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AGENDA
City Council Retreat
February 3, 2020
2:00 PM, Aspen Police Department Community Room
I.RETREAT INFORMATION
I.A.Retreat Memo
1
MEMORANDUM
TO: Mayor and City Council
FROM: Sara Ott, City Manager
DATE: January 30, 2020
RE: 2020 Council Retreat Background Materials
SUMMARY: City Council is scheduled for its 2020 retreat on February 2 and 3 at the Aspen
Police Station Community Meeting Room. Michelle Ferguson is scheduled as your facilitator.
There is a short prep-work exercise attached to your agenda for you.
In preparation, background information has been assembled that could assist in various agenda
items. Additionally, I’ve provided a few brief comments for your knowledge.
Please find enclosed several reference documents to assist you in preparing for your
discussions. These items include:
Attachments
1. City of Aspen Charter
2. Strategic Focus Areas
3. Draft Council Goals discussed by Council in 3rd and 4th quarter 2019.
4. Vision Statements from the 2012 Aspen Area Community Plan. Hard copies of the
entire AACP will be available at the retreat.
5. 2019 Community Survey Results
6. Case study of strategic planning models. This document summarizes different
approaches of other communities in strategic planning. These communities are often
considered leaders in their alignment, strategies and priority setting processes.
7. Principles of Engagement. These principles were developed by department directors in
the summer of 2019 to guide better support of Council’s needs, provide clarity of roles
and expectations, and serve as a training and guidance resource when an elected official
makes a request. Directors check in every few months to obtain a sense of what’s
working well and if there are particular principles that need focus for improvement. The
most recent check in was in January 2020 and staff identified the principles of
collaboration and respect as working very well and principle of alignment as the area for
improvement.
8. Policy, Values and Administration Relationship Presentations. This packet includes a
sub-set of 4 slides that County Manager Jon Peacock has shared, most recently in format
of the Pitkin County Public Health Board. Most of you have been in various versions of
this presentation. The slides are based upon the work of Dr. John Nalbandian, former
city council member and professor of Public Administration at the University of Kansas.
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Helpful Links
9. Videos on values in elected decision making and community building. You can view
short videos of Dr. Nalbandian’s work on values in elected decision making here and
community building here.
10. 2020 Budget and other financial reports. These documents can be found online using
this link.
11. 2012 AACP and other advisory documents such as climate action, short range transit
plan, etc., can be found online using this link.
Staff Attendance
Staff attendance will be limited to city manager, assistant city managers, and city attorney.
There are other staff available to join you if they can assist the discussion.
Additional Information?
Is there any additional information you would like? Please don’t hesitate to reach out.
City Manager Comments
As you consider your discussion, Council can best support staff in advancing Council’s 2020
priorities through a few key actions.
1. Establish an organization mission statement. This is a unifying statement that can
guide “Why do we exist as a government organization?”. It gives the organization
purpose and meaning, and speaks to why people want to work for the City of Aspen.
Further, it is a foundation statement for preparing more detailed documents ranging
from strategic plans, communication approaches, recruitment, and community
relations. This differs from a community mission statement or vision statement, that
are based on broader community involvement.
2. Identify your collective goals, with an understanding of priority and with sufficient
clarity that communicate what success looks like to the Council. When considering
goals, it would assist staff to take into account the strategic focus areas. From staff’s
view, its ok to not have goals in each area. The focus areas provide overarching
direction for staff that are not involved in the details of planning and executing a specific
goal.
3. Agree upon how the Council will monitor and consider amendments to your collective
goals. How would the Council prefer to hear about the work on goals? There will likely
need to be work sessions from time to time. Would you prefer more regular written
updates too?
STAFF RECOMMENDATION: Information only.
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Memorandum
Date: January 23, 2020
To: Mayor and Members of the City Council
Sara Ott, City Manager
From: Michelle Ferguson
Re: Retreat Preparation and Agenda
Thank you for your willingness to spend time on the phone with me in preparation for the retreat. I’m
looking forward to our time together. The purpose of this memo is to share the agenda and help you
prepare.
The City Council retreat is scheduled for Monday, February 3 and Tuesday, February 4, 2020 at the Aspen
Police Department’s Community Room in the APD building. On Monday, we’ll work from 2:00 pm to 6:00
pm and on Tuesday, from 8:30 am to 11:30 am.
Preparation
There are several agenda items that will require some advance preparation for the City Council. Thank
you for spending a few minutes considering the following prompts.
Governing Together
Each member of the City Council is asked to share their thoughts on “Governing Together” in response to
the following questions:
What does good governance look like to you?
Where is the Council succeeding in good governance?
What values are important to you in governing?
What is important to remember when your personal position is the prevailing decision and
what is important to remember when your personal position is not the prevailing decision?
What type of relationship do you hope to have with your colleagues on the governing body?
What type of relationship do you hope to have with City staff?
How do you distinguish between Policy (the role of the governing body) and Administration
(the role of the City Manager and their team)?
What do you hope this governing body will be known for?
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City of Aspen Page 2
City Council R etreat Preparation
The Novak Consulting Group
Strengthening organizations fro m th e inside out.
Expectations
We enter every relationship and engagement with certain expectations – many of which go unstated. We
will work together to articulate and share the expectations that you have for one another as you govern
together. Please take a few minutes to think about the expectations that you have for your colleagues on
the City Council, the Mayor, and the City Manager.
What do I need from my council colleagues in
order for me to be an effective council member?
What am I willing to give my colleagues?
What does the Council need from the Mayor in
order for the Council to be seen as high
performing?
What do I think the Mayor needs from me in
order for him to be effective? What am I willing
to give the Mayor?
What expectations do I have for the City
Manager?
What am I willing to give the City Manager?
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City of Aspen Page 3
City Council R etreat Preparation
Retreat Goals:
Lay a foundation for good governance.
Identify priorities that the Council would like to accomplish in the next 12 to 24 months.
Articulate goals for the City Manager and prepare for upcoming performance evaluation.
Norms:
Listen with respect
o Let others finish before you start talking
o Be attentive to the speaker
o Disagree agreeably
Be:
o BOLD
o positive and realistic
o candid and honest
o patient and self‐aware
o engaged and fully present
Strive for consensus
o Look for opportunities to agree
o Remember the power of “if” and “and”
Have fun!
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City of Aspen Page 4
City Council R etreat Preparation
The Novak Consulting Group
Strengthening organizations fro m th e inside out.
Agenda
Day One – 2:00PM to 6:00 PM
Introductions
Welcome and Introductions
Agenda Review
Norms and Expectations for the Retreat
Agenda Item Outcome: Create a safe environment for honest exchange of ideas.
Governing Together
We will explore a series of questions sharing your individual thoughts on what it means to govern
well, together.
Develop shared values for working together and making decisions together as a governing body.
Agenda Item Outcome: Develop an understanding of the various hopes of individual members for the
success of the governing body.
Defining Our Legacy
Drawing upon the work previously completed – Aspen Area Community Plan; Council Goals;
Strategic Focus Areas ‐ How do you want this next decade to be characterized by people in the
community in 2020?
Agenda Item Outcome: Imagine a bold future for the Aspen community.
Key Performance Areas – Goal
Key Performance Areas – What are the “big buckets” of things that must go well in order for the
City of Aspen to live into its vision.
Agenda Item Outcome: Identify and prioritize Key Performance Areas.
Closing
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City of Aspen Page 5
City Council R etreat Preparation
The Novak Consulting Group
Strengthening organizations fro m th e inside out.
Day Two – 8:30 AM to 11:30 AM
Priorities of This City Council
Based on what you know to be important for the future of Aspen, what are the priorities (project
or policy initiatives) of this City Council?
What does this group want to accomplish during its tenure?
What are the guiding principles of this City Council?
Because resources are limited, how are new priorities incorporated?
Agenda Item Outcome: Establish priorities to guide the efforts of the Council and the organization for the
next 12 to 24 months.
Great Expectations
The group will share expectations they have for the City Manager position.
Begin outlining the annual performance review process
Agenda Item Outcome: Document agreed upon goals for the City Manager and create mechanisms annual
evaluations.
Next Steps/Adjourn
As the retreat comes to a close, the group will review discussions, direction, and action steps to
ensure collective understanding of next steps.
Agenda Item Outcome: Closure for our time together.
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HOME RULE CHARTER
for the
CITY OF ASPEN, COLORADO
June 16, 1970
Published by
COLORADO CODE PUBLISHING COMPANY
Fort Collins, Colorado
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Contents
ARTICLE I ........................................................................................................................................................................... 6
GENERAL PROVISIONS ................................................................................................................................................... 6
Section 1.1. Name and boundaries. ............................................................................................................................ 6
Section 1.2.Rights and liabilities. .............................................................................................................................. 6
Section 1.3.Form of government. .............................................................................................................................. 6
Section 1.4.Powers. ................................................................................................................................................... 6
ARTICLE II .......................................................................................................................................................................... 6
ELECTIONS ........................................................................................................................................................................ 6
Section 2.1.Colorado Municipal Election Laws adopted. ......................................................................................... 6
Section 2.2.Municipal elections. ............................................................................................................................... 6
Section 2.3. Election precincts. .................................................................................................................................. 7
Section 2.4. Election commission. ............................................................................................................................. 7
Section 2.5.Recall. .................................................................................................................................................... 7
Section 2.6. Non-partisan elections. ........................................................................................................................... 8
Section 2.7. Run-off elections .......................................................................................................................................... 8
ARTICLE III ........................................................................................................................................................................ 9
COUNCIL ............................................................................................................................................................................ 9
Section 3.1. The council. ............................................................................................................................................ 9
Section 3.2 Terms of office for members of Council. ...................................................................................................... 9
Section 3.3 Mayor. ......................................................................................................................................................... 9
Section 3.4.Powers of council. .................................................................................................................................. 9
Section 3.5. Qualifications. ........................................................................................................................................ 9
Section 3.6.Compensation. ...................................................................................................................................... 10
Section 3.7.Mayor pro-tem. .................................................................................................................................... 10
Section 3.8. Vacancies. ............................................................................................................................................ 10
Section 3.9. Oath of office. ...................................................................................................................................... 11
Section 3.10. Term Limits ................................................................................................................................................. 11
ARTICLE IV ...................................................................................................................................................................... 12
COUNCIL PROCEDURE .................................................................................................................................................. 12
Section 4.1.Regular meetings. ..................................................................................................................................... 12
Section 4.2.Special meetings. ...................................................................................................................................... 12
Section 4.3.Business at special meetings. .................................................................................................................... 12
Section 4.4. Quorum: Adjournment of meeting. .......................................................................................................... 12
Section 4.5.Meetings to be public. .............................................................................................................................. 12
Section 4.6.Council acts. ............................................................................................................................................. 12
Section 4.7. Voting. ...................................................................................................................................................... 12
Section 4.8. Action by ordinance required. .................................................................................................................. 13
Section 4.9.Form of ordinance. ................................................................................................................................... 13
Section 4.10.Procedure. ................................................................................................................................................. 13
Section 4.11. Emergency ordinances. ............................................................................................................................. 14
Section 4.12.Codification. ............................................................................................................................................. 14
Section 4.13.Codes. ....................................................................................................................................................... 14
Section 4.14. Disposition of ordinances. ........................................................................................................................ 14
Section 4.15.Public records. .......................................................................................................................................... 14
ARTICLE V ....................................................................................................................................................................... 15
INITIATIVE AND REFERENDUM ................................................................................................................................. 15
Sec. 5.1. General authority. ......................................................................................................................................... 15
Section 5.2.Manner and procedure for exercising the powers of initiative and referendu m. ...................................... 15
Section 5.3. Exceptions to state statutes. ...................................................................................................................... 15
Section 5.4. Amendments or repeal of adopted or repealed ordinances. ...................................................................... 15
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Section 5.5.Submission by council. ............................................................................................................................. 16
Section 5.6. Action on petitions. .................................................................................................................................. 16
Section 5.7.Submission by council. ............................................................................................................................. 16
Section 5.8.Results of election. ................................................................................................................................... 16
ARTICLE VI ...................................................................................................................................................................... 17
CITY ADMINISTRATION ............................................................................................................................................... 17
Section 6.1.Manager. ................................................................................................................................................... 17
Section 6.2. Acting manager. ....................................................................................................................................... 17
Section 6.3.Powers and duties. .................................................................................................................................... 17
Section 6.4.Removal of manager. ............................................................................................................................... 18
Section 6.5.Relationship of council to administrative service. .................................................................................... 18
Section 6.6.City clerk. ................................................................................................................................................. 18
Section 6.7. Director of finance. ................................................................................................................................... 18
Section 6.8. Duties and powers of director of finance. ................................................................................................. 18
Section 6.9. Departments created. ................................................................................................................................ 19
Section 6.10.Bonding of employees. ............................................................................................................................. 19
Section 6.11.Community Development Director .......................................................................................................... 19
Section 6.12. Chief of Police .............................................................................................................................................. 19
ARTICLE VII ..................................................................................................................................................................... 19
LEGAL AND JUDICIARY ............................................................................................................................................... 19
Section 7.1.City attorney. ............................................................................................................................................ 19
Section 7.2.Judiciary. .................................................................................................................................................. 19
ARTICLE VIII ................................................................................................................................................................... 20
BOARDS AND COMMISSIONS ...................................................................................................................................... 20
Section 8.1. Existing boards and commissions............................................................................................................. 20
Section 8.2.Composition of boards and commissions. ................................................................................................ 20
Section 8.3. Vacancies. ................................................................................................................................................ 21
Section 8.4.Right to establish. ..................................................................................................................................... 21
ARTICLE IX ...................................................................................................................................................................... 21
CITY FINANCES .............................................................................................................................................................. 21
Section 9.1.Fiscal year. ............................................................................................................................................... 21
Section 9.2.Submission of budget and budget message. ............................................................................................. 21
Section 9.3.Budget message. ....................................................................................................................................... 21
Section 9.4.Budget content. ......................................................................................................................................... 21
Section 9.5.Capital program. ....................................................................................................................................... 22
Section 9.6.Budget hearing. ........................................................................................................................................ 22
Section 9.7.Council amendments. ............................................................................................................................... 23
Section 9.8.Council adoption. ..................................................................................................................................... 23
Section 9.9.Property tax levy. ..................................................................................................................................... 23
Section 9.10.Contingencies. .......................................................................................................................................... 23
Section 9.11.Public records. .......................................................................................................................................... 23
Section 9.12. Amendments after adoption. .................................................................................................................... 23
Section 9.13. Administration of budget. ......................................................................................................................... 24
Section 9.14. Independent audit. .................................................................................................................................... 24
ARTICLE X ....................................................................................................................................................................... 25
MUNICIPAL BORROWING ............................................................................................................................................ 25
Section 10.1.Forms of borrowing. ................................................................................................................................. 25
Section 10.2.Short-term notes. ...................................................................................................................................... 25
Section 10.3. General obligation bonds. ......................................................................................................................... 25
Section 10.4. Limitation of indebtedness. ...................................................................................................................... 25
Section 10.5.Revenue bonds. ........................................................................................................................................ 25
Section 10.6.Refunding bonds....................................................................................................................................... 26
Section 10.7.Special or local improvement district bonds. ........................................................................................... 26
Section 10.8. Long term installment contracts, rentals and leaseholds. ......................................................................... 27
ARTICLE XI ...................................................................................................................................................................... 27
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PUBLIC UTILITIES AND FRANCHISES ....................................................................................................................... 27
Section 11.1. General powers. ........................................................................................................................................ 27
Section 11.2. Water rights. ............................................................................................................................................. 28
Section 11.3. Utility rates and service areas. .................................................................................................................. 28
Section 11.4. Granting of franchises. ............................................................................................................................. 28
Section 11.5.Franchise records. ..................................................................................................................................... 28
Section 11.6. Existing franchises. ................................................................................................................................... 28
ARTICLE XII ..................................................................................................................................................................... 28
TAXATION ........................................................................................................................................................................ 28
Section 12.1. Authority to levy taxes. ............................................................................................................................ 28
ARTICLE XIII.................................................................................................................................................................... 28
MISCELLANEOUS LEGAL PROVISIONS ..................................................................................................................... 28
Section 13.1. Eminent domain. ....................................................................................................................................... 28
Section 13.2.Reservation of power. ............................................................................................................................... 28
Section 13.3. Liability of City. ....................................................................................................................................... 29
Section 13.4.Restrictions on the sale or change in use of property. .............................................................................. 29
Section 13.5.Co-operative contract s. ............................................................................................................................. 29
Section 13.6. Grants to regional service authorities. ...................................................................................................... 29
Section 13.7.Bequests, gifts and donations. .................................................................................................................. 29
Section 13.8. Emergency powers. .................................................................................................................................. 29
Section 13.9.Severability of Charter provisions. ........................................................................................................... 30
Section 13.10.Charter amendments. ............................................................................................................................ 30
Section 13.11. Interpretations. ..................................................................................................................................... 30
Section 13.12. Definitions. ........................................................................................................................................... 30
Section 13.13 Specially Designated Spaces. ............................................................................................................... 31
Section 13.14 Voter authorization of certain land use approvals. .................................................................................... 31
ARTICLE XIV ................................................................................................................................................................... 32
TRANSITION PERIOD ..................................................................................................................................................... 32
Section 14.1. Effective date of Charter. .......................................................................................................................... 32
Section 14.2.Prior city legislation.................................................................................................................................. 32
Section 14.3.Present elected officials to continue in office. .......................................................................................... 32
Section 14.4.Continuation of present boards and commissions. ................................................................................... 32
Section 14.5.Continuation of appointed officers and employees. ................................................................................. 32
Section 14.6.Saving clause. ........................................................................................................................................... 33
CERTIFICATE OF FINAL ADOPTION ........................................................................................................................... 33
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PREFATORY SYNOPSIS
The Charter Convention of the City of Aspen, Colorado, herewith submit[s] to the voters of the City
the Home Rule Charter which we have framed in conformity with Article XX of the Colorado Constitution.
Since its organizational meeting of March 26, 1970, the Convention has worked long and hard to
achieve a simple and direct form of local government based on sound principles of public administration and
tailored to the political needs of the electorate of the City of Aspen.
Under provisions of this Charter, a basic council-manager form of government is established. The
council is composed of seven (7) members which include the mayor who is elected at large for a two-year
term. The mayor also presides at council meetings and possess[es] full voting powers of a councilman. The
other six (6) councilmen are elected at large for four-year over-lapping terms. A majority of the council
(three (3) councilmen and the mayor) are elected every two (2) years, thereby ensuring continuity of govern-
ment with maximum political responsiveness to the voters.
The council is the policy-determining body of the municipal government and vested with full legisl a-
tive powers. The executive power is vested in the city manager who is appointed by and serves at the pleas-
ure of the council.
The biennial municipal election is set on the first Tuesday after the first Monday in May with the first
election under this Charter to be held on May 4, 1971. The Charter provides that all elections are to be non-
partisan. An Election Commission is established to insure that fair elections are conducted in accordance with
the Colorado Municipal Election Law.
