m
`o
>
o'
O
E
E
o
� :W �
�
'S
aQ
A
N
VA
pj
L
O
u a
u
N
a
W
a
N
C
« !m
C
W
LJ
Y.1
y C
L 0 C
d
•C
W C
'O
1NI� yN�
W W
C
'OY.
0L1
YLl
a0+
p 41
o
N
N
N
'i •d
w
pJ
01
N7
a
L
C W
v
c
3
3
C a
w
v
w v d
3
3
CL
�e
ml�E
c e
_o
w •O
rte°
°u
wcu
o
d oL
3
cc
3
Lccu.00
a°N
•�
n2
o
00
o
c`o'o
mm
v o
W,
L„
?i
0
3 N
3 Eti
.
Si
.•� .a
v Sri
u
.•i ti
u
ui
u
ti
u
ui
v° �
7
c
m y
dc`o,cc
o A
=dGw
o
amm
vovm
m
m
0
ui
c
e
v a
m
wd
°u *.R
c
A u
u
Doc��d
vacww
X
ao�w
X
aw
w
c
oo
w0E
33
.•�
U O
b
m
¢
Z
Z
T Mo
I� 2
Z
2
2
%w
O C
Z
2
2
m U
2Q
2
OS
ui
SS
?�
OS
SS
u°1
m
OO
p ~
88888858888
p
pZ
S
ap
u1 .•�
N M
0 0
to N
O
M
C
N
O
N
O
N
O N
p
G
V7
C u
ut
C C
ut O
p C
O ut
C O
Yf 4l1
O u1
Vt N
u1 p
N O
p
O
N"
N
N
N
N N
N a/�
1/�
N
N
N
Ot N
N
�••1
H
M
N
•
N �•1
Vl to
N �A
Vl
N N
N V�
N M
N1
N
N
N N
W
W
O
a
a
a
m
NN
CL
a ct.
n
A
E
CL
A
A
N
�
-
K
c
O
c
O
ai
u
u
O
W
N O
a
d
°c
c
e°
c
�° y
N 3u
m
8
. .9
m
55
55
88.�
°
ho
8V7
8
8Yf 8h
88^
8
8n
CcS
O
C
L1
O
N
C
T
M
N
ui
N
N
N
O
1
Ol N
m
'
C
i on f
on f vM i
!
oM f
S
_
N
v
C
L
Vf
C
N
N
{M/1 N
N N
N N
N �A
Vf N
N
}
O
w
N A
Y
O
N
N
w
IL
6
At
'
t0,
E
E
m
O O
W
u
M ry
N V
A
U
�
p
0,..�,..\
O
pp °
Ou18
8
p
88
S S
00
v°i u°,
u° ,NN
0
1-6
N.nN.nN.nN.nN
V1``aN
O
H
LL
=Y K
V_1
LL+
C
Q
o
p
0 0
0
C
W
d
�
°o
°08
c°�
899nnnnr°n°
p
V
C
NN
C
C
M N N N
N
7F
N"�
tV/
.n
Y
a
W W
C
T
—
L�i
°e'
u1
N
H
Y
y
N
2p2 aopQ
p
Q V
t
t
a
a o
T
cCL
H a Cl CL
N
E
A
L
L
_
y
N
C `
w C
y
C
J O
Q
A
Y
'O
WWd
O
u
C
c
r,
L C
O
L
U
L
G
U
h
0
m
v
L
d
A
Y
O
C
3 C
S
A
L L
d
C C
N
m
1�p C
O
o
C
�_
C>
O
H
m
E
W
O. O.
O
E a
O
G
>.
>
> 0
CL
6
.0.,
....
T
`L-'
W
K
7
O'
C
C
61
N
C
` a
Q Q
a
tl+
w
.C..
d
`o
V
`o m
m
o
0
0
E
m
E
7
u _u
c7 y
Y
—w
E
Q
C
W
====
y C
C
L
.� m
C
r
W
C m
L
O
C
y
O M
x
f�
_
N
Q >•
9-00
Nmpp
N d
T
K
O
N
N
aA.'