Additional matters covered in this Charter for the future framework of Aspen municipal government re-
late to general council procedures, initiative and referendum powers of the people, city administration
guidelines, legal and judiciary appointments, municipal boards and commissions, city finances, municipal
borrowing procedures, public utilities, taxation powers, miscellaneous legal provisions and transition proce-
dures.
The Charter vests the people of Aspen with every political power permitted to any home rule communi-
ty under the Constitution of the State of Colorado. We believe this Charter provides a structure for quality
government in Aspen which will endure for many years to come.
PREAMBLE
We, the people of the City of Aspen, Colorado, under the authority of the Constitution of the State of
Colorado and in order to exercise the rights, privileges and responsibilities of self-government granted to us
by the said constitution, do ordain and establish this Home Rule Charter for the City of Aspen, Colorado.
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ARTICLE I
GENERAL PROVISIONS
Section 1.1. Name and boundaries.
The municipal corporation heretofore existing as a city in the County of Pitkin, State of Colorado, and
known as the City of Aspen, shall remain and continue as a body politic and corporate under this Charter with
the same name and boundaries until changed in a manner authorized by law.
Section 1.2. Rights and liabilities.
By the name of the City of Aspen, the municipal corporation shall have perpetual succession; shall
own, possess and hold all property, real and personal heretofore owned, possessed and held by said City of
Aspen, and shall assume and manage and dispose of all trusts in any way connected therewith; shall succeed
to all the rights and liabilities and shall acquire all benefits, and shall assume and pay all bonds, obligations
and indebtedness of said City of Aspen; by the name of the City of Aspen, may sue and defend, plead and be
impleaded, in all courts and places, and in all matters and proceedings; may have and use a common seal and
alter the same at pleasure.
Section 1.3. Form of government.
The municipal government provided by this Charter shall be known as the "Council -Manager Govern-
ment." Pursuant to its provisions and subject only to limitations imposed by the State Constitution and by this
Charter, all powers of the City shall be vested in an elective mayor and council, hereafter referred to as "the
council," which shall enact local legislation, adopt budgets, determine policies and appoint the city manager,
who shall execute the laws and administer the City government. All powers of the City shall be exercised in
the manner prescribed by this Charter, or if the manner be not so prescribed then in such manner as may be
prescribed by ordinance.
Section 1.4. Powers.
The City shall have all the powers granted to municipal corporations and to cities by the constitution
and general laws of this state together with all the implied powers necessary to carry into execution all the
powers granted. The City may acquire property within and without its corporate limits for any City purpose,
by purchase, gift, lease or condemnation, and may sell, lease, mortgage, hold, manage, and control such
property as its interests may require; and, except as prohibited by the constitution of this state or restricted by
this Charter, the City shall and may exercise all municipal powers, functions, rights and privileges of every
nature whatsoever. The enumeration of particular powers by this Charter shall not be deemed to be exclusive,
and in addition to the powers enumerated therein or implied thereby, or appropriate to the exercise of such
powers, it is intended that the City shall have and may exercise all powers which under the State Constitution,
it would be competent for this Charter specifically to enumerate.
ARTICLE II
ELECTIONS
Section 2.1. Colorado Municipal Election Laws adopted.
City elections shall be governed by the Colorado Municipal Election Laws as now existing or hereafter
amended or modified except as otherwise provided by this Charter, or by ordinance hereafter enacted.
Section 2.2. Municipal elections.
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A general municipal election shall be held on the first Tuesday of March in 2019, and binennially
thereafter. The Mayor elected in March 2019 shall serve a term from the first regular meeting in June 2019
until the first regular meeting in April 2021. Thereafter, the term of the Mayor shall commence at the first
regular meeting of April.
Council members elected in March 2019 shall serve a term from the first regular meeting in June 2019
until the first regular meeting in April 2023. Councilmembers elected in March 2021 shall serve a term from
the first regular meeting in June 2021 until the first regular meeting in April 2025. Thereafter, the term of all
council members shall start at the first regular meeting of April.
Any special municipal election may be called by resolution or ordinance of the council at least sixty
(60) days in advance of such election. The resolution or ordinance calling a special municipal election shall
set forth the purpose or purposes of such election. One or more vote centers for all municipal elections shall
be open from 7:00 a.m. to 7:00 p.m. on election day. (Election 11/6/2018)
Section 2.3. Election precincts.
The City shall constitute one voting precinct, provided that the council may for the convenience of vo t-
ers, establish three (3) or more precincts forty-five (45) days or more prior to any election, by ordinance. The
precincts so established by ordinance shall remain for subsequent elections until otherwise provided by
ordinance. The council shall determine the maximum number of electors for each precinct, and each precinct
shall be substantially equal in the number of electors.
Section 2.4. Election commission.
An election commission is hereby created, consisting of the city clerk and two (2) qualified and regi s-
tered electors of the city, who during their term of office shall not be city officers or employees or candidates
or nominees for elective city office. These two (2) members shall be appointed by the council in the first July
following a regular city election for a term of two (2) years, and shall serve without compensation. The city
clerk shall be chairman. The election commission shall have charge of all activities and duties required of it
by statute and this Charter relating to the conduct of elections in the city. In any case where election proce-
dure is in doubt, the election commission shall prescribe the procedure to be followed.
The commission shall provide procedures to establish proof of residency qualification where residency
is in question. Upon a showing for good cause, the commission may require proof of residency by any person
registered to vote or attempting to register to vote in the City of Aspen. Said person shall not be qualified to
vote in any municipal election until the commission is satisfied that he has presented sufficient proof of
residency as required by law or by ordinance adopted pursuant to this Charter.
The election commission shall provide for ballots and sample ballots or voting machines, for determ i-
nation of the winner in the event of a tie vote, for canvass of ret urns, and for issuance of appropriate certif i-
cates.
Section 2.5. Recall.
Any elected officer of the City may be recalled at any time after six (6) months in office by the electors
entitled to vote for a successor of such incumbent through the procedure and in the manner provided for in
Article XXI of the Constitution and Part 5, Article 4 of Title 31 of Colorado Revised Code, as may be
amended from time to time. Any five (5) qualified electors may commence recall proceedings by filing with
the clerk an affidavit stating that they will constitute the petitioner's committee and be responsible for circula t-
15
ing the petition and filing it in proper form, and stating the name and address of one person to which all
notices to the committee are to be sent. (Ord. No. 42-2003, § 1)
Section 2.6. Non-partisan elections.
All elections shall be non-partisan. No candidate for any municipal office shall run under a party label
of any kind.
Section 2.7. Run-off elections
In the event a run-off election is necessitated for the offices of mayor or member of Council, said elec-
tion shall be held the first Tuesday in April following the municipal election. The run-off election shall
be held in the same manner as the municipal election, except:
(a) Certificate of candidates and publication of election notice shall be on or before the tenth (10 th)
day before the run-off election.
(b) If a run-off for mayor is required, the two (2) persons with the highest number of votes for
mayor in the municipal election shall appear on the ballot for mayor.
(c) If a run-off election is required for two vacancies for City Council, then the four (4) persons
with the highest number of votes for the office of member of Council in the municipal election
shall appear on the ballot for me mbers of Council. The two persons receiving the highest num-
ber of votes in the run-off election shall be elected for a four year term. In this event, each voter
shall be allowed to cast two votes for the office of member of Council.
(d) If a run-off election is required for one vacancy for the office of member of Council then the
two (2) persons with the highest number of votes for that office in the munic ipal election shall
appear on the ballot for member of Council. The person receiving the highest number of votes
in the run-off election shall be elected for a four year term. In this event, each voter shall be al-
lowed to cast one vote for the office of member of Council.
(e) The names of candidates shall be arranged in the same order as they appeared in the municipal
election.
As soon as the polls are closed after every run-off election, the judges shall determine the number of
votes cast for each candidate and make return thereof to the city clerk and the candidates receiving the
greatest number of votes cast at said election shall be declared elected.
(Ord. 38-2007; Ord No. 39-2000, § 1; Ord. No. 20-2010§1 (part]; Election 11/6/2018)
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ARTICLE III
COUNCIL
Section 3.1. The council.
The City shall be governed by a council of four (4) councilmen and a mayor. All councilmen and
mayor shall be nominated and elected at large from the entire City. (Ord. No. 46-1980, § 1)
Section 3.2 Terms of office for members of Council.
The terms of office for members of Council shall be for four (4) years. Each voter shall be
allowed to vote for two candidates for the office of member of Council. At all municipal elections,
the two (2) candidates receiving the highest number of votes shall be elected for a four year term,
provided that the candidate receives forty-five percent (45%) plus one vote, or more, of the votes cast
city council candidates by two (2).) In the event that the number of elected candidates shall be less than
the number of vacancies following the municipal election, the run-off election shall be held in accord-
ance with Section 2.7.
(Ord. No. 46-1980, § 1; Ord. No. 39-2000, § 1 (part); Ord. No. 38-2007; Ord. No. 20-2010§2))
Section 3.3 Mayor.
The mayor shall be elected at large for the entire city for a term of two (2) years. The candi-
date receiving the highest number of votes shall be elected mayor, provided that the candidate receives
fifty percent (50%) plus one vote, or more, of the votes cast for the office of mayor. In the event that no
candidate shall have received fifty percent plus one vote, or more, of the votes cast for the office of
mayor, then a run-off election shall be held in accordance with Section 2.7.
The mayor shall preside at meetings of the Council and shall exercise such powers and perform
such other duties as are or may be conferred and imposed upon him or her by this Charter or the ordi-
nances of the City. He or she shall have all of the powers, rights, privileges and obligations of a member
of Council. He or she shall be recognized as the head of the government for all ceremonial and legal
purposes and he or she shall execute and authenticate legal instruments requiring his or her signature as
such official. (Ord. 39-2000, § 1; Ord. 20-2010 §3 (part))
Section 3.4. Powers of council.
The council shall be the legislative and governing body of the City and shall exercise, except as other-
wise provided in this Charter, all powers conferred upon or possessed by the City and shall adopt such laws,
ordinances and resolutions as it shall deem proper.
Section 3.5. Qualifications.
Each councilman and the mayor when nominated and elected shall be an elector of the City and a citi-
zen of the United States for at least one (1) year and shall have resided in the City of Aspen for at least one (1)
year. No councilman or the mayor shall be a salaried employee of the City during his term of office, perform
17
personal services for the City for which he is compensated other than as provided in Section 3.6. The council
shall be the judge of election and qualifications of its own members.
Section 3.6. Compensation.
The members of the council shall receive such compensation, and the mayor such additional compens a-
tion, as the council shall prescribe by ordinance; provided, however, that the compensation of any member
during his term of office shall not be increased or decreased. The mayor and councilmen may, upon order of
the council, be paid their actual and necessary expenses incurred in the performance of their duties of office.
Section 3.7. Mayor pro-tem.
The mayor pro-tem shall be elected by council from its own me mbership. Said election shall take place
at the organizational meeting following each general municipal election. The mayor pro-tem shall serve until
the next organizational meeting unless sooner removed by a majority vote of the entire council. In the
absence or disability of the mayor, the mayor pro-tem shall perform all duties and have all powers of the
mayor. In the event of a vacancy in the office of mayor pro-tem, the council shall choose his successor.
Section 3.8. Vacancies.
An elected officer shall continue to hold his office until his successor is duly qualified or until a
vacancy is created as set forth herein. An elective office shall become vacant whenever any officer is
recalled, dies, becomes incapacitated, resigns, commences or continues service as an elected official
for another governmental entit y including any county or state elected office, ceases to be a resident
of the City, or is convicted of a felony.
(b) In the event of any vacancy in an elective office created pursuant to terms of subsection (a),
above, the position shall be filled as follows:
(1) In the event of any vacancy, the seat may be filled by appointment of the remaining
Council members. The selection of the appropriate individual may be made through any selection
procedure or method that the majorit y of the Council deems appropriate, including but not limited to
such election methods as approval voting or cumulative voting. Such selection shall be completed
within thirty (30) days of the creation of the vacancy. An individual appointed by Council shall
serve until the next general municipal election. If Council by a majority vote decides not to or
otherwise fails to make such appointment within thirty (30) days of the creation of the vacancy, then
such vacancy shall be filled by the voters of the City of Aspen, as set forth in subsections (b) (2) and
(3), below.
(2) In the event Council by a majority vote decides not to make an appointment or otherwise
fails to make such appointment within thirty (30) days of the creation of the vacancy as set forth in
paragraph (b) (1) of this Section, or if three (3) or more vacancies exist simultaneously, or if a
vacancy occurs because of a recall of a Council member, then such vacancy or vacancies shall be
filled by the voters of the City of Aspen in the next available previousl y scheduled state or county
election, the next general municipal election or a special election set by the Council, whichever is
earlier. If the vacancy is filled by election, the elected individual shall serve the remainder of the
vacated term.
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(3) In the event that a vacancy is filled by an election conducted as part of a coordinated state
or county election, at a general municipal election or at a special election, such election shall be
conducted and determined pursuant to state statute and Articles II and III of this Charter, except as
provided below:
(i) If there is one vacancy for Council to be filled, the candidate receiving fifty-
percent plus one of the votes shall be deemed elected.
(ii) In the event of an election to fill a vacancy, whether for Council or for Mayor, if
no candidate receives the number of votes needed to be deemed elected, then a run-off of the two
candidates with the highest vote totals shall be held on the Tuesday five weeks following the initial
election.
(iii) The Candidate elected pursuant to this Section shall be sworn into office at the
next regular council meeting following the certification of the election.
(c) Notwithstanding any provision to the contrary set forth in this section 3.8, the city council
may, by ordinance, adopt special procedures for the election of the successor to a recalled coun-
cilmember or the mayor, such election to be held simultaneously with the recall election.
(Ord. No. 48-1974; Ord. No. 18-1979; Ord. No. 24-2014)
Section 3.9. Oath of office.
Before entering upon the duties of his office, every councilman, the mayor and other city officers shall
take, subscribe before, and file with the city clerk, an oath or affirmation that he will support the Constitution
of the United States, the Constitution of the State of Colorado, this Charter and the ordinances of the City and
will faithfully perform the duties of the office.
Section 3.10. Term Limits
(a) No person shall serve more than 3 consecutive terms in the office of Mayor.
(b) No person shall serve more than 2 consecutive terms in the office of City Council.
(c) For the purposes of this section, the office of Mayor and the office of City Council are
considered separate and distinct offices.
(d) No person shall serve more than a total of fourteen (14) consecutive years in the offices
of Mayor and City Council.
(e) For the purposes of this section, terms and years are considered consecutive unless they
are at least four years apart.
(f) A person is deemed to have completed a full term of office (four full years for Council
and two full years for Mayor), if such person resigns prior to expiration of the term or is ap-
pointed or elected to fill a vacancy.
(Ord. No. 25-2014)
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ARTICLE IV
COUNCIL PROCEDURE
Section 4.1. Regular meetings.
The council shall meet regularly at least twice each month at a day and hour to be fixed by the rules of
council. The council shall determine the rules of procedure governing meetings. The first regular meeting in
the month of April following each general municipal election shall be known as the organizational meeting of
the council. (Election 11/6/2018)
Section 4.2. Special meetings.
Special meetings shall be called by the city clerk on the written request of the mayor or of any two (2)
members of the council, on at least twenty-four (24) hours written notice to each member of the council,
served personally or left at his usual place of residence; a special meeting, however, may be held on shorter
notice if all members of the council are present or have waived notice thereof in writing.
Section 4.3. Business at special meetings.
No business shall be transacted at any special meeting of the council unless it has been st ated in the no-
tice of such meeting. Any business which may lawfully come before a regular meeting may be transacted at a
special meeting if all the members of the council present consent and all the members absent file their written
consent.
Section 4.4. Quorum: Adjournment of meeting.
A majority of the members of the council in office at the time shall be a quorum for the transaction of
business at all council meetings, but in the absence of a quorum a lesser number may adjourn any meeting to
a later time or date, and in the absence of all members the city clerk may adjourn any meeting for not longer
than one week.
Section 4.5. Meetings to be public.
All regular and special meetings of the council shall be open to the public and citizens shall have a rea-
sonable opportunity to be heard under such rules and regulations as the council may prescribe.
Section 4.6. Council acts.
The council shall act only by ordinance, resolution or motion. All legislative enactments shall be in the
form of ordinances; all other actions, except as herein provided, may be in the form of resolutions or motions.
A true copy of every resolution as hereafter adopted shall be numbered and recorded in the off icial records of
the city.
Section 4.7. Voting.
The vote by "Yes" and "No" shall be taken upon the pass age of all ordinances and resolutions, and en-
tered upon the minutes of the council proceedings. Every ordinance shall require the affirmative vote of a
majority of the entire council for final passage. Resolution and motions shall require the affirmative vote of a
majority of the members present. No member of the council shall vote on any question in which he has a
substantial personal or financial interest, other than the common public interest, or on any question concern-
20
ing his own conduct, and in said instances the member shall disclose this interest to the council. On all other
questions each member who is present shall vote when his name is called. Any member refusing to vote
except when not so required by this paragraph shall be guilty of misconduct in office.
Section 4.8. Action by ordinance required.
In addition to such acts of the council as are required by other provisions of this Charter to be by ordi-
nance, every act making an appropriation, creating an indebtedness, authorizing borrowing of money, levying
a tax, establishing any rule or regulation for the violation of which a penalty is imposed, or placing any
burden upon or limiting the use of private property, shall be by ordinance; provided, however, that this section
shall not apply to the budget adoption in Section 9.8. Ordinances making appropriations shall be confined to
the subject of appropriation.
Section 4.9. Form of ordinance.
Every ordinance shall be introduced in written or printed form. The enacting clause of all ordinances
shall be BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF ASPEN, COLORADO. Except
as otherwise provided in this article, all ordinances shall take effect thirty days after final passage or a later
date as specified in the ordinance. (Ord. No. 42-2003, § 2)
Section 4.10. Procedure.
Except for emergency ordinances, ordinances making general codification of existing ordinances, and
ordinances adopting standard codes, the following procedure for enactment of ordinances shall be followed:
(a) The ordinance shall be introduced at any regular meeting of the council by any member
thereof.
(b) The ordinance shall be read in full or, in cases where copies of the ordinance are avail able to
the council and to those persons in attendance at said council meeting, said ordinance may be read by
title only.
(c) After the first reading of the ordinance, the same shall be approved or rejected by a vote of the
council.
(d) If the ordinance is approved on first reading, it shall be published in full unless otherwise pro-
vided herein. The council shall set a day, hour, and place at which council shall hold a public hearing
on the ordinance and notice of said day, hour and place shall be included in the first publication.
(e) The ordinance shall be introduced at council a second time, at a meeting not earlier than seven
(7) days after first publication, for final approval, rejection, or other action as may be taken by vote of
the council. This meeting may be the same meeting at which the public hearing on the ordinance is
held. The ordinance may be amended before final approval by vote of the council.
(f) Except as otherwise provided herein, an ordinance, if amended, shall be published in full af ter
final passage, but if not amended, it shall be published either by title or in full as the council may de-
termine.
(g) Whenever an ordinance shall be published by reference or by title, the publication shall con-
tain a summary of the subject matter of said ordinance and shall contain a notice to the public that cop-
ies of the proposed ordinance are available at the office of the city clerk. The publication of any ord i-
21
nance by reference or by title as provided herein must set forth in full any penalty clause contained in
said ordinance.
(h) Whenever an ordinance is required to be published in full or by title pursuant to this Article
b-
site, www.aspenpitkin.com, or successor website. Said publication shall be made available for viewing
by the public for a minimum of 30 days.
(Ord. 19, 2010)
Section 4.11. Emergency ordinances.
Emergency ordinances for the preservation of public property, health, peace, or safety shall be ap-
proved only by the unanimous vote of council members present or a vote of four (4) council members,
whichever is less. The facts, showing such urgency and need shall be specifically stated in the measure itself.
No ordinance making a grant of any special privilege, levying taxes, or fixing rates charged by any city-
owned utility shall ever be passed as an emergency measure. An emergency ordinance shall require passage
at two (2) meetings of the council. However, neither a public hearing nor a first publication as provided in
Section 4.10 shall be required. An emergency ordinance shall take effect upon final passage. Publication
shall be within ten (10) days after final passage, or as soon thereafter as possible. (Ref. of 5-5-87)
Section 4.12. Codification.
The council shall cause the ordinances to be codified and thereafter maintained in current form. Revi-
sions to the codes may be accomplished by reference as provided in Section 4.13.
Section 4.13. Codes.
Standard codes, promulgated by the Federal Government, the State of Colorado, or by any agency of
either of them, or by any municipality within the state of Colorado, or by recognized trade or professional
organizations, or amendments or revisions thereof, may be adopted by reference; provided the publication of
the ordinance adopting any said code shall advise that copies are available for inspection at the office of the
city clerk, and provided that any penalty clause may be adopted only if set forth in full and published in the
adopting ordinance.
Section 4.14. Disposition of ordinances.
A true copy of every ordinance, as adopted by council shall be numbered and recorded in the official
records of the City. Its adoption and publication shall be authenticated by the signature of the mayor, or
mayor pro-tem, and the city clerk, and by the certificate of publication. A true copy of every ordinance, as
adopted by the vote of the electors of the City, shall be separately numbered and recorded commencing with
Peoples' Ordinance No. 1.
Section 4.15. P ublic records.
All public records of the City of Aspen shall be open for inspection by any person at reasonable times
in accordance with state statutes existing at the present time or hereafter enacted.
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ARTICLE V
INITIATIVE AND REFERENDUM
Sec. 5.1. General authority.
(a) Initiative. The registered electors of the City may initiate a proposed ordinance, pursuant to the i n-
itiative power reserved by Article V, Section 1(9) of the State Constitution, as to any legislative matter which
is subject to said legislative power.
(b) Referendum. The registered electors of the City may require an adopted ordinance to be referred
to them at an election, pursuant to the referendum power reserved by Article V, Section 1(9) of the State
Constitution, to the extent the ordinance constitutes a legislative matter that is subject to said referendum
power. (Ord. No. 42-2003, § 3)
Section 5.2. Manner and procedure for exercising the powers of initiative and referendum.
The manner and procedure for exercising the powers of initiative and referendum shall be as set forth
in Article 11 of Title 31 of the Colorado Revised Statutes, as may be amended from time to ti me by the state
legislature; except as otherwise provide in this Charter. (Ord No. 42-2003, § 3)
Section 5.3. Exceptions to state statutes.
Notwithstanding any language to the contrary contained in Article 11 of Title 31 of the Colorado R e-
vised Statutes, as amended, the following manner and procedure shall apply for exercising the powers of
initiative and referendum in the City:
(a) Number of signatures. Initiative petitions must be signed by electors of the City in number to at
least fifteen (15) percent of the total number of electors registered to vote at the last general municipal
election. Referendum petitions must be signed by electors of the City equal in number to at least ten (10)
percent of the total number of electors registered to vote at the last general municipal election.
(b) Supplementing petitions. An original petition certified insufficient for lack of the required number
of valid signatures may be amended once if all persons designated in the original petition as representing the
signers on matters affecting the petition file a notice of intent to amend it with the city clerk within two (2)
days after receiving the copy of the certificate and file a supplementary petition upon additional forms within
ten (10) days after receiving the copy of such certificate. Such supplementary petition shall comply with the
requirements of state statutes for the form of the original petitions, and five (5) days after it is filed, the city
clerk shall complete a certificate as to the sufficiency of the petition as amended and promptly send a copy of
such certificate to all persons designated in the petition as representing the signers on matters affecting the
petition as in the case of an original petition. Upon the filing of a notice of intent to amend, the ordinance
shall be suspended from taking effect as provided by state statute upon the filing of an original petition. (Ord.
No. 42-2003, § 3)
Section 5.4. Amendments or repeal of adopted or repealed ordinances.
An ordinance adopted by the electorate may not be amended or repealed for a period of six (6) months
after the date of the election at which it was adopted, and an ordinance repealed by the electorate may not be
re-enacted for a period of six (6) months after the date of the election at which it was repealed; provided,
however, that any ordinance may be adopted, amended or repealed at any time by appropriate referendum or
23
initiatory procedure in accordance with the foregoing provisions of this article, or if submitted to the elec-
torate by the council on its own motion. (Ord. No. 42-2003, § 3)
Section 5.5. Submission by council.
The council on its own motion, shall have the power to submit at a general or special election any pro-
posed ordinance or question to a vote of the people in a manner as in this article provided. (Ord. No. 42-
2003, § 3)
Section 5.6. Action on petitions.
(a) Action by council. When an initiative or referendum petition has been finally determined suff i-
cient, the council shall promptly consider the proposed initiative ordinance in the manner provided in Article
IV or reconsider the referred ordinance by voting its repeal; provided, however, that the council shall have
power to change the detailed language of any proposed initiative ordinance so long as the general character of
the measure will not be substantially altered; and provided further, that repeal of any referred ordinance may
be effected only by a three-fourths majority vote of the entire council.
(b) Submission to voters. The vote of the City on a proposed or referred ordinance shall be held not
less than thirty (30) days and not later than ninety (90) days from the date of the final council vote thereon. If
no regular city election is to be held within the period prescribed in this subsection, the council shall provide
for a special election; otherwise, the vote shall be held at the same time as such regular election, except that
the council may in its discretion provide for a special election at an earlier date within the prescribed period.
Copies of the proposed or referred ordinance shall be made available to the public within a reasonable time
before the election and also at the polls at the time of the election.
(c) Withdrawal of petitions. An initiative or referendum petition may be withdrawn at any time prior
to the fifteenth day preceding the day scheduled for a vote of the C ity by filing with the city clerk a request
for withdrawal signed by at least three (3) members of the petitioners' committee. Upon the filing of such
request the petition shall have no further force or effect and all proceedings thereon shall be terminat ed.
Section 5.7. Submission by council.
The council on its own motion, shall have the power to submit at a general or special election any pro-
posed ordinance or question to a vote of the people in a manner as in this article provi ded.
Section 5.8. Results of election.
(a) Initiative. If a majority of the electors voting on a proposed initiative ordinance vote in its favor, it
shall be considered adopted upon certification of the election results. If conf licting ordinances are approved
at the same election, the one receiving the greatest number of affirmative votes shall prevail to the extent of
such conflict.
(b) Referendum. If a maj ority of the electors voting on a referred ordinance vote against it, it shall be
considered repealed upon certification of the election results.
(c) An ordinance adopted by the electorate may not be amended or repealed for a period of six (6)
months after the date of the election at which it was adopted, and an ordinance repealed by the electorate may
not be re-enacted for a period of six (6) months after the date of the election at which it was repealed; provi d-
ed, however, that any ordinance may be adopted, amended or repealed at any time by appropriate referendum
24
or initiatory procedure in accordance with the foregoing provisions of this article, or if submitted to the
electorate by the council on its own motion.
ARTICLE VI
CITY ADMINISTRATION
Section 6.1. Manager.
The city manager shall be the chief administrative officer of the City. The council, by a majority vote,
shall appoint a city manager within a reasonable time whenever a vacancy exists in such position. Such
appointment shall be without definite term and shall be at a salary to be fixed by council. The manager shall
be appointed without regard to any consideration other than his fitness, competency, training and experience
as a manager. At the time of his appointment, he need not be a resident of the City or State, but during tenure
of office he shall reside within the City except at the discretion of the council. No member of the council
shall be appointed manager during the term for which he shall have been elected, nor within one year after the
expiration of his term.
Section 6.2. Acting manager.
The council may appoint an acting city manager during the period of vacancy in the office, or during
the absence or disability of the city manager. Such acting city manager shall, while he is in such office, have
all the responsibilities, duties, functions and authority of the city manager.
Section 6.3. Powers and duties.
The manager shall be responsible to the council for the proper administration of all affairs of the City
placed in his charge, and to that end he shall have the power and duty and be required to:
(a) Be responsible for the enforcement of the laws and ordinances of the City;
(b) Hire, suspend, transfer and remove city employees;
(c) Make appointments on the basis of executive and administrative ability and of the training
and experience of such appointees in the work which they are to perform;
(d) Cause a proposed budget to be prepared annually and submit it to the council and be respon-
sible for the administration of the budget after its adoption;
(e) Prepare and submit to the council as of the end of the fiscal year a complete report on finances
and administrative activities of the City for the preceding year, and upon request of the council make
written or verbal reports at any time concerning the affairs of the City under his supervision;
(f) Keep the council advised of the financial condition and future needs of the City and make
such recommendations to the council for adoption as he may dee m necessary or expedient;
(g) Exercise supervision and control over all executive and administrative departments, and rec-
ommend to the council any proposal he thinks advisable to establish, consolidate or abolish administra-
tive departments;
25
(h) Be responsible for the enforcement of all terms and conditions imposed in favor of the City in
any contract or public utility franchise, and upon knowledge of any violation thereof, report the same to
the council for such action and proceedings as may be necessary to enforce the same;
(i) Attend council meetings and participate in discussions with the council in an advisory capac i-
ty;
(j) Establish a system of accounting and auditing for the City which shall reflect, in accordance
with generally accepted accounting principles, the financial condition and financial operation of the
City;
(k) Provide for engineering, architectural, maintenance and construction services required by the
City; and
(l) Perform such other duties as may be prescribed by this Charter, or by ordinance, or required
of him by council which are not inconsistent with this Charter.
Section 6.4. Removal of manager.
The council at a regular or special meeting may, upon the vote of the majority of the entire council, re-
move the city manager from office. Upon such termination the council may in its discretion provide termina-
tion pay.
Section 6.5. Relationship of council to administrative service.
Neither the council, its members, the mayor, nor any council committee shall dictate the appointment
of any person to office by the city manager except as otherwise provided in this Charter or in any way
interfere with the city manager or other city officer to prevent him from exercising his judgment in the
appointment or employment of officers and employees in the administrative service. Except for the purpose
of inquiry, the council, its members, the mayor, and any council committee shall deal with the administrative
service solely through the city manager and neither the council, its members, the mayor, nor any council
committee thereof shall give orders to any of the subordinates of the city manager.
Section 6.6. City clerk.
The manager with the approval of council shall appoint a city clerk, who shall be custodian of the city
seal and who shall keep a journal of council proceedings and record in full all ordinances, motions and
resolutions. He shall have power to administer oaths and take acknowledgments under seal of the City, and
shall perform such other duties as required by this Charter, the council, or the manager.
Section 6.7. Director of finance.
There shall be a director of finance who shall be appointed by the city manager with approval of coun-
cil, to serve at the pleasure of the city manager. The city manager may also appoint a deputy or deputies to
serve under the supervision of the director of finance who shall have authority to act in the absence of the
director of finance.
Section 6.8. Duties and powers of director of finance.
The director of finance shall also be the city treasurer. He shall keep and supervise all accounts; re-
ceive and have custody of all monies of the City; collect special city taxes, electric and water fees and
26
charges; issue licenses and collect fees therefor; make and keep public records of the City not specifically
entrusted to any other department by this Charter or by ordinance; and perform such other duties pertaining to
the department of finance as required by this Charter, the council or the manager.
Section 6.9. Departments created.
The administrative functions of the City shall be performed by the departments existing at the time this
Charter is adopted and such other departments as may be hereafter established by ordinance. Upon recom-
mendation of the city manager, the council may, by ordinance, consolidate or merge any of the said depart-
ments, whether set forth in this Charter or created by ordinance.
Section 6.10. Bonding of employees.
All city officials and employees dealing directly with municipal funds shall post bond in an amount and
under such conditions as required by council.
Section 6.11. Community Development Director
The city manager with the approval of council shall appoint a Community Development Director, who
shall serve at the pleasure of the city manager. The Community Development Director shall have such
responsibilities and duties as set forth in the Aspen Land Use Code, as amended from time to time, or policies
adopted by the City Manager. (Ord 21-2016, adopted at November 8, 2016 election)
Section 6.12. Chief of Police
The city manager with approval of council shall appoint a Chief of Police, who shall serve at the
pleasure of the city manager. The Chief of Police shall have such responsibilities and duties as set forth in the
Municipal Code of the City of Aspen, as amended from time to time, or policies adopted by the City Manag-
er. (Ord 21-2016, adopted at November 8, 2016 election)
ARTICLE VII
LEGAL AND JUDICIARY
Section 7.1. City attorney.
The council shall appoint a city attorney to serve at the pleasure of council. He shall be an attorney-at-
law admitted to practice in Colorado. The city attorney shall be the legal representative of the City and he
shall advise the council and city officials in matters relating to their official powers and duties and perform
such other duties as council may prescribe by ordinance or resolution. The council may provide the city
attorney such assistants as council may deem necessary, and may on its own motion or upon request of the
city attorney in special cases employ special counsel to serve under the direction of the city attorney. Council
shall establish compensation for the city attorney, his assistants and special counsel.
Section 7.2. Judiciary.
(a) Municipal judge. There shall be a municipal court vested with exclusive original jurisdiction of
all criminal and traffic causes arising under the ordinances of the city and as may be conferred by law. The
27
municipal court shall be presided over and its functions exercised by a judge appointed by the council for a
specified term of no less than two (2) years. The council may re-appoint the municipal judge for a subsequent
term or terms, except that the initial appointment may be for a term of office, which expires on the date of the
organizational meeting of the council after the next general election. Any vacancy in the office of the
municipal judge shall be filled by appointment by the council for the remainder of the unexpired term. The
municipal judge shall be an attorney-at-law admitted to practice in the State of Colorado.
(b) Deputy judges. Council may appoint one or more deputy judges as it deems necessary. The depu-
ty municipal judges shall all have the powers of the municipal judge when called upon to act by the munic ipal
judge or the council. In the event that more than one municipal judge is appointed, the council shall designate
a presiding municipal judge, who shall serve in is capacity during the terms for which he was appointed. The
deputy municipal judges shall be attorneys admitted to practice in the State of Colorado and serve at the
pleasure of the council.
(c) Compensation. The municipal judge shall receive a fixed salary or compensation set by the coun-
cil which salary or compensation shall not be dependent upon the outcome of the matters to be decided by the
municipal judge. The deputy municipal judge may receive such compensation for services rendered as
council may determine.
(d) Removal. Any municipal judge may be removed during his term of office only for cause. A
judge may be removed for cause if:
(1) He is found guilty of a felony or any other crime involving moral turpitude;
(2) He has a disability which interferes with the performance of his duties, and which is, or is
likely to become, of a permanent character;
(3) He has willfully or persistently failed to perform his duties; or
(4) He is habitually intemperate. (Ord No. 14-2005)
ARTICLE VIII
BOARDS AND COMMISSIONS
Section 8.1. Existing boards and commissions.
All existing boards and commissions, including the city planning commission, board of zoning adjus t-
ment and board of examiners and appeals, shall continue as established by ordinance, excep t as otherwise
provided by ordinance or this Charter.
Section 8.2. Composition of boards and commissions.
No member of the city council, the mayor, any city employee, nor any appointed city official shall
serve on any permanent board or commission heretofore established or hereafter established by council during
his or her tenure as councilman, mayor, city employee or appointed official. Every member of a permanent
board or commission established by this Charter and appointed by council shall be a resident of the City of
Aspen for at least one (1) year and shall be a qualified elector, with the exception of the board of appeals and
examiners which shall be composed of members who are either residents of the City of Aspen or of the Pitkin
County for at least two (2) years. Terms of appointment to such boards and commissions shall not exceed
28
four (4) years. There shall be no limitation on the number of terms a member may serve on any permanent
board or commission. (Ord. No. 49-1980, § 1; Ord. No. 35-2001, § 1)
Section 8.3. Vacancies.
Whenever a vacancy occurs on any board or commission, the council shall cause public notice of such
vacancy to be made and encourage volunteers to seek appointment to such board or commission.
Section 8.4. Right to establish.
In addition to those boards and commissions heretofore created by ordinance, council shall have the
power and authority to create boards and commissions including advisory and appeal boards. All permanent
boards and commissions including advisory and appeal boards shall be created by ordinance, which shall set
forth the powers and duties delegated to such boards and commissions. Initial appointments by the council to
any board or commission shall specify the terms of office of each individual in order to achieve over-lapping
tenure. All members, however, shall be subject to removal by the council. The council shall also make
appointments to fill vacancies for the unexpired terms. Each board and commission shall elect its own
chairman and vice-chairman from among its members. Each board and commission shall operate in accord-
ance with its own rules of procedure except as otherwise directed by the council. All meetings of any board
or commission shall be open to the public. Any board or commission created under this article which is not
required by statute or this Charter may be abolished by the council.
ARTICLE IX
CITY FINANCES
Section 9.1. Fiscal year.
The fiscal year of the City shall begin on the first day of January and end on the last day of December.
Section 9.2. Submission of budget and budget message.
The city manager, prior to the beginning of each fiscal year, shall submit to the council the budget for
said ensuing fiscal year and an accompanying message.
Section 9.3. Budget message.
The manager's message shall explain the budget both in fiscal terms and in terms of the work programs
It shall outline the proposed financial policies of the City for the ensuing fiscal year, describe the important
features of the budget, indicate any major changes from the current year in financial policies, expenditures,
and revenues, together with the reasons for such changes, summarize the City's debt position, and include
such other material as the manager deems desirable or which the council may require.
Section 9.4. Budget content.
The budget shall provide a complete financial plan of all municipal funds and activities for the ensuing
fiscal year and, except as required by law or this Charter, shall be in such form as the manager deems desira-
ble or the council may require. In organizing the budget, the manager shall utilize the most feasible combina-
tion of expenditure classification by fund, organization unit, program, purpose or activity, and object. It shall
begin with a clear general summary of its contents and shall be so arranged as to show comparative figures for
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actual and estimated income and expenditures of the preceding fiscal year. It shall indicate in separate
sections:
(a) Anticipated revenues classified as cash surplus, miscellaneous revenues, and amount to be re-
ceived from property tax; cash surplus being defined for purposes of this article as the amount by
which cash is expected to exceed current liabilities and encumbrances at the beginning of the ensuing
fiscal year;
(b) Proposed expenditures for current operations during the ensuing fiscal year, detailed by offi c-
es, departments and agencies in terms of their respective work programs, and the method of financing
such expenditures;
(c) A reasonable provision for contingencies;
(d) A capital depreciation fund;
(e) Required expenditures for debt service, judgments, cash deficient recovery and statutory ex-
penditures;
(f) Proposed capital expenditures during the ensuing fiscal year, detailed by offices, departments
and agencies when practicable, and the proposed method of financing each such capital expenditure;
(g) Anticipated net surplus or deficit for the ensuing fiscal year for each utility owned or operated
by the City and the proposed method of its disposition; subsidiary budgets for each such utility giving
detailed income and expenditure information shall be attached as appendices to the budget;
(h) The total of proposed expenditures and provision for contingencies shall not exceed the total
of estimated revenue.
Section 9.5. Capital program.
(a) Submission. The manager, with such assistance as the council may direct, shall prepare and sub-
mit to the council a long-range capital program, simultaneously with his recommended budget.
(b) Contents. The capital program shall include:
(1) A clear general summary of its contents;
(2) A list of all capital improvements which are proposed to be undertaken during the following
fiscal years, with appropriate supporting information as to the necessity for the improvement;
(3) Cost estimates, method of financing and recommended schedules for each such improvement;
and
(4) The estimated annual cost of operating and maintaining the facilities to be constructed or ac-
quired.
This information may be revised or extended each year with regard to capital improvements still pending or in
process of construction or acquisition.
Section 9.6. Budget hearing.
A public hearing on the proposed budget and proposed capital program shall be held by the council on
any date at least fif teen (15) days prior to the final day established by law for the certification of the ensuing
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year's tax levy to the county. Notice of the time and place of such hearing shall be published one time at least
seven (7) days prior to the hearing.
Section 9.7. Council amendments.
After the public hearing, the council may adopt the budget with or without amendment. In amending
the budget, it may add or increase programs or amounts and may delete or decrease any programs or amounts,
except expenditures required by law or for debt service or for estimated cash deficit.
Section 9.8. Council adoption.
The council shall adopt the budget by resolution on or before the final day established by law for the
certification of the ensuing year's tax levy to the county. If it fails to adopt the budget by this date, the
amounts appropriated for the current operation for the current fiscal year shall be deemed adopted for the
ensuing fiscal year on a month-to-month basis, with all items in it pro-rated accordingly, until such time as the
council adopts the budget for the ensuing fiscal year.
Section 9.9. Property tax levy.
Adoption of the budget by council shall constitute appropriations of the amoun ts specified therein as
expenditures from the funds indicated and shall constitute a levy of the property tax therein proposed.
Council shall cause the same to be certified to the county as required by law.
Section 9.10. Contingencies.
The budget may include an item for contingencies. Except in those cases where there is no logical ac-
count to which an expenditure can be charged, expenditures shall not be charged directly to contingencies; but
instead, the necessary part of the appropriation for contingencies shall be transferred to the logical account,
and the expenditure charged to such account. No such transfer shall be made without the express approval of
the council, and then only for expenditures which could not readily be foreseen at the time the budget was
adopted.
Section 9.11. Public records.
Copies of the budget and the capital program as adopted shall be public records and shall be made
available to the public in the municipal building.
Section 9.12. Amendments after adoption.
(a) Supplemental appropriations. If during the fiscal year the manager certifies that there are avail a-
ble for appropriation revenues in excess of those estimated in the budget, the council by ord inance may make
supplemental appropriations for the year up to the amount of such excess.
(b) Emergency appropriations. To meet a public emergency affecting life, health, property or the pub-
lic peace, the council may make emergency appropriations. Such appropriations may be made by emergency
ordinance in accordance with provisions of Section 4.11. To the extent that there are no available unappropri-
ated revenues to meet such appropriations, the council may by emergency ordinance authorize the issuance of
emergency notes, which may be renewed from time to time, but the emergency notes and renewals of any
fiscal year shall be paid not later than the last day of the fiscal year next succeeding that in which the emer-
gency appropriation was made.
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(c) Reduction of appropriations. If at any time during the fiscal year it appears probable to the man-
ager that the revenues available will be insufficient to meet the amount appropriated, he shall report to the
council without delay, indicating the estimated amount of the deficit, any remedial action taken by him and
his recommendation as to any other steps to be taken. The council shall then take such further action as it
deems necessary to prevent or minimize any deficit and for that purpose it may by ordinance reduce one or
more appropriations.
(d) Transfer of appropriations. Any time during the fiscal year the manager may transfer part or all of
any unencumbered appropriation balance among programs within a department, office or agency and, upon
written request by the manager, the council may by resolution transfer part or all of any unencumbered
appropriation balance from one department, office, agency, or object to another.
(e) Limitation. Effective date. No appropriation for debt service may be reduced or tran sferred, and
no appropriation may be reduced below any amount required by law to be appropriated or by more than the
amount of the unencumbered balance thereof. The supplemental and emergency appropriation and reduction
or transfer of appropriations authorized by this section may be made effective immediately upon adoption.
Section 9.13. Administration of budget.
(a) Work programs and allotments. The manager may require each department, office or agency to
submit work programs for the ensuing fiscal year showing the requested allotment of its appropriation by
periods within the year. The manager shall review and authorize such allotments with or without revision as
early as possible in the fiscal year. He may revise such allotments during the year if he deems it desirable and
shall revise them to accord with any supplemental, emergency, reduced or transferred appropriation made
pursuant to Section 9.12.
(b) Payments and obligations prohibited. No payments shall be made or obligation incurred against any
allotment or appropriation except in accordance with appropriations duly made and unless the manager first
certifies that there is a sufficient unencumbered balance in such allotment or appropriation and that sufficient
funds therefrom are or will be available to cover the claim or meet the obligation when it becomes due and
payable. Any authorization of payment or incurring of obligation in violation of the provisions of this Charter
shall be void and any payment so made illegal; such action shall be cause for removal of any officer who
knowingly authorized or made such payment or incurred such obligation, and he shall also be liable to the city
for any amount so paid. However, except where prohibited by law, nothing in this Charter shall be construed
to prevent the making or authorizing of payments or making of contracts for capital improvements to be
financed wholly or partly by the issuance of bonds, or to prevent the making of any contract or lease provi d-
ing for payments beyond the end of the fiscal year, provided that such act was made or approved by ordi-
nance.
(c) Monthly budget report. The city manager shall submit to the council a list of budget accounts,
bank reconciliations, the status of each budget account, and such other budgetary information as may be
required by council in the form of a monthly budget report.
Section 9.14. Independent audit.
An independent audit shall be made of all city accounts at least annually, and more frequently if
deemed necessary by the council. Such audit shall be made by certified or registered public accountants,
experienced in municipal accounting, selected by the council. Copies of such audit shall be made availabl e
for public inspection at the municipal building.
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ARTICLE X
MUNICIPAL BORROWING
Section 10.1. Forms of borrowing.
The City may borrow money and issue the following securities to evidence such borrowing:
(a) Short-term notes,
(b) General obligation bonds and other like securities,
(c) Revenue bonds and other like securities,
(d) Local improvement bonds and other like securities.
Section 10.2. Short-term notes.
The municipal government, upon the affirmative vote of the majority of the entire council, may borrow
money without an election in anticipation of the collection of taxes or other revenues and to issue short -term
notes to evidence the amount so borrowed. Any such short-term notes shall mature before the close of the
fiscal year in which the money is borrowed.
Section 10.3. General obligation bonds.
No bonds or other evidence of indebtedness payable in whole or in part from t he proceeds of general
property taxes or to which the full faith and credit of the City are pledged, shall be issued, except in pursuance
of an ordinance, nor until the question of their issuance shall, at a special or general election, be submitted to a
vote of the electors and approved by a majority of those voting on the question; qualified electors of the City
shall mean those duly qualified to vote at a general or special election in the City of Aspen unless the city
council for sufficient reason shall by ordinance calling the election, restrict or limit such classification of
electors to taxpaying electors as may be defined by ordinance adopted by the city council, provided, however,
that such securities issued for acquiring utilities and rights thereto, or acquiring improving or extending any
municipal utility system, or any combination of such purposes, may be so issued without an election.
Section 10.4. Limitation of indebtedness.
The City shall not become indebted for any purpose or in any manner in an amount which, including
existing indebtedness, shall exceed twenty (20) percent of the assessed valuation of the taxable property
within the City, as shown by the last preceding assessment for City purposes; provided, however, that in
determining the limitation of the City's power to incur indebtedness there shall not be included bonds issued
for the acquisition or extension of a water system or public utilities; or bonds or other obligations issued for
the acquisition or extension of enterprises, works or ways from which the City will derive a revenue in
accordance with Section 10.5 of this article.
Section 10.5. Revenue bonds.
The City may borrow money, issue bonds, or otherwise extend its credit for purchasing, constructing,
condemning, otherwise acquiring, extending, or improving a water, electric, gas or sewer system, or other
public utility or income-producing project provided that the bonds or other obligations shall be made payable
from the net revenues derived from the operation of such system, utility or project, and providing further that
any two (2) or more of such systems, utilities, and projects may be combined, operated, and maintained as
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joint municipal systems, utilities, or projects in which case such bonds or other obligations shall be made
payable out of the net revenue derived from the operation of such joint systems, utilities or projects. Such
bonds shall not be considered a debt or general obligation of the City for the purposes of determining any debt
limitation thereof.
The City shall, in addition, have the authority to issue revenue bonds payable from the revenue or i n-
come of the system, utility or project to be constructed or installed with the proceeds of the bond issue, or
payable in whole or in part from the proceeds received by the City from the imposition of a sales or use tax by
the State of Colorado, or any agency thereof.
Such bonds shall not be considered a debt or general obligation of the City, and shall not be included as
part of the indebtedness of the City for the purposes of determining any debt limitation thereof. The City
shall further have the opportunity to issue revenue bonds for such purpose or purposes as may be more
particularly set forth by an ordinance or ordinances of the City, the bonds to be payable in whole or in part
from the proceeds of the Real Estate Transfer Tax imposed by the City. Such bonds shall not be considered a
debt or a general obligation of the City, and shall not be included as part of the indebtedness of the City for
purposes of determining any debt limitation thereof. Such Real Estate Transfer Tax shall not be considered a
sales or use tax within the meaning of any provisions of this Charter relating to sales and use tax revenue
bonds.
No revenue bonds shall be issued until the question of their issuance shall have been approved by a ma-
jority of the electors voting on the question at a regular or special election; provided, however, that revenue
bonds payable solely from the proceeds of the Real Estate Transfer Tax may be issued without an election;
and provided further, however, that industrial development revenue bonds may be issued pursuant to the
provisions of the County and Municipal Development Revenue Bond Act and without an el ection. (Referen-
dum of 4-6-71; Ord. No. 48-1980)
Section 10.6. Refunding bonds.
The council may authorize, by ordinance, without an election, issuance of refunding bonds or other like
securities for the purpose of refunding and providing for the payment of the outstanding bonds or other like
securities of the City of the same nature, or in advance of maturity by means of an escrow or otherwise.
Section 10.7. Special or local improvement district bonds.
The City shall have the power to create local improvement districts and to assess the cost of the con-
struction or installation of special or local improvements of every character against benefited property within
designated districts in the City by:
(a) Order of council, subject, however, to protest by the owners of a majority of all property ben-
efited and constituting the basis of assessment as the council may determine.
(b) On a petition by the owners of more than fifty (50) percent of the area of the proposed district,
provided that such majority shall include not less than fifty (50) percent of the landowners residing in
the territory.
In either event, a public hearing shall be held at which all interested parties may appear and be heard.
Right to protest and notice of public hearing shall be given as provided by council by ordinance. Such
improvements shall confer special benefits to the real property within said district and general benefits to the
City at large. The council shall have the power by ordinance without an election to prescribe the method of
making such improvements, of assessing the cost thereof, and of issuing bonds for cost of constructing or
installing such improvements including the costs incidental thereto.
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Where all outstanding bonds of a special or local improvement district have been paid and any monies
remain to the credit of the district, they shall be transferred to a special surplus and deficiency fund and
whenever there is a deficiency in any special or local improvement district fund to meet the payments of
outstanding bonds and interest due thereon, the deficiency shall be paid out of said surplus and deficiency
fund. Whenever a special or local improvement district has paid and cancelled three-fourths of its bonds
issued, and for any reason the remaining assessments are not paid in time to take up the remaining bonds of
the district and the interest due thereon, and there is not sufficient monies in the special surplus and deficiency
fund, then the City shall pay said bonds when due and the interest due thereon, and reimburse itself by
collecting the unpaid assessments due said district.
In consideration of general benefits conferred on the City at large from the construction or installation
of improvements in improvement districts, the Council may levy annual taxes on all taxable property within
the City at a rate not exceeding four (4) mills in any one year, to be disbursed as determined by the Council
for the purpose of paying for such benefits, for the payment of any assessment levied against the City itself in
connection with bonds issued for improvement districts, or for the purpose of advancing monies to maintain
current payments of interest and equal annual payments of the principal amount of bonds issued for any
improvement district hereinafter created. The proceeds of such taxes shall be placed in a special fund and
shall be disbursed only for the purposes specified herein, provided that in lieu of such tax levies, the Council
may annually transfer to such special fund any available monies of the City, but in no event shall the amount
transferred in any one year exceed the amount which would result from a tax levied in such year as herein
limited.
Section 10.8. Long term installment contracts, rentals and leaseholds.
In order to provide necessary land, buildings, equipment and other property for governmental or proprietary
purposes, the City is hereby authorized to enter into long term installment purchase contracts and ren tal or
leasehold agreements. Such agreements may include an option or options to purchase and acquire title to
such property within a period not exceeding the useful life of such property, and in no case exceeding forty
(40) years. Each such agreement and the terms thereof shall be approved by an ordinance duly enacted by the
City. The city council is authorized and empowered to provide for the payment of said payments or rentals
from a general levy i mposed upon both personal and real property included within the boundaries of the City,
or by imposing rates, tolls and service charges for the use of such property or any part thereof by others, or
from any other available municipal income, or from any one or more of the above sources. Provided, that
nothing herein shall be construed to eliminate the necessity of voter approval of a tax or levy if otherwise
required by this Charter. The obligation to make any payments or pay any rentals shall constitute an indeb t-
edness of the City within the meaning of the Charter limitation on indebtedness. Property acquired or
occupied pursuant to this Charter shall be exempt from taxation so long as used for authorized governmental
or proprietary functions of the City. (Ord. No. 12-1975)
ARTICLE XI
PUBLIC UTILITIES AND FRANCHISES
Section 11.1. General powers.
The City shall have and exercise with regard to all utilities and franchises, all municipal powers, i n-
cluding without limitation, all powers now existing and which may be hereafter provided by the constitution
and statutes. The right of the City to construct, purchase, or condemn any public utility, work or way, is
expressly reserved. Except as otherwise provided by constitution, or this Charter, all power s concerning the
granting, amending, revoking, or otherwise dealing in franchises shall be exercised by the council.
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Section 11.2. Water rights.
The City shall have the power to buy, exchange, lease, own and control water rights.
Section 11.3. Utility rates and service areas.
The council shall by ordinance establish rates for services provided by municipality-owned utilities.
All newly-annexed territory shall be served by municipal utilities within a reasonable period of time after
annexation. If the council desires to extend the municipal water utility transmission lines beyond city bound-
aries, it shall do so by ordinance.
Section 11.4. Granting of franchises.
No franchise shall be granted except upon approval by a majority of the electors voting thereon.
Section 11.5. Franchise records.
The council shall cause to be kept in the office of the city clerk an indexed franchise record in which
shall be transcribed copies of all franchises heretofore and hereafter granted. The index shall give the name of
the grantee and any assignees. The record, a complete history of all such franchises, shall include a compre-
hensive and convenient reference to all actions at law affecting the same, and copies of all annual reports and
such other matters of information and public interest as the council may from time to time require.
Section 11.6. Existing franchises.
All franchise ordinances of the City in effect at the time that this Charter is adopted shall remain in full
force and effect according to their provisions and terms until the expiration date provided in such ordinance or
until modified by another franchise as provided in Section 11.4.
ARTICLE XII
TAXATION
Section 12.1. Authority to levy taxes.
The council may levy and collect taxes for municipal purposes including, without limitation general ad
valorem property taxes, and it may levy and collect special assessments for local improvements as provided in
this Charter; provided, however, that no income tax, sales tax or excise tax shall be levied after the adoption
of this Charter until such tax shall have been approved by majority of the electors voting at a regular or
special election.
ARTICLE XIII
MISCELLANEOUS LEGAL PROVISIONS
Section 13.1. Eminent domain.
The City shall have the right to eminent domain as provided by the constitution and the statutes.
Section 13.2. Reservation of power.
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The power to supersede any law of this state now or hereafter in force, insofar as it applies to local or
municipal affairs shall be reserved to the City, acting by ordinance, subject only to restrictions of Article XX
of the state constitution.
Section 13.3. Liability of City.
All claims and actions for the recovery of compensation for personal injury, death, or property damage
against the City on account of its negligence shall be governed by the Colorado Governmental Immunity Act
as now existing or as hereafter modified or amended. (Ord. 46-1992 §3, Election August 11, 1992)
Section 13.4. Restrictions on the sale or change in use of property.
Council shall not sell, exchange or dispose of public building, utilities or real property in use for public
purposes, including real property acquired for open space purposes, without first obtaining the approval of a
majority of the electors voting thereon. Additionally, the city council shall not cause or permit the change in
use of the real property acquired for open space purposes, other than for recreational, agricultural or under-
ground easement purposes, without first obtaining the approval of a majority of the electors voting thereon.
No real property acquired for open space purposes shall be sold, exchanged, disposed of, or converted to other
uses other than for recreational, agricultural or underground easement purposes, unless such open space is
replaced with other open space property of equivalent or greater value as of the date of sale or conversion as
determined by the City Council by resolution following a public hearing taking into consideration monetary,
environmental, and aesthetic values. (Ord. No. 14-1982; election 11/2/1999)
Section 13.5. Co-operative contracts.
The council may by resolution enter into contracts or agreements with other governmental units, spe-
cial districts, or persons for the joint use of buildings, equipment, or facilities, or for furnishing or receiving
commodities or services.
Section 13.6. Grants to regional service authorities.
In the interest of governmental services provided on a regional or area-wide basis and the benefits real-
ized by the City of Aspen from said service, the council may by ordinance provide grants of municipal funds
and services to regional service authorities existing at the time this Charter becomes effective or thereafter
created.
Section 13.7. Bequests, gifts and donations.
Council, on behalf of the City, may receive or refuse bequests, gifts, and donations of all kinds of prop-
erty in fee simple or in trust for public, charitable, or other purposes, and do all things and acts necessary to
carry out the purpose of such gifts, bequests, and donations with power to manage, sell, lease, or otherwise
dispose of the same in accordance with the terms of the gift, bequest, or trust.
Section 13.8. Emergency powers.
In case of riot, insurrection or extra-ordinary emergency, the mayor, or in his absence, the manager,
shall assume general control of the city government and all branches and be responsible for the suppression of
disorders and the restoration of normal conditions. At any time of threatened or actual civil insurrection, the
mayor shall:
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(a) Proclaim the existence and termination of a threatened or actual civil insurrection;
(b) Request the governor's proclamation at his discretion if he believes that the resources and
ability of the community are inadequate to cope with the peril;
(c) Convene the council within two (2) days if it appears that the state of civil insurrection will
continue for more than two (2) days;
(d) Execute all his normal powers and all his special powers lawfully conferred upon him includ-
ing, but not limited to, establishing written rules and regulations governing conduct and activities rea-
sonably related to the protection of life and property and to the suppression of the civil insurrection.
Section 13.9. Severability of Charter provisions.
If any provision, section, article or clause of this Charter or the application thereof to any person or cir-
cumstance shall be found to be invalid by a court, such invalidity shall not affect any remaining portion or
application of the Charter which can be given effect without the invalid portion or application, provided such
remaining portions or applications are not determined by the court to be inoperable, and to this end this
charter is declared to be severable.
Section 13.10. Charter amendments.
This Charter may be amended at any time in the manner provided by the constituti on. Nothing herein
contained shall be construed as preventing the submission to the people of more than one Charter amendment
at any one election. If provisions of two (2) or more proposed amendments adopted or approved at the same
election conflict, the amendment receiving the highest affirmative vote shall become effective.
Section 13.11. Interpretations.
Except as otherwise specifically provided or indicated by the context hereof, all words used in this
Charter indicating the present tense shall not be limited to the time of the adoption of this Charter but shall
extend to and include the time of the happening of any event or requirement for which provision is made
herein. The singular number shall include the plural, the plural shall include the singular and the masculine
gender shall extend to and include the feminine gender and neuter, and the word "person" may extend and be
applied to bodies politic and corporate and to partnerships as well as to individuals.
Section 13.12. Definitions.
As used in this Charter the following words and phrases shall have the following meanings:
(a) Appropriation. The authorized amount of monies set aside for expenditures during a speci-
fied time for a specific purpose.
(b) City. City of Aspen, Colorado, a municipal corporation.
(c) Council. The city council of the City of Aspen, including the mayor, unless provided other-
wise.
(d) Manager. The city manager of the City of Aspen appointed pursuant to Section 6.1.
(e) Franchise. An irrevocable privilege granted by the City permitting a specified use of public
property for a specified length of time.
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(f) Employee. A person employed by the City of Aspen.
(g) General municipal election. A municipal election held every two (2) years at which cand i-
dates for elective offices of the City are voted upon in accordance with this Charter.
(h) Public utility. Any person, firm, or corporation operating heat, power, or light systems,
communication systems, water, sewer or scheduled transportation systems, and serving or supplying
the public under a franchise granted by the City.
(i) Officer. Any person elected to office or appointed by council, including appointees to boards
and commissions.
(j) Constitution. The Constitution of the State of Colorado.
(k) Statutes. The applicable laws of the State of Colorado as they now exist or as they may be
amended, changed, repealed or otherwise modified by legislative procedure.
(l) Elector. A person qualified to vote under the Constitution and Statutes of the State of Colo-
rado.
(m) Permanent board or commission. A board or commission intended by council to be a part of
the permanent governmental structure of the City of Aspen as established by ordinance.
Section 13.13 Specially Designated Spaces.
(a) Specially Designated Spaces. The following City-owned properties are hereby identified as Spe-
cially Designated Spaces:
(1) The Ute Cemetery.
(2) The John Denver Sanctuary at the Rio Grande Park.
(b) Uses of Specially Designated Spaces. Notwithstanding any portion of the Municipal Code to the
contrary, changes in the authorized uses of Specially Designated Spaces shall be by resolution approved by
the unanimous vote of all council members. (Ord. No. 34-2001, § 1)
Section 13.14 Voter authorization of certain land use approvals.
(a) Any land use approval granted by the City of Aspen, or an amendment to a previous land use ap-
proval, including those granted as a result of litigation, on land within the zone districts listed in paragraph
(b), that exceeds the zoning limitations for allowable floor area or maximum height (including height restrict-
ed by view planes), or which reduces the requirements for the amount of off-street parking spaces or afforda-
ble housing, shall not be effective unless subsequently approved by a majority of all City electors voting
thereon.
(b) Except as set forth herein below, the provisions of paragraph (a) shall apply to all properties east
of Castle Creek within the following zone districts on January 1, 2015: Commercial Core (CC) zone district,
Commercial (C-1) zone district, Service/Commercial/Industrial (S/C/I) zone di strict, Neighborhood Commer-
cial (NC) zone district, Mixed Use (MU) zone district, Lodge (L) zone district, Commercial Lodge (CL) zone
district, Lodge Overlay (LO) zone district, Lodge Preservation Overlay (LP) zone district.
(c) Although within the zone districts set forth in paragraph (b), the following shall be exempt from
the provisions of paragraph (a): single-family and duplex homes, replacement of non-conforming structures,
and variations necessary to meet the requirements of the Americans with Disabilities Act (ADA), the Federal
39
Fair Housing Act (FHA), the Federal Telecommunications Act (FTA), to implement energy efficiency
measures, to meet applicable building and fire codes, or an amendment to a previous land use approval that
reduces height or floor area or increases the amount of parking or affordable housing.
(d) The approval of the electorate required by this Section shall take place at the next available pre-
viously scheduled state or county election, the next general municipal election or a special election set by the
Council, whichever is earlier.
(e) The City of Aspen shall amend the Land Use Regulations to be consistent with this Home Rule
Charter Amendment. (election 5/5/2015)
ARTICLE XIV
TRANSITION PERIOD
Section 14.1. Effective date of Charter.
This Charter shall become effective immediately upon voter approval except that those provisions of
Article IX relating to the preparation and submission of the budget and capital program shall become effective
for the 1971 annual budget, and those provisions in Article III relating to the election of mayor and council-
men shall become effective at the first general election scheduled under this Charter to be held on May 4,
1971.
Section 14.2. Prior city legislation.
All bylaws, ordinances, resolutions, rules and regulations of the City which are not inconsistent with
this Charter and which are in force and effect at the effective date of this Charter shall continue in full force
and effect until repealed or amended. Those provisions of any effective bylaw, ordinance, resolution, rule or
regulation which are inconsistent with this Charter are hereby repealed.
Section 14.3. Present elected officials to continue in office.
The present city council and mayor in office at the time of the adoption of this Charter shall continue at
their present salaries, to serve and carry out the functions, powers and duties of their offices until their
successors assume the duties of their offices.
The present city clerk and city treasurer in office at the time of the adoption of this Charter, shall con-
tinue at their present salaries to serve and carry out the functions, powers, and duties of their offices until the
next general municipal election.
Section 14.4. Continuation of present boards and commissions.
All boards and commissions in office at the time of adoption of this Charter shall continue to function
with their present powers and duties as provided in the respective ordinances.
Section 14.5. Continuation of appointed officers and employees.
Except as otherwise provided herein, after the effective date of this Charter, all appointive officers and
all employees of the City shall continue in that city office or employment, which corresponds to the city
40
office or employment which they held prior to the effective date of this Charter, as though they had been
appointed or employed in the manner provided in this Charter; and they shall in all respects be subject to the
provisions of this Charter, except that any officer or employee who holds a position which this Charter
provides be held at the pleasure of the appointing officer or body, shall hold such position only at such
pleasure regardless of the term for which originally appointed.
Section 14.6. Saving clause.
This Charter shall not affect any suit pending in any court or any document heretofore executed in con-
nection therewith. Nothing in this Charter shall invalidate any existing contracts between the City of Aspen
and individuals, corporations or public agencies.
CERTIFICATE OF FINAL ADOPTION
We, the undersigned, present members of the Aspen Charter Convention, duly elected by the people of
Aspen, Colorado at a special election held on March 24, 1970, or duly appointed according to law, under
authorization of Article XX, Constitution of the State of Colorado, to frame a Home Rule Charter for the City
of Aspen, do hereby certify that the foregoing is the Proposed Charter as finally approved and adopted by the
members of the Convention on the 14th day of May, 1970, for submission to the people of Aspen at a special
election to be held on June 16, 1970.
Executed in triplicate at Aspen, Colorado, this 14th day of May, 1970.
Dr. William Comcowich, President Eve Homeyer, Vice President
Ramona Markalunas, Secretary Wayne Habermann
James Adams Francise Kalmes
Curtis Baar Werner Kuster
Neil Beck Ralph Melville
Fritz Benedict Robin Molny
Albert Bishop William McEachern
Alfred Braun Bernard Popish
Michael Garrish William Shaw
Victor Goodhard Jack Walls
Charles B. Howe, Attorney at Law
Charter Convention Advisor
Francis Whitaker
STATE OF COLORADO )
) ss.
COUNTY OF PITKIN )
Subscribed and sworn to before me this 14th day of May, 1970.
My Commission expires 12-20-73.
41
Lorraine E. Graves
/s/_______________________________________
Notary Public
I hereby certify that the above and foregoing document is the Charter adopted at the Special Election
for the City of Aspen, Colorado, held Tuesday, June 16, 1970, and duly filed by me with the Secretary of
State of the State of Colorado.
Lorraine E. Graves
/s/_____________________________________
City Clerk
SEAL
Published in the Aspen Times:
First Publication, May 28, 1970
Second Publication, June 4, 1970
Third Publication, June 11, 1970
Fourth Publication, June 18, 1970
Updated 1/8/2019
42
RESOLUTION # 123
Series of 2019)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ASPEN,
COLORADO, ADOPTING THE CITY OF ASPEN STRATEGIC FOCUS
AREAS
WHEREAS, the City Council of the City of Aspen started to work on
strategic initiatives during the July 1 and 2, 2019 Council Retreat;
WHEREAS, best management practices include creating strategic areas to
prioritize community needs;
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF
THE CITY OF ASPEN, COLORADO,
That the City Council of the City of Aspen hereby adopts the following City
of Aspen Strategic Focus Areas, and does hereby authorize the City Manager to
pursue said Strategic Focus Areas:
Community Engajzement: Foster a trusted dialogue and relationship in the
community that encourages participation, consensus building, and meaningful
engagement.
Fiscal Health & Economic Vitality: Promote economic sustainability of the Aspen
community by advancing a healthy, diverse local economy while responsibly
managing revenue streams, community investments, and financial reserves.
Protect Our Environment: Work to ensure that policy decisions, programs and
projects manage impacts to the environment, climate, and public health and well-
being.
Safe & Lived-in Community of Choice: Work to ensure Aspen is an attractive,
diverse and safe city to live, work and visit year-round. This includes opportunities
to access childcare, healthcare, housing, transit, parks, recreation, and
technological connectivity.
Smart, Customer-Focused Government: Provide value to the community by
continuously improving services and processes based on feedback, data, best
practices, and innovation.
43
Organizational Culture & Development (Internal Focus Areal Advance the Aspen
Idea through an organizational culture that:
Supports employee engagement and development
Delivers quality services to the community and
Values a positive, ethical, inclusive and diverse work environment
INTRODUCED, READ AND ADOPTED by the City Council of the City of
Aspen on the 10th day of December 2019.
7VAK
Torre, Mayor
I, Linda Manning, duly appointed and acting City Clerk do certify that the
foregoing is a true and accurate copy of that resolution adopted by the City Council
of the City of Aspen, Colorado, at a meeting held, December 10, 2019.
Linda Manning, City lerk
44
October 29, 2019 1
2019/2020 City Council Draft Goals
1. Increase the City’s resources for affordable housing development by leveraging
existing funds in tandem with partnering with regional entities.
Lead: Pete Strecker & Scott Miller
2. Review adopted regulations that affect the development of affordable housing
including a study of the affordable housing fee-in-lieu rate, the Certificate of
Affordable Housing Credit program, employee generation and mitigation rates, and
multi-family replacement requirements.
Lead: Jennifer Phelan
3. Establish and utilize a financial advisory board to advise, evaluate, and make
recommendations on the long-term economic stability of affordable housing
development.
Lead: Pete Strecker
4. Work with partner agencies and home owners associations to formulate options to
address delayed affordable housing maintenance, including insufficient capital
reserves policies.
Lead: Scott Miller & Sara Ott
5. Evaluate decision making authority for quasi-judicial boards and commissions.
Lead: TBD
6. Develop a long-range community waste management plan to reduce waste in the
highest impact landfill diversion areas.
Lead: CJ Oliver & Liz Chapman
7. Identify and implement capital funding sources to address and expand the aging
stormwater system as well as finance projects focused on treating outfalls to the
Roaring Fork River.
Lead: Trish Aragon & Pete Strecker
8. Reduce the energy use in commercial and multi-family buildings through increased
incentives and the codification of Building IQ, which requires energy use tracking
and improved energy efficiency.
Lead: Mike Metheny & Ashley Perl
45
October 29, 2019 2
9. Create and implement a community engagement strategy that incorporates
participation data to inform and increase future public participation in policy
decisions.
Lead: Tracy Trulove & Alissa Farrell
10. Engage with the business community and local stakeholders on ways to finance and
expand child care availability and create workforce development opportunities.
Lead: Shirley Ritter
11. Analyze opportunities to retain and attract essential, small, local and unique
businesses to provide a balanced, diverse and vital use mix supporting the
community.
Lead: Community Development Director & Mitch Osur
12. Assess the changing landscape of internet retailers and sales tax remittance at the
local level and recommend any necessary steps to ensure proper tax collections.
Lead: Jennifer Walker
13. Implement tools to identify the non-traditional short-term rental offerings within
the City of Aspen and actively engage owners to register as a business and remit
appropriate lodging taxes.
Lead: Pete Strecker
46
2012 AACP Vision Statements
The Aspen Area Community Plan includes nine sections focused on specific policy areas. Each section begins
with a vision statement, developed by community members to each of the policies contained in the nine
sections. The sections and vision statements are outlined below.
Aspen Idea
“We are committed to revitalizing and sustaining the Aspen Idea.”
Managing Growth for Community & Economic Sustainability
“We are committed to achieving sustainable land use practices that support a healthy year-round community
and a thriving, vibrant visitor-based economy.”
West of Castle Creek Corridor
“The West of Castle Creek Corridor area should provide a transition from the rural expanses of Pitkin County
to the urbanized atmosphere of downtown Aspen. The area should feature separate and recognizable nodes
of unique uses and functions, and maintain a land use pattern and scenic quality along the Highway corridor
that creates a distinct series of visual experiences that signal arrival to the Aspen Area.”
Transportation
“We are committed to providing an efficient, multi-modal and integrated transportation system that reduces
congestion and air pollution.”
Housing
“We believe that a strong and diverse year-round community and a viable and healthy local workforce are
fundamental cornerstones for the sustainability of the Aspen Area community.”
Parks, Recreation, Open Space, and Trails
“We believe in preserving and enhancing our enjoyment of and access to parks, recreational opportunities,
open space and trails.”
Environmental Stewardship
“The Aspen Area will be a local, regional, state and national leader in all aspects of environmental
stewardship.”
Historic Preservation
“Historic preservation connects us to our heritage, enabling us to learn from and appreciate the stories and
context of our past. Preserving our historic resources differentiates us as a community and contributes to our
long-term cultural awareness and sustainability as a community.”
The Lifelong Aspenite
“We will strengthen the quality of life and well-being for all people in our community by providing or
promoting opportunities in housing, jobs and access to services, such as education, public safety and health
through all phases of life.”
47
MEMORANDUM
TO: City Council Members
FROM: Karen Harrington, Quality Director
THROUGH: Alissa Farrell, Interim Asst. City Mgr./HR Director
MEMO DATE: December 4, 2019
MEETING DATE: December 9, 2019
RE: 2019 Citizen Survey Results
REQUEST OF COUNCIL:
This memo is to provide the Council with a brief summary of the results of the 2019 City of Aspen Citizen
Survey. The survey vendor, Elevated Insights, will be presenting key findings at the December 9, 2019
work session. In addition, survey details are available at Attachment 1, the Summary Report. No formal
Council action is requested.
SUMMARY AND BACKGROUND:
In 2019, staff selected Elevated Insights (EI) of Colorado Springs as the new vendor for the annual
Citizen Survey. In contrast with prior iterations, the new survey:
Was administered electronically to ALL registered voters and ALL tenants/owners of APCHA and
City-owned housing within the City (approximately 4500 households comprised this formal sample)
Provided an informal poll option for people outside the formal sample
Organized questions under the City’s Strategic Focus Areas
Included a more balanced blend of questions, reflective of the state of the City; policy and planning
needs; and service quality ratings.
Added Key Driver Analysis, to more readily identify items with the highest potential to impact overall
ratings of satisfaction or other key attributes such as quality of life
Used more refined scoring options
528 people in the formal sample responded, which is a 74% increase over the 303 who responded to
the survey in 2018. The overall error rate associated with the formal sample is plus or minus 5%. The
results presented here are for the formal sample.
DISCUSSION:
General Findings
In comparison with other jurisdictions in the United States, respondents rated the quality of life, as well
as the quality of City of Aspen services, very high (Figure 1). In fact, the ratings are high enough that
the vendor recommends using a more refined scale in the future, one that offers a neutral response, so
that the City can more effectively assess satisfaction levels. Regardless of the scales used, however,
the overall ratings of Quality of Life and Satisfaction with City Services are above the national
benchmark.
48
2
Figure 1. Overall Ratings of Quality of Life and Satisfaction with City Services
When looking at the state of the City, respondents showed a high level of variability in their assessments
(Figure 2). They were most satisfied with Ensuring a Safe Community (which was separated from
Livable Community of Choice for this analysis) and least satisfied with Fostering Economic Vitality.
EI conducted an additional level of analysis to help ascertain where it is most important to focus attention
when it comes to the Strategic Focus Areas. This analysis, called Key Driver Analysis, looks at the
correlation between satisfaction levels for each of the Strategic Focus Areas and the values of an
overarching dependent variable, such as Overall Satisfaction with City Services. This can be helpful in
identifying counterintuitive situations where satisfaction may be low with a service or topic, but where
taking action to address that same low rating may have less impact on overall satisfaction than taking
action related to a different Focus Area.
Figure 3 shows the Key Driver Analysis when looking at drivers of personal quality of life ratings.
Providing additional attention to two Strategic Focus Areas (Making Aspen a Livable Community of
Choice and Fostering Economic Vitality) would appear to have the most potential to improve scores of
personal quality of life. Being a Customer-Focused Government was close to the boundary for this
quadrant, as well.
The results were somewhat different when looking at drivers of satisfaction with City services. In that
case, the analysis identified three areas with the greatest potential to impact ratings of satisfaction with
City: Being a Customer-Focused Government, Fostering Economic Vitality, and Maintaining Financial
Health.
Figure 2: State of the City Ratings by Strategic Focus Area
49
3
Figure 3. Key Drivers of Personal Quality of Life Ratings
Specific Findings
50
4
Within the Summary Report additional key driver matrixes, including matrixes for groups of items within
each of the Strategic Focus areas, are available. (Attachment 1) Council is invited to review these
matrices and staff is happy to respond to questions or provide more information.
In addition to the more detailed Key Driver matrices, Council may want to be aware of the following
findings:
1. 62% indicated the City provides value overall for the taxes paid
2. More than ¾ feel arts and culture are important to the community
3. About 4/5 are satisfied with Special Events and Recreation, and feel trails/open space are important
4. More than 80% support requiring composting at restaurants and City facilities
5. More than 50% agree it is important to expand infant and childcare spaces
6. Most want APCHA to focus on workforce housing, followed by community housing
7. Most are not satisfied with their ability to quickly find affordable housing
8. Less than half feel their needs for information from the City are being met
9. Less than 1/3 felt the City handles development pressures well
10. Only 15% agree that community needs are sufficiently met by local businesses
11. Less than 10% agree that young families can afford to live and work here
More information behind these findings, as well as many more results, are available in the Summary
Report. (Attachment 1)
Potential Next Steps
Based on the results of the survey, EI has provided ideas for the City to consider as potential next steps
within each of the Strategic Focus Areas. (Table 1) Narrowing in specifically for the most impact, EI
suggests that the City consider actions under Fostering Economic Vitality, including the ideas as part
of the City’s broader planning and analysis initiatives.
Table 1. Potential Next Steps for Consideration
STRATEGIC FOCUS
AREA
%
Satisfied Quadrant Actions with Greatest Impact
Ensuring a safe
community 88 MAINTAIN
Keep it up! Consider taking more action to enforce
laws/ ordinances (especially pet –related), as many
specific suggestions were made in this area.
Protecting the local
natural environment 77 MAINTAIN
Keep it up! Consider taking action with commercial
waste, as most support required compost collection at commercial and City owned or operated facilities.
Supporting
community
engagement
67 REINFORCE Communicate about major decisions early in the
process and incorporate resident feedback.
51
5
STRATEGIC FOCUS
AREA
%
Satisfied Quadrant Actions with Greatest Impact
Maintaining financial
health 55 EDUCATE Communicate/clarify financial policies.
Livable community of
choice 45 FOCUS
Increase affordable housing inventory (especially
rentals & larger units), don’t evict seniors (transition
to new location), address 82 congestion,
improve/increase parking in the core, keep a focus
on mental health
Being a customer-
focused government 42 FOCUS
Resist development pressures and ensure actions
align with resident desires; help retain unique local
businesses, seek to more closely match spending
with resident priorities
Fostering economic
vitality 41 FOCUS
Ensure more affordable shopping, restaurants,
childcare, and infant-care. Assist/incent local service
providers and stores to thrive and meet community
needs. Pace development.
FINANCIAL IMPACTS:
Informational presentation only. No funds are being requested.
ENVIRONMENTAL IMPACTS:
This year’s survey was administered electronically, reducing paper usage.
ALTERNATIVES:
Information only. No alternatives are proposed.
RECOMMENDATIONS:
Information only. Recommendations, based on the survey results, are provided in the Summary Report
at Attachment 1. No formal recommendations are being brought forth by staff at this time. However,
the survey is intended to assist the City in its continual effort to identify and respond to feedback as well
as to provide data in helping determine the priorities for the community through future strategic and
budget planning processes.
CITY MANAGER COMMENTS:
None.
52
6
Attachment 1
Summary Report for
2019 City of Aspen Citizen Survey
53
City of Aspen
2019 Citizen Survey
DECEMBER
2019
SUMMARY REPORT
54
ACKNOWLEDGEMENTS
& SHARING/PERMISSIONS
The City of Aspen partnered with Elevated Insights to update the
methodology and field the 2019 Aspen Citizen Survey.
The City would like to acknowledge and thank the extra effort and assistance
that went into the transition of this survey instrument
and the identification of updated measures by the Core Project Team:
Karen Harrington, Quality Office, Project Manager
Alissa Farrell, Interim Assistant City Manager
Garrett Larimer, Community Development
Matt Kuhn, Parks and Recreation
Trish Aragon, Engineering
Mitch Osur, Parking
Tracy Trulove, Communications
Nathaniel Ross, Quality Office
Mike Kosdrosky, Aspen Pitkin County Housing Authority
Permission is granted to reprint from this report with citations to the
City of Aspen &Elevated Insights.
City of Aspen
Karen Harrington, Director of Quality
130 South Galena St.
Aspen, CO 81611
Phone: (970) 429-2856
Email: karen.harrington@CityofAspen.com
Web: www.CityofAspen.com
Elevated Insights
Debbie Balch, President
525 N Tejon St.
Colorado Springs, CO 80903
Office: (719) 590-9999
Email: debbie@elevatedinsights.com
Web: www.elevatedinsights.com
For further information, contact:
2
55
Aspen Citizen Survey 2019
TABLE OF CONTENTS
3
Section Page
Background & Methodology 5
Conclusions, Scorecard and Potential Next Steps 9
Overall Key Driver Findings 17
Overall Ratings 21
Detailed Findings by Strategic Focus Area 31
Fiscal Health & Smart, Customer-Focused Government 33
Protected Environment 37
Economic Vitality 45
Safe & Lived-In Community 51
Community Engagement 69
Demographics 79
Comment Category Architecture 83
56
4
PAGE
INTENTIONALLY
BLANK
57
Background &
Methodology
5
58
Project Background
The City of Aspen has conducted a citizen survey since 2006. The annual survey provides
a great opportunity for the City to gather resident feedback and ensure City services are
adequately meeting the needs of Aspen residents.
In 2019, the City transitioned to new leadership and strategic focus areas. The City
commissioned Elevated Insights, a strategic research agency company from Colorado
Springs, to update the content, method, and metrics for the Aspen Citizen Survey.
Safe & Lived-in Community of Choice
Smart Customer Focused Government
Economic Vitality & Fiscal Health
Protecting the Environment
Community Engagement
Research Objectives
•Listen to resident needs & thoughts, using a statistically valid approach to gather
feedback
•Understand the state of the City; satisfaction with services; and opinions overall
and within key strategic focus areas
•Assess trends -over time and in comparison with targets
•Provide a solid foundation to guide strategic planning and action steps to best
improve quality of life for Aspen residents and to best improve satisfaction with
city services
6
59
What is the Aspen Citizen Survey?
7
The City of Aspen seeks input from the public annually. This enables the City to gather resident
feedback and ensure City services are adequately meeting the needs of Aspen residents.
Who?*
What?
When?
528 Aspen Respondents
(registered voters & full-time APCHA residents)
Data was weighted to represent Aspen Census Norms
(Age, Gender, Income) (Sample size yielded a margin of error
rate of +/-5%)
Anonymous, web-based citizen survey
The online survey enabled randomization and survey logic to be
implemented. Residents could also request a paper survey which
was mailed to them along with return postage.
Formal survey links were sent to all registered
voters and full-time APCHA residents
About 4500 letters were distributed, directing respondents to
access the survey online. The survey was also made available to
a broader audience including employees and those living outside
the City towards the end of the fielding window.
Surveys were collected from
August 12th –October 12th of 2019
How?
439 Aspen residents completed the entire survey, and an additional 89 completed at least part
of the survey.
In addition to the formal sample, Aspen opened the survey to others within and outside of the
City for about two weeks. Those additional responses were sent to the City, but are not
included in this report on the formal survey audience. When adding the informal responses,
ratings largely remained the same or moved up or down one or two percentage points,
providing very similar results.
Please see the APPENDIX document for a detailed methodology employed for the 2019 Aspen
Citizen Survey and outline of changes in method and metrics vs. prior years.60
8
PAGE
INTENTIONALLY
BLANK
61
Conclusions,
Scorecard and
Potential Next Steps
9
62
10
High perceived quality of life
•93% feel the quality of life is good or excellent in Aspen, in line with historical trends and
above most cities nationally, who average between 65-70% (% positive when no neutral
option is available).
•Counting only the top 2 positive ratings when a neutral option is available, 69% feel the
overall quality of life is very good or excellent in Aspen.
Strong satisfaction with City services
•83% of respondents were satisfied with City services in 2019, a 3 point rebound from
2018 levels, and above the national average of between 40 and 50% (% satisfied when no
neutral option is available).
•Counting only the top 2 positive ratings when a neutral option is available, 70% are
genuinely satisfied with the quality of City services.
Variable satisfaction between Strategic Focus Areas
•Most are satisfied with the City for Ensuring Safety (88%), Protecting the Environment
(77%), and Supporting Community Engagement (67%) (5-point scale).
•Less than half are satisfied with making Aspen a Livable Community of Choice (45%),
being Customer-Focused (42%), and Fostering Economic Vitality (41%) (5 point scale).
Strong relationship between Quality of Life and Livable Community of
Choice ratings
•Less than half are satisfied with Aspen for being a Livable Community of Choice
•Livability is linked to the perceived affordability of housing, shopping, & restaurants,
lessening congestion, and improving parking. Among parents, livability is also linked to
availability of affordable child care and infant care.
City Service ratings are most impacted by perceived Customer Focus -
how much they feel the City focuses on customers.
•Less than half of residents are satisfied in this area, sharing that the City should seek
feedback earlier in the process (and incorporate resident feedback) before making
development decisions.
•Resident age impacts some desired methods for outreach & communication: Younger
residents are more likely to desire information from social media or the website; older
residents are more likely to attend City meetings and read newspaper ads.
Respondents have many ideas for improvements
•When asked how they’d like Aspen to improve, many wish the City could be more diverse
and unique. Some desired assistance in promoting/retaining local service providers while
reducing development from outside entities. Additionally, many requested that Aspen
address traffic/congestion and more strongly enforce a variety of laws/ordinances.
•A number of residents don’t feel that Aspen is good place to retire, requesting that the
City increase senior living options. Some mentioned that a lack of healthcare/specialists
would make it difficult to retire in the Aspen area.
Conclusions
63
11
SUMMARY METRICS
This page and the two that follow feature the State of the City Scorecard. This is a collection of key satisfaction measures from throughout this report, intended to provide a snapshot of resident sentiment that can be tracked over time.
How to Interpret The Scorecard:
The Overall Quality of Life in Aspen, Personal Quality of Life, and Likelihood to Recommend Aspen as a Place to Live were answered on a 10 pt. scale. The percentages in the scorecard reflect the percentage of residents who rated these items as an 8, 9 or 10 (Top 3 Boxes).
The rest of the measures were answered on a 5 pt. scale. The metrics are reflective of the percentage of residents who rated an item as a 4 or 5, essentially saying that they are satisfied or in agreement with the statement (Top 2 Boxes).
Please note:2019 marks a seminal change in question wording and rating scales compared to prior surveys. Because of this, please understand that these ratings may be very different than prior year survey results simply due to methodological change. In short, any comparisons to prior surveys should be taken with a grain of salt. For more information, please reference the Appendix that accompanies this report.
Overall Impressions 2019 2020
Overall Quality of Life in Aspen 69%
Personal Quality of Life 66%
Likelihood to Recommend Aspen as a Place to Live 53%
Aspen is a good place to raise a family 75%
Aspen is open and accepting 73%
Aspen is a good place to retire 56%
Satisfaction with state of the City by Strategic Focus Area 2019 2020
Satisfaction with Quality of Services provided by City of Aspen 73%
Ensuring a safe community 88%
Protecting the local natural environment 77%
Supporting community engagement 67%
Maintaining City of Aspen's financial health 55%
Making Aspen a livable community of choice 45%
Being a customer-focused government 42%
Fostering economic vitality 41%
CITY SCORECARD
64
12
Fiscal Health and Smart, Customer-focused Government 2019 2020
The City provides a welcoming environment for citizen involvement 63%
The City provides value overall for the taxes paid 62%
I trust the City of Aspen government 46%
The City has sound financial policies and practices 42%
The City matches spending with community priorities 41%
The City does a good job of dealing with development pressures (commercial &
residential) 29%
Protected Environment 2019 2020
Water quality in local rivers and streams 90%
Wildlife habitats (e.g. forests, areas along streams, open space) 87%
Air quality 84%
Water flows in local rivers and streams for fish and wildlife 84%
Water rights and supply for residents and visitors 70%
Amount of residential and commercial waste generated 24%
Economic Vitality 2019 2020
Quality of public spaces 84%
Preservation of historic resources 70%
Overall quality of the built environment 53%
Overall economic health 51%
Employment opportunities 47%
Current rate of commercial development in Aspen 21%
Current rate of free-market residential development in Aspen 21%
Current rate of affordable residential development in Aspen 20%
Community needs are sufficiently met by local businesses 15%
Affordable shopping opportunities 9%
Young families can afford to live and work here 6%
CITY SCORECARD
The above measures were answered on a 5 pt. scale. The metrics are reflective of the
percentage of residents who rated an item as a 4 or 5, essentially saying that they are
satisfied or in agreement with the statement (Top 2 Boxes).
65
Safe and Lived in Community 2019 2020
I feel safe in Aspen as a whole 98%
Ease of walking in town 89%
Electric services overall 89%
Ease of travel by bus 88%
Water services overall 84%
Special events (e.g. concerts, marathons, etc.) 81%
Recreation facilities (e.g. the Aspen Recreation Center or similar facilities) 80%
Ease of bicycling in town 77%
Recreation programs (e.g. fitness classes, tennis, or other activities) 77%
Condition of City streets (excluding Highway 82, a state highway) 67%
Healthcare 55%
Mental health services 48%
Ease of travel by ride-share (such as Downtowner)42%
APCHA: Affordability of units available for purchase 41%
Ease of travel by car 35%
APCHA: Affordability of units available for rent 33%
APCHA: Ability to find a unit for purchase that matches my specific needs 25%
APCHA: Ability to find a unit for rent that matches my specific needs 24%
APCHA: Ability to purchase a unit in a reasonable amount of time 21%
APCHA: Ability to rent a unit in a reasonable amount of time 21%
Overall parking experience in Aspen 20%
Community Engagement 2019 2020
I am as involved as I want to be in community activities and organizations 69%
The City provides a variety of ways for me to stay informed 61%
I find City outreach information helpful 55%
I can easily access City information when I need to 53%
The City responds promptly to requests for information 46%
Overall, City outreach efforts meet my needs for information 43%
The City communicates well about major issues 40%
The City considers community feedback when making decisions 37%
13
CITY SCORECARD
The above measures were answered on a 5 pt. scale. The metrics are reflective of the
percentage of residents who rated an item as a 4 or 5, essentially saying that they are
satisfied or in agreement with the statement (Top 2 Boxes).
66
14
Potential Next Steps
STRATEGIC FOCUS
AREA
%
Satisfied Quadrant Actions with Greatest Impact
Ensuring a safe
community 88 MAINTAIN
Keep it up! Consider taking more action to enforce
laws/ ordinances (especially pet –related), as many
specific suggestions were made in this area.
Protecting the local
natural environment 77 MAINTAIN
Keep it up! Consider taking action with
commercial waste, as most support required compost collection at commercial and City owned or operated facilities.
Supporting community
engagement 67 REINFORCE Communicate about major decisions early in the
process and incorporate resident feedback.
Maintaining financial
health 55 EDUCATE Communicate/clarify financial policies.
Livable community of
choice 45 FOCUS
Increase affordable housing inventory (especially
rentals & larger units), don’t evict seniors
(transition to new location), address 82
congestion, improve/increase parking in the core,
keep a focus on mental health
Being a customer-
focused government 42 FOCUS
Resist development pressures and ensure actions
align with resident desires; help retain unique local
businesses, seek to more closely match spending
with resident priorities
Fostering economic
vitality 41 FOCUS
Ensure more affordable shopping, restaurants,
childcare, and infant-care. Assist/incent local
service providers and stores to thrive and meet
community needs. Pace development.67
Consider focusing on Increasing Economic Vitality
to most directly impact both quality of life and satisfaction with
services
15
1.Increase affordable housing, especially rentals and
larger units
2.Provide a transition for seniors from APCHA housing
3.Increase affordable child care / infant care spaces
4.Provide incentives/support to enable affordable local
shops, restaurants and service providers to thrive
5.Increase affordability overall for workers and seniors
Improve
Personal
Quality of Life
Make Aspen
More Livable
Foster
Economic
Vitality
Improve
Overall
Satisfaction
Foster
Economic
Vitality
Being
Customer-
Focused
Potential Next Steps
68
16
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INTENTIONALLY
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69
Overall Key
Driver Findings
17
70
18
How to Interpret Key Driver Charts
Satisfaction/Agreement
(Top 2 Box)
Key Drivers of Desired Outcome
More
Impact
Less
Impact
Less
Satisfied
More
Satisfied
All things being equal, factors in this
quadrant should be considered
higher priorities for new action
because potential impact is higher
but satisfaction is lower.
They represent gaps to consider
addressing.
Focus:
•Higher impact
•Lower satisfaction
Reinforce:
•Higher impact
•Higher satisfaction
While factors in this quadrant are
less important than others,
the low satisfaction scores make
them ones to keep an eye on.
Leaders should be aware of these
areas.
Factors in this quadrant are often
considered key strengths.
These factors should be reinforced
to prevent a drop in satisfaction.
Be Aware:
•Lower impact
•Lower satisfaction
Factors in this quadrant are typically
lower priority for new action.
These should be maintained.
They may represent areas where
performance is already high, and
therefore concern is less.
Maintain:
•Lower impact
•Higher satisfaction
On the next two pages (and throughout this report), you will notice charts like the one below. This is a
Key Driver matrix, showing “Satisfaction/Agreement” on the X-axis and “Impact on a particular
satisfaction measure” on the Y-axis.
Below is a description for how to interpret factors that fall into each quadrant:
Impact on
Desired
Outcome
(Shapley %)
The Details:
•“Impact on [FACTOR]” was calculated using Shapley Value regression, also known as incremental R-squared analysis.
•“Satisfaction/Agreement” was calculated by taking the Top 2 Box of each factor (% Satisfied + Very Satisfied OR %
Agree + Strongly Agree, depending on the scale of the question).
•Quadrants were created using the median for both Importance and Satisfaction/Agreement respectively.
It’s important to note that the levels of “Impact on [FACTOR]” and “Satisfaction/Agreement” are relative to the factors
tested. For example, a factor could be higher in satisfaction than other factors (putting it in the “Reinforce” or “Maintain”
quadrant) even though only 50% of residents are satisfied. Percentages on the X-axis denote the percentage of residents
who are satisfied. Some factors were not included due to multicollinearity or low R-squared with the dependent variable.
71
19
How Focus Areas Impact Personal Quality of Life
Among City of Aspen Strategic Focus Areas, when considering personal quality of life:
•Making Aspen a livable community of choice should be prioritized –residents are
less likely to be satisfied in this area, and it is the most impactful on personal
quality of life by a decent margin.
•Fostering economic vitality and being a customer-focused government are also
noteworthy –residents are less likely to be satisfied and impact on personal quality
of life is average.
Protecting
the local
natural
environment
Being a
customer-
focused
government
Fostering
economic
vitality
Maintaining
City of
Aspen's
financial
health
Ensuring a
safe
community
Making Aspen
a livable
community of
choice Supporting
community
engagement
35%45%55%65%75%85%95%
Satisfaction/Agreement (Top 2 Box)
Key Drivers for Personal Quality of Life
FOCUS
BE AWARE MAINTAIN
REINFORCE
Impact on
Personal
Quality of
Life
More
Impact
Less
Impact
The Details:
•“Impact on [FACTOR]” was calculated using Shapley Value regression, also known as incremental R-squared
analysis.
•“Satisfaction/Agreement” was calculated by taking the Top 2 Box of each factor (% Satisfied + Very Satisfied OR
% Agree + Strongly Agree, depending on the scale of the question).
•Quadrants were created using the median for both Importance and Satisfaction/Agreement respectively.
It’s important to note that the levels of “Impact on [FACTOR]” and “Satisfaction/Agreement” are relative to the
factors tested. For example, a factor could be higher in satisfaction than other factors (putting it in the “Reinforce”
or “Maintain” quadrant) even though only 50% of residents are satisfied. Percentages on the X-axis denote the
percentage of residents who are satisfied. Some factors were not included due to multicollinearity or low R-squared
with the dependent variable.
72
20
How Focus Areas Impact Satisfaction with City Services
Protecting the local
natural environment
Being a customer-
focused government
Fostering
economic
vitality
Maintaining
City of Aspen's
financial
health
Ensuring a safe
communityMaking Aspen a
livable community
of choice
Supporting community
engagement
35%45%55%65%75%85%95%
Satisfaction/Agreement (Top 2 Box)
Key Drivers for Overall Satisfaction with City Services
FOCUS
BE AWARE MAINTAIN
REINFORCE
Among City of Aspen Strategic Focus Areas, when considering satisfaction with services:
•Being a customer-focused government is an area to prioritize –residents are less
likely to be satisfied in this area, and it has the highest impact on satisfaction with
City services (among these 7 factors).
•Fostering economic vitality and maintaining City of Aspen’s financial health are also
noteworthy –residents are less likely to be satisfied and impact is slightly above
average.
•While making Aspen a livable community of choice is very impactful in regards to
personal quality of life (prior page), it has less impact on resident satisfaction with
City services.
Impact on
Satisfaction
with City
Services
More
Impact
Less
Impact
The Details:
•“Impact on [FACTOR]” was calculated using Shapley Value regression, also known as incremental R-squared analysis.
•“Satisfaction/Agreement” was calculated by taking the Top 2 Box of each factor (% Satisfied + Very Satisfied OR % Agree
+ Strongly Agree, depending on the scale of the question).
•Quadrants were created using the median for both Importance and Satisfaction/Agreement respectively.
It’s important to note that the levels of “Impact on [FACTOR]” and “Satisfaction/Agreement” are relative to the factors
tested. For example, a factor could be higher in satisfaction than other factors (putting it in the “Reinforce” or “Maintain”
quadrant) even though only 50% of residents are satisfied. Percentages on the X-axis denote the percentage of residents
who are satisfied. Some factors were not included due to multicollinearity or low R-squared with the dependent variable.
73
Overall Ratings
21
74
94 95 95 98 95 97 96 95 95 94 95 93 93
The Overall Quality of Life -Trended
Note: The Overall Quality of Life scoring and scale were refreshed with the new survey instrument:
•For 2007 –2018, the QOL score represents the % citing Good or Excellent on a 4-point scale.
•From 2019 forward, this trended QOL score represents the top 50% of responses after removing ‘5’ ratings.
QUESTION DETAILS
On a scale of 0 to 10, how would you rate the overall quality of life in Aspen?
Please drag the slider to a point on the scale. 0 (far left) = Very Poor; 10 (far right) = Excellent
(Total: N = 438)
The Overall Quality of Life in Aspen
Demographic Differences:
•The general quality of life is positive across all demographic groups.
•3 /4 of residents earning over $150K rated quality of life in Top 3 boxes,
vs. about 2/3 of total population rating quality of life in Top 3 Box.
22
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
On average, residents rated the overall quality of life in Aspen at 7.969%
0%0%2%2%2%3%5%15%27%25%17%
0 1 2 3 4 5 6 7 8 9 10
7.89
Mean
General QOL
Of residents rated the quality of life in Aspen in the top 3 boxes (8-10)
When using a scale from 0-10, where 0 = very poor and 10 = excellent,
0%0%2%2%2%3%5%15%27%25%17%
0 1 2 3 4 5 6 7 8 9 10
7.9
Mean
69%
When equalizing scales to allow comparison with prior years, the overall trended
Quality of Life in Aspen remained stable with last year.
Very Poor Excellent
Trend Over Time:
75
Demographic differences:
•The personal satisfaction with their quality of life is slightly lower than the general satisfaction
with Aspen’s quality of life, but is still high overall and among most demographic groups.
•Aspen’s youngest and oldest adult residents rated their satisfaction with life quality lower than
other ages; residents earning $100 -$150K tended to be more satisfied with their quality of life.
23
Of residents rated satisfaction with their own quality of life in the
Aspen community in the top 3 box (8-10) 66%
0%0%2%2%2%3%5%15%27%25%17%
0 1 2 3 4 5 6 7 8 9 10
7.89
Mean
General QOL
When using a scale from 0-10 where 0 = extremely dissatisfied and 10 = extremely satisfied,
66%
1%2%1%3%3%2%5%17%27%19%19%
0 1 2 3 4 5 6 7 8 9 10
7.7
Mean
Satisfaction with Your Quality of Life represents a new, more personal gauge of quality of life.
Trended data does not exist for this measure.
Satisfaction with Your Quality of Life in the Aspen Community
Extremely
Dissatisfied
QUESTION DETAILS
On a scale of 0 to 10, how satisfied are you with your quality of life in the Aspen community overall?
Please drag the slider to a point on the scale.
0 (far left) = Extremely Dissatisfied; 10 (far right) = Extremely Satisfied
BASE: (Total: N = 439)
Extremely
Satisfied
76
QUESTION DETAILS
How likely would you be to recommend Aspen as a place to live? Please drag the slider to a point on the scale.
0 (far left) = Not at all Likely; 10 (far right) = Extremely Likely
(Total: N = 408)
Likelihood of Recommending Aspen as a Place to Live
24
34.4% Promoters
Promoters –Detractors = 3.9 NPS Score
Aspen’s Net Promoter Score (% Promoters -% Detractors), is 3.9,
with a somewhat balanced level of promoters (34%) and detractors (30.5%).
53%When using a scale from 0-10 where 0 = not at all likely and 10 = extremely likely,
To note, since 69% rated the quality of life as 8-10, yet just 53% selected 8-10 for
likelihood to recommend Aspen as a place to live, this lower proportion of ‘promoters’
may be due to residents hoping to stem additional population growth in Aspen.
0%0%2%2%2%3%5%15%27%25%17%
0 1 2 3 4 5 6 7 8 9 10
53%
5%2%2%2%3%5%11%17%19%12%22%
0 1 2 3 4 5 6 7 8 9 10
Demographic differences:
-Net Promoter Score is highest among those with kids age 0-5 and residents earning over
$150K
-Net Promoter Score is lowest among residents 45-64 years old and those earning between
$100K -$150K.
Not at all
Likely Extremely
Likely
Of residents rated their likelihood of recommending
Aspen as a place to live as 8, 9, or 10
77
QUESTION DETAILS
Please tell us the extent to which you agree or disagree with the following statements about the Aspen
community.
Aspen is a good place to retire: N = 381
Aspen is open and accepting: N = 425
Aspen is a good place to raise a family: N = 389
Community Perceptions
Open/Accepting, Raising a Family, and Retiring
25
36%
44%
32%
39%
28%
24%
75%
73%
56%
Aspen is a good place to raise a family
Aspen is open and accepting
Aspen is a good place to retire
Agree Strongly Agree
Demographic differences:
•Residents with a household income of more than $150k are more likely to agree that Aspen is a good place
to retire (63%)
•Residents with children ages 0 –5 are more likely to agree that Aspen is a good place to retire (70%)
•Residents with children ages 6 –17 are less likely to agree that Aspen is open and accepting (64%)
Overall, residents have positive perceptions of the Aspen community
•Most agreed that Aspen is a good place to raise a family (75%), is open and accepting (73%
•A little over half agreed that Aspen is a good place to retire (56%)
78
Trend Over Time:
92 89 92 89
84
89 92 89 86 87 83
76
83
13%57%15%11%3%
QUESTION DETAILS
Overall, how satisfied or dissatisfied are you with the quality of services provided by the City of Aspen?
(Total: N = 406)
Satisfaction with Quality of Services Provided by City
Demographic differences:
-Females are more satisfied than Males (81% vs 66% Top 2 Box)
-Older residents (55+) are less likely to be satisfied than younger residents (68% vs 79% Top 2 Box)
-Residents who have lived in Aspen 20 years or more are less likely to be satisfied than those who have lived in the City for less time
-People who solely work in Aspen are more satisfied with quality of services than those who do not
work/own a business (74% vs 57% Top 2 Box)
Satisfaction with quality of services provided by the City is strong, with
70% of residents claiming to be satisfied or very satisfied.
26
Dissatisfied Neutral Satisfied Very Satisfied
Satisfaction with City Services -TrendedVery Dis-satisfiedNote: The Overall Satisfaction with City Services scale points and names were refreshed with the new survey instrument:
•For 2007 –2018, the OSAT score represents the % rating Somewhat Satisfied or Satisfied on a 4-point scale
•From 2019 forward, this trended Overall Satisfaction score represents % rating Satisfied or Very Satisfied from 4 scale points.
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
When equalizing scales to allow historic comparisons,
the overall trended Satisfaction with City Services in Aspen rebounded in 2019.
2019 Satisfaction with Quality of City Services
70%
New scale –5 points, from Very Dissatisfied to Very Satisfied
79
Poor 2%
Fair
11%
Good
53%
Excellent
33%
QUESTION DETAILS
Overall, how would you rate the quality of services provided by the City of Aspen?
(Total: N = 426)
Quality of Services Provided Overall
Demographic differences:
•65+ year old residents are more likely to rate services as excellent;
•Younger residents are more likely to rate services as good
•Residents earning more than $150K/year are more likely to rate services as excellent;
•Residents earing less than $150K are more likely to rate services as good.
27
When rating quality of services on a 4-point scale from Poor –Excellent,
86% felt services were good or excellent.86%
80
QUESTION DETAILS
For each of the following City of Aspen priorities below,
please rate your level of satisfaction with how the City of Aspen is doing.
WEIGHTED BASE SIZE -varies by priority area due as ‘Don’t Know/NA’ responses were removed.
Being a customer-focused government: N = 404 Supporting community engagement: N = 414
Fostering economic vitality: N = 402 Maintaining City of Aspen's financial health: N = 374
Ensuring a safe community: N = 437 Making Aspen a livable community of choice: N = 423
Protecting the local natural environment: N = 434
Overall Satisfaction by Strategic Focus Area
Resident satisfaction varied by strategic focus area.
•Most were satisfied with ensuring safety (88%), protecting the environment (77%), and
supporting community engagement (67%)
•Less than half were satisfied with making Aspen a livable community of choice (45%), being
customer-focused (42%), and fostering economic vitality (41%).
28
49%
55%
53%
41%
35%
34%
35%
39%
22%
14%
13%
10%
8%
6%
Satisfied
Level of Satisfaction with the state of the City of Aspen
Demographic differences:
•Younger residents are more satisfied with Ensuring a safe community (98% T2B)
•Satisfaction with the Livability of Aspen varies by income; 38% of residents earning less than
$50K are satisfied with the livability of Aspen vs. 68% for those earning $150K or more.
88 Ensuring a safe community
77 Protecting the local natural environment
67 Supporting community engagement
55 Maintaining financial health
45 Livable community of choice
42 Being a customer-focused government
41 Fostering economic vitality
81
QUESTION DETAILS
Overall, what suggestions do you have for keeping Aspen a great place to live, work and play?
BASE: (Total: N = 272)
Suggestions for keeping Aspen a great place to live, work and play
Themes that emerged from the many open-ended comments offered by respondents included the
following:
•Provide more affordable housing, shopping, child care, and restaurants
•Prioritize the desires of local residents over developers & tourists in decision-making
•Reduce development from large/outside interests while protecting/retaining local businesses
•Address traffic, congestion, and parking; reduce the number of cars within the City core overall
29
29%
18%
17%
15%
13%
13%
11%
7%
6%
5%
5%
5%
4%
4%
4%
4%
3%
3%
2%
2%
2%
1%
1%
1%
1%
1%
0%
0%
Affordable Housing - More
Leadership / management / budget
Affordability
Development - stop/lessen
Development - change/enable
Law / Order
Traffic / Road Changes
Environmental
Affordable Housing - Change
Community Engagement
Parking
Public Transportation
Parks / Open Spaces
Childcare / Daycare
Positive - general - love Aspen
Events - less
Services/resources
Healthcare
Workforce Opportunities
Biking
Events / activities - more
Security / Safety
Education
Senior services / housing
Community Connections
Negative - general - don't like trends
Restaurant Variety
Homeless people
Summary of Open-ended Suggestions for How To Improve
Residents shared a wealth of information –
Full comments are included in the Appendix document;
An outline of comments by category is attached to this Summary Report.
Example comment: “Keep Aspen local. The locals are the soul of this town and what brings people
back. Building housing outside of the roundabout increases traffic and decreases community vitality.
We need affordable housing options IN TOWN … I love Aspen. I accept change. But I also think we can
do better. “82
QUESTION DETAILS
Overall, what suggestions do you have for keeping Aspen a great place to live, work and play?
(Total: N = 272)
Suggestions for keeping Aspen a great place to live, work and play
30
housing
affordable
make/controlcity
living
town
community
people
parking
workers
reduce
need
Keep
development traffic
stop
working class
improve
locals
manyneeds
time new
street
vehicles
place
businesses
work
opportunities
great
options
local
family
good
families
construction
shops
building
APCHA
units
quality
money
commercial
food
allow
owners
support
bike
even
afford
build spaces
move
home
end
valley
bus
years
care
core
helprestaurants
increase
cost
small
events public
system
real
sidewalksservice
create
become
around
feel
fix
activities
long
market
going
high
rid
provide
now
number
please
know
Enforce
important
big
think
give
places
retail
raise
expand
away
business
issues
open
Some Demographic differences:
•Need for more affordable housing was noted more often by younger residents and those
earning under $100K
•Traffic/congestion was more often mentioned by those between 35-64 years old
•Increased law enforcement was suggested most often by residents 55+ years old
•Addressing parking was suggested most often by those 55-64 years old
•Development concerns were most often noted by residents 55+ years old
83
Detailed Findings by
Strategic Focus Area
31
84
32
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85
33
Fiscal Health & Smart,
Customer-Focused
Government
86
Key Drivers for Satisfaction with “Being a Customer-focused Government’
The City does a good
job of dealing with
development pressures
The City provides
value overall for
the taxes paid
I trust the City
of Aspen
government
The City matches
spending with
community priorities
20%30%40%50%60%70%80%90%
Satisfaction/Agreement (Top 2 Box)
Key Drivers for “Being a Customer-focused Government”
34
Among these “Customer-focused Government” factors:
•Having trust in City government is a key driver of satisfaction for residents;
however, less than 50% said they have said trust. While satisfaction is higher for
this factor than two other factors (putting it in the “Reinforce” quadrant), there is
significant room for improvement here.
•Matching spending with community priorities and dealing with government
pressures are key factors to “be aware” of.
FOCUS
BE AWARE MAINTAIN
REINFORCE
Impact on
Being a
Customer-
focused
Government
Satisfaction
More
Impact
Less
Impact
The Details:
•“Impact on [FACTOR]” was calculated using Shapley Value regression, also known as incremental R-squared
analysis.
•“Satisfaction/Agreement” was calculated by taking the Top 2 Box of each factor (% Satisfied + Very Satisfied OR %
Agree + Strongly Agree, depending on the scale of the question).
•Quadrants were created using the median for both Importance and Satisfaction/Agreement respectively.
It’s important to note that the levels of “Impact on [FACTOR]” and “Satisfaction/Agreement” are relative to the factors
tested. For example, a factor could be higher in satisfaction than other factors (putting it in the “Reinforce” or
“Maintain” quadrant) even though only 50% of residents are satisfied. Percentages on the X-axis denote the
percentage of residents who are satisfied. Some factors were not included due to multicollinearity or low R-squared
with the dependent variable.
87
Dealing with Development Pressures
Only 29% of residents agreed that the City does a good job dealing with development pressures
(commercial and residential)
•Most agreed that the City provides a welcoming environment for citizen involvement (63%) and
provides value overall for the taxes paid (62%)
•Less than half agreed that the trust the City government (46%), the City has sound financial
policies/practices (42%), and matches spending with community priorities (41%)
35
51%
48%
35%
35%
34%
25%
11%
14%
11%
7%
6%
4%
63%
62%
46%
42%
41%
29%
The City provides a welcoming environment for
citizen involvement
The City provides value overall for the taxes paid
I trust the City of Aspen government
The City has sound financial policies and practices
The City matches spending with community
priorities
The City does a good job of dealing with
development pressures (commercial and
residential)
Agree Strongly Agree Top 2 Box
QUESTION DETAILS
Please rate the extent to which you agree or disagree with the following statements about the City of Aspen.
The City does a good job of dealing with development pressures (commercial and residential): N = 430
The City provides a welcoming environment for citizen involvement: N = 431
I trust the City of Aspen government: N = 432
The City matches spending with community priorities: N = 402
The City has sound financial policies and practices: N = 389
The City provides value overall for the taxes paid: N = 428
Demographic differences:
•More young residents (20 –34) agree that the City is doing a good job dealing with developmental
pressures
•Less residents without children in their household agree that the City is doing a good job dealing
with developmental pressures
88
36
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89
37
Protected Environment
90
Key Drivers for Satisfaction with “Protecting the Local Natural Environment”
Air quality
Water quality
in local rivers
and streams
Water flows in local
rivers and streams for
fish and wildlife
Wildlife habitats (e.g.
forests, areas along
streams, open space)
Amount of
residential and
commercial waste
generated
Water rights and
supply for residents
and visitors
20%30%40%50%60%70%80%90%
Satisfaction/Agreement (Top 2 Box)
Key Drivers for “Protecting the Local Natural Environment”
38
Among these “Protecting the Local Environment ” factors:
•Impact and satisfaction for these factors are relatively correlated. In other words,
factors that residents are likely to be satisfied with are also likely to have a
higher impact on satisfaction with protecting the local natural environment. This
prevents factors from landing in the “Focus” or “Maintain” quadrants.
•While currently lower in terms of impact, less than 25% of residents are satisfied
with the amount of residential and commercial waste generated. This is an
important factor to keep an eye on.
•Wildlife habitants appear to be a key strength for the City of Aspen.
FOCUS
BE AWARE MAINTAIN
REINFORCE
Impact on
Protecting
the Local
Natural
Environment
Satisfaction
More
Impact
Less
Impact
The Details:
•“Impact on [FACTOR]” was calculated using Shapley Value regression, also known as incremental R-squared analysis.
•“Satisfaction/Agreement” was calculated by taking the Top 2 Box of each factor (% Satisfied + Very Satisfied OR %
Agree + Strongly Agree, depending on the scale of the question).
•Quadrants were created using the median for both Importance and Satisfaction/Agreement respectively.
It’s important to note that the levels of “Impact on [FACTOR]” and “Satisfaction/Agreement” are relative to the factors
tested. For example, a factor could be higher in satisfaction than other factors (putting it in the “Reinforce” or
“Maintain” quadrant) even though only 50% of residents are satisfied. Percentages on the X-axis denote the percentage
of residents who are satisfied. Some factors were not included due to multicollinearity or low R-squared with the
dependent variable.
91
QUESTION DETAILS
Please rate your level of satisfaction with the following aspects of the natural environment in the Aspen community.
Air quality: N = 435;
Water quality in local rivers and streams: N = 438
Water flows in local rivers and streams for fish and wildlife: N = 410;
Amount of residential and commercial waste generatedWildlife habitats (e.g. forests, areas along streams, open space): N = 430;
Water rights and supply for residents and visitors: N = 373)
Satisfaction by Aspect of Natural Environment
39
44%
48%
47%
44%
52%
16%
46%
38%
37%
39%
18%
7%
90%
87%
84%
84%
70%
24%
Water quality in local rivers and streams
Wildlife habitats (e.g. forests, areas along streams,
open space)
Water flows in local rivers and streams for fish and
wildlife
Air quality
Water rights and supply for residents and visitors
Amount of residential and commercial waste
generated
Satisfied Very Satisfied
Demographic differences:
•Less older residents (65+) are satisfied with the amount of residential and commercial waste
generated
•Satisfaction with waste generated varies by income; less residents earning more than $100K
are satisfied with waste generated than those earning less than $100K
Only 24% of residents were satisfied with the amount of residential and commercial
waste generated
•Most were satisfied in all other aspects of natural environment: water quality in local
rivers and streams (90%), wildlife habitats (87%), water flows in local rivers and
streams for fish and wildlife (84%), air quality (84%), and water rights and supply for
residents and visitors (70%)
92
QUESTION DETAILS
Over 1/3rd of the waste that Aspen businesses and residents send to landfills could be composted.How do you feel
about the following possible action steps the City of Aspen could take to increase composting?
Prohibit food and yard waste from being disposed with landfill trash: N = 432;
Require compost collection at all City owned or operated properties: N = 436;
Require compost collection at large food service establishments: N = 439;
Require compost collection at all retail food service establishments.: N = 438
Support for Different Waste Actions
40
32%
28%
25%
23%
59%
56%
58%
38%
90%
84%
82%
61%
Require compost collection at large food service
establishments
Require compost collection at all retail food
service establishments.
Require compost collection at all City owned or
operated properties
Prohibit food and yard waste from being disposed
with landfill trash
Support Strongly Support
Demographic differences:
•More younger residents (20 –34) support prohibiting food and yard waste from being disposed
with landfill trash
•More females support prohibiting food and yard waste from being disposed with landfill trash
Overall, residents supported Aspen taking action steps to increase composting
•Most supported required compost collection at large food service establishments (90%),
retail food service establishments (84%), and City owned or operated facilities (82%)
•More than half supported prohibiting food and yard wasted from being disposed with
landfill trash (61%)
93
QUESTION DETAILS:
How important is Aspen's air quality to you overall? (Total: N = 442)
Importance of Air Quality
41
Extremely
Important
61%
Very Important
33%Somewhat Important -6%Of residents shared that Aspen’s air quality was important to them 94%
Example comment:
“Aspen is too beautiful to have
noxious air floating around.”
Demographic differences:
•All demographic groups felt that air quality was important
•Younger residents aged 20-34 were most likely to claim that air quality is extremely important.
94
QUESTION DETAILS
Please select a level of concern for each contributor to air pollution in Aspen.
Vehicle exhaust from traffic: N = 442;Vehicle exhaust from idling: N = 420 Wildfire smoke: N = 422;
Woodburning fireplaces: N = 419 Dust Storms: N = 417 Restaurant Grill Smoke: N = 416
Secondhand smoke or vape: N = 420 Dust from construction: N = 421;Dust from streets: N = 420
Airplane emissions: N = 419 Regional oil and gas operations: N = 412
Level of Concern for Contributors to Air Quality
42
33%
32%
27%
34%
24%
26%
24%
22%
18%
14%
14%
26%
27%
30%
14%
22%
19%
18%
10%
4%
6%
6%
59%
59%
57%
49%
47%
45%
42%
32%
22%
20%
20%
Vehicle exhaust from idling
Vehicle exhaust from traffic
Regional oil and gas operations
Wildfire smoke
Secondhand smoke or vape
Airplane emissions
Dust from construction
Dust from streets
Dust Storms
Woodburning fireplaces
Restaurant Grill Smoke
Concerned Very Concerned
Demographic differences:
•Younger residents (20 –34) are less concerned with exhaust from idling (46%) and
exhaust from traffic (34%)
Most residents were concerned with vehicle smoke from idling (59%), vehicle exhaust
from traffic (59%), and regional oil and gas operations (57)% contributing to air
pollution
•Fewer were concerned with dust storms (22%), woodburning fireplaces (20%), and
restaurant grill smoke (20%) contributing to air pollution
95
For which of the following reasons, if any, is Aspen's air quality important to you?
WEIGHTED BASE: (Total: N = 442)
Driver of Air Quality Importance
43
4%
17%
15%
18%
36%
58%
70%
None of these
Other (please specify):
Someone in my household has a respiratory illness or…
I have young children in my household
I am sensitive to air pollution
I exercise at a high intensity outside
I enjoy the scenic vistas
Most residents think Aspen’s air quality is important because they enjoy the scenic
vistas (70%)
•More than half think Aspen’s air quality is important because they exercise at a high
intensity outside (58%)
96
44
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97
45
Economic Vitality
98
Key Drivers for Satisfaction with “Overall Economic Health”
Employment
opportunities
Overall quality of
the built
environment
Community needs
are sufficiently
met by local
businesses
Affordable
shopping
opportunities
5%15%25%35%45%55%65%
Satisfaction/Agreement (Top 2 Box)
Key Drivers for "Overall Economic Health"
Current rate of commercial
development in Aspen
Young
families can
afford to live
and work
here
Current rate of affordable
residential development in Aspen
Current rate of free-
market residential
development in Aspen
46
Among these “Overall Economic Health” factors:
•Employment opportunities have the highest impact on satisfaction with “overall
economic health” by a wide margin. While higher than other factors in the chart, only
about half of residents are satisfied, making this a factor to focus on despite landing in
the “Reinforce” quadrant.
•Ensuring local businesses sufficiently meet community needs is a factor to focus on.
•While satisfaction is low for economic vitality measures in general, the overall quality
of the built environment could be considered a key strength relative to the other
factors tested.
FOCUS
BE AWARE MAINTAIN
REINFORCE
Impact on
Overall
Economic
Health
Satisfaction
More
Impact
Less
Impact
The Details:
•“Impact on [FACTOR]” was calculated using Shapley Value regression, also known as incremental R-squared
analysis.
•“Satisfaction/Agreement” was calculated by taking the Top 2 Box of each factor (% Satisfied + Very Satisfied OR
% Agree + Strongly Agree, depending on the scale of the question).
•Quadrants were created using the median for both Importance and Satisfaction/Agreement respectively.
It’s important to note that the levels of “Impact on [FACTOR]” and “Satisfaction/Agreement” are relative to the
factors tested. For example, a factor could be higher in satisfaction than other factors (putting it in the “Reinforce”
or “Maintain” quadrant) even though only 50% of residents are satisfied. Percentages on the X-axis denote the
percentage of residents who are satisfied. Some factors were not included due to multicollinearity or low R-squared
with the dependent variable.
99
QUESTION DETAILS
How satisfied or dissatisfied are you with each of the following in Aspen?
Overall economic health: N = 427 Affordable shopping opportunities: N = 440 Employment opportunities: N = 405
Satisfaction with Economic Health, Shopping, & Employment
47
40%
37%
7%
11%
11%
2%
51%
47%
9%
Overall economic health
Employment opportunities
Affordable shopping opportunities
Satisfied Very Satisfied
Demographic differences:
•Fewer females are satisfied with affordable shopping opportunities (6%)
•Fewer residents earning less than $50k are satisfied with affordable shopping opportunities (4%)
Less than 10% were satisfied with affordable shopping opportunities in Aspen
•About half were satisfied with overall economic health (51%) and employment
opportunities (47%)
100
QUESTION DETAILS
Please rate the extent to which you agree or disagree with the following statements.
Community needs are sufficiently met by local businesses: N = 435
Young families can afford to live and work here: N = 430
Community Needs Met by Local Businesses;
Young Families can Afford to Live and Work Here.
48
12%
4%
2%
2%
15%
6%
Community needs are sufficiently met by local businesses
Young families can afford to live and work here
Agree Strongly Agree Top 2 Box
Very few agree that community needs are sufficiently met by local businesses (15%)
and young families can afford to live and work here (6%)
Example Quotes:
Things here need to be more affordable. Yes it's Aspen but it's killing young families
who are desperate to stay but cannot afford to.
It is nearly impossible to afford to have a family here based on the wages paid
locally.
101
QUESTION DETAILS
Please rate your level of satisfaction with each of the following aspects of Aspen's built environment.
Built environment includes homes, buildings, streets, parks, infrastructure, etc.
Current rate of commercial development in Aspen: N = 420
Current rate of free-market residential development in Aspen: N = 411;
Overall quality of the built environment (please see question for definition): N = 414;
Preservation of historic resources: N = 426;
Current rate of affordable residential development in Aspen: N = 422)
Quality of public spaces: N = 425
Satisfaction with Aspects of Built Environment
49
60%
54%
47%
15%
17%
14%
24%
6%
6%
6%
4%
6%
84%
70%
53%
21%
21%
20%
Quality of public spaces
Preservation of historic resources
Overall quality of the built environment (please see
question for definition)
Current rate of free-market residential
development in Aspen
Current rate of commercial development in Aspen
Current rate of affordable residential development
in Aspen
Satisfied Very Satisfied
Demographic differences:
•Satisfaction with the rate of commercial development in Aspen varies by income; 13% of residents earning
less than $50K are satisfied with the rate of commercial development in Aspen vs. 29% for those earning
$150K or more
•Satisfaction with the rate of commercial development in Aspen also varies by age; 13% of residents ages 20
-34 are satisfied with the rate of commercial development in Aspen vs. 25% for those ages 55 –64 and 65+
Most residents were satisfied with the quality of public spaces (84%) and preservation of
historic resources (70%)
•Less than 1/4 of residents were satisfied with the current rate of free-market residential
development in Aspen (21%), the current rate of commercial development in Aspen
(21%), and the current rate of affordable residential development in Aspen (20%)
102
QUESTION DETAILS
In 2017, there were 134 births in Pitkin County, and 30 spaces were available in licensed day care facilities.
Thinking about child care needs, how important is it, if at all, for the City government to take action on each of
the following?
Expand high-quality early education programming: N = 367
Increase the number of early childhood education spaces within the roundabout: N = 365
Increase the number of early childhood education spaces outside the roundabout: N = 357
Increase the number of infant care spaces within the roundabout: N = 362
Increase the number of infant care spaces outside the roundabout: N = 354)
Importance of Increased Early Childhood/Infant Resources by Location
50
31%
34%
32%
28%
26%
31%
26%
27%
28%
28%
62%
59%
59%
57%
53%
Expand high-quality early education programming
Increase the number of early childhood education
spaces outside the roundabout
Increase the number of infant care spaces outside
the roundabout
Increase the number of early childhood education
spaces within the roundabout
Increase the number of infant care spaces within the
roundabout
Very Important Extremely Important Top 2 Box
Demographic differences:
•More residents with children 0 –5 in their household place importance on increasing the
number of infant care spaces within the roundabout
Residents placed importance on taking action to improve child care needs
•While expanding high-quality early education programming was important to the
largest proportion of residents (62%), all actions were viewed as important by
more than half of residents
With the long wait lists and lack of spaces, increasing childcare, particularly for
infants, should be a top priority. These are barriers for many people who want to raise
a family in Aspen.
103
51
Safe and Lived-in Community
104
Key Drivers for Satisfaction with “Making Aspen a Livable Community of Choice”
Overall level of
satisfaction
with APCHA
Overall parking
experience in Aspen
Ease of
travel by
busTimeliness of
street snow
removal in
residential areas I feel safe in
Aspen as a
whole
Recreation
programsMental health
services Special events
(e.g. concerts,
marathons, etc.)
Water
services
overall
Healthcare
20%30%40%50%60%70%80%90%100%
Satisfaction/Agreement (Top 2 Box)
Key Drivers for “Making Aspen a Livable Community of Choice”
Ease of
travel by car Electrical
services
overall
Ease of
bicycling
in town
Condition of
City streets
52
Among these “Making Aspen a Livable Community of Choice” factors:
•APCHA is the most impactful by a decent margin, and only about half of residents are satisfied,
which is low relative to other factors tested.
•Timeliness of snow removal, overall parking, and mental health services are other factors that
land in the “focus” quadrant.
•While ease of travel by car is less impactful at the moment, residents are less likely to be
satisfied with this factor than any other, making it a factor to “be aware of”.
•Aspen’s bus system, safety and recreation programs appear to be key strengths for the City.
•While less impactful, ratings are high for ease of bicycling, special events, and utilities services.
FOCUS
BE AWARE MAINTAIN
REINFORCE
Impact on
Making
Aspen a
Livable
Community
of Choice
Satisfaction
More
Impact
Less
Impact
The Details:
•“Impact on [FACTOR]” was calculated using Shapley Value regression, also known as incremental R-squared analysis.
•“Satisfaction/Agreement” was calculated by taking the Top 2 Box of each factor (% Satisfied + Very Satisfied OR %
Agree + Strongly Agree, depending on the scale of the question).
•Quadrants were created using the median for both Importance and Satisfaction/Agreement respectively.
It’s important to note that the levels of “Impact on [FACTOR]” and “Satisfaction/Agreement” are relative to the factors
tested. For example, a factor could be higher in satisfaction than other factors (putting it in the “Reinforce” or “Maintain”
quadrant) even though only 50% of residents are satisfied. Percentages on the X-axis denote the percentage of residents
who are satisfied. Some factors were not included due to multicollinearity or low R-squared with the dependent variable.
105
QUESTION DETAILS
How satisfied or dissatisfied are you with the following ways to get around Aspen?
Ease of walking in town: N = 425 Ease of bicycling in town: N = 413
Ease of travel by bus: N = 419 Ease of travel by ride-share: N = 309 Ease of travel by car: N = 421
Satisfaction by Modes of Transportation
53
53%
49%
47%
26%
29%
36%
39%
30%
16%
6%
89%
88%
77%
42%
35%
Ease of walking in town
Ease of travel by bus
Ease of bicycling in town
Ease of travel by ride-share
Ease of travel by car
Satisfied Very Satisfied
Demographic differences:
•Females were more likely to be satisfied with the ease of travel by car
•A higher percentage of younger residents (20 –34) are satisfied with the ease of travel by car
Fewer residents were satisfied with the ease of travel by car (35%) and ease of travel
by ride-share (42%)
•More were satisfied with ease of walking in town (89%), ease of travel by bus (88%),
and ease of bicycling in town (77%)
11% of open-ended responses requested the City address traffic and congestion, noting:
•General traffic / congestion
•Address 82 traffic, consider 4-lanes in/out of Aspen
•Address commuter traffic -in/out of town
•Get rid of S curve
•Add straight shot across/ consider Marolt open
space
•Improve/Get rid of roundabout
•Add a lane to access Airport Business Center
•Other Incentivize ride share options + park & ride
options
•Add 4-way stop at all intersection in the core
•Allow taxi, uber, shuttles to use 2nd lane of 82
•Incentives for retail workers –don’t commute past intercept
lot
•Lottery system for people to drive kids to school
•Close City core to cars / from City hall to Paradise bakery
•Less bike racks in the street
•Remove RFTAs lane in town, adding a second public lane
•Never allow straight shot
•Use highway cone & old bridge for two ways in AM and out
PM
106
QUESTION DETAILS
How important, if at all, is it for the City of Aspen to take action on each of the following?
Repair and replace deteriorating infrastructure (pipes, roads, etc.): N = 439
Provide all-season biking options: N = 432
Make it easier for pedestrians to find their way around town: N = 438
Make it easier for bicyclists to find their way around town: N = 424
Provide all-season walking options: N = 439
Importance for City Action to Improve Aspects of Transportation
54
41%
31%
23%
19%
18%
41%
35%
18%
18%
16%
82%
66%
41%
36%
33%
Repair and replace deteriorating infrastructure
(pipes, roads, etc.)
Provide all-season walking options
Make it easier for pedestrians to find their way
around town
Provide all-season biking options
Make it easier for bicyclists to find their way
around town
Very Important Extremely Important
Most residents thought it was important to take action to repair and replace
deteriorating infrastructure (82%)
•Less than half thought it was important to make it easier for pedestrians to find their way around
town (41%), provide all-season biking options (36%), and make it easier for bicyclists to find their
way around town (33%)
Note: 11% still desired changes that would help address traffic / congestion within the City of Aspen. See the
‘Address Traffic / Congestion’ table in the Comment Category Architecture section on slide 88 for specific
suggestions for keeping Aspen a great place to live, work and play.
Similarly, 3% still desired changes and would address biking preferences and 2% still desired changes that would
address road maintenance. See the ‘Biking Preferences’ and ‘Road Maintenance’ tables in the Comment
Category Architecture section on slide 89 for specific suggestions for keeping Aspen a great place to live, work
and play.
107
QUESTION DETAILS
Please rate how satisfied you are with the following aspects of utilities, streets and parking in Aspen.
Drinking water taste: N = 437 Electrical service reliability: N = 412
Electric services overall: N = 410 Overall parking experience in Aspen: N = 414
Ability to find a parking spot in my neighborhood: N = 39 Water services overall: N = 416
Timeliness of street snow removal in the commercial core: N = 424
Timeliness of street snow removal in residential areas: N = 424
Ability to find a parking spot in the commercial core: N = 413;
Condition of City streets