W N
A w
W
w
r
C
N A`
N
O
O
v
A
O U
C m
C
3�
N
A
.a.•
01
y
C V
x
N
N �p
to
W W
Q
H
v Y
N
Oy
d-
;
N
CO O
2 O
O y
L
C N
K,
1
1 W
N
V1
C
T W
� L
C m
u 0
y O A O
C
O x�
L
li Z
a LL
L j
L
W
y
L
W G
W U
CC
W
cc CC
N W
N O
y0>j
.>
O
Y
C
L
L O_
dL'
N`
�_ d
7
O
W N
C C
w
W
d V
O
0
V
Z
A C
N C
m
C
O LL
Q Q
H
Z
A xry
3 U
d W
7
d
7 C
eY`f f^
O i
N
J
A
C C
W
w
W W
m v
W
a+ w
w 7
C
`p
M1'
ae
`
A 4/
o
N N
N
co
O
u
m
Vl A
O y
E
.YC_
ti d
d Ol
W
�v
O
dccz
d
'W ~
M Y
E C
O
Q
D
O O
jp
R A%
>!
is
io E
a
W d
ovm
m
6
O u
iii '
C
a s
m
A
Y
u
A d
C
F'
U �I
W .`y
a`
mmm
L Y
Y Y
O
C
a 0
=
W
LL
�l �l
�
O
dU�
a
y
N
��g
O
a
CHU
y
p u
u u
Cr
a+
O �o
�p c
Q��auOi
p c
c
m
a`a`aa`a`
Ova
�immU
'n3aa�i
Anna
as
.�-�Y
NN.�•�LL
I
F, a
0
'Q
o
°D
E
u N
N �
oa y
E
N
O
N O
G
w
L >
N
C
y
U
N
IN
d
C
C
N
`
G
O L E
O
d
x
O
M�C
L
A
A >
Tn. CL C
O
o E
a
tit'
O)
O
v
»
O
a
O `
u
C
v
3
O
T
O
N
y
7
1Ot
U
d N
d
v x° E
N
N
C/
M v
�•7O
v
a
`
o«
w N W
v• -:
Oo0oa0
w
0
rO
0
d`o
E
L
o
S
O
N
� v
y
7 C
u U
O
m
O
m
„n
v
m
E
e$
�A
N
�°'
>
10 Ol
sNm
N N
>o
u
o>
u
C
O Cl
0
is
C
y�j
W
d$ 7
E
•m
ai
u
o b
8 E m
c
c
m
a
c
�
m A
w
v
m b
b
e
m e
io
•a° O v
-C
X
aC
X
O a s
d
�`
G
eNi
pYp
00
W COO
E O M
of
3
z N
LA
ry~
Vi eM
z Ln
O. C m
2
IZI
Wes°
oL p
g
N
N E
O co
C p
Cd0
H
tf1
Ln
O
N
co .
•s
a
w '�
o �^
� w
3
v
a
b
.
m o
L`m
.cd
ac
C
C
j3
N
N
Q
M
v
D C
C
_0
w
C
cl
O
W
C U
-C
cl
� Ol
Y O
R E
C/
''
°1Y'
O
vi �n
v
a
w
p v
34
L W
O O
O
CW
N
N E
m
C
�pp
O
A
8
qU
3
VI
tG Q
CD
H 'N
j
O
N N
g
p .-I
t~A E
01
N
i'n
QN
C
V
~
�
o
E
c
c w
oO
v
n
ran
g
y
8 e
2ig
a
°
a
o
N
LLn L-1
Y A
Lc
u
�e d
A A
g 9
o
o3i
gj
lff V1
N
O
N
N
N N
N
1~A N
LE L
1,1 p
N W d
Vf
N
N
v
r
L
x
W
N O
O V1
O
C
po
O
a
fi
v
ac
C
O y
O
Ix
A
c
c
v�r
F
p
F
NC
O
\
O
pc.
D O
:
-
�
.0
J3
8
e9
O8"
NtD
N
N y
goe
uoi
V
.N
o
E
U
p
w.R
p Fg
A
O
'aC
N
N {MA
N
N
N N
1A N
$i
�N
t
K
h
E
w
N
E
Cdr
'00
y
3Oj
pE
Q
F
a1
W
d
C
f
G L
a
E«.
oo
a+
E
3
F
Q
�
� tL
«
L
a w
�t
N
E
,
CL
E
t
W
is
w
O
a8i
b
v
e
0
0
.a. 0
CL
Eo
•a°
a
>
y
A
O
u
m
.�
vwFm
o
0
3
3F
p
ac,
&Nddt
>
0
O i
iiFm
x
_
Ocg
c
'o'
D
«
w
C
a
a
a
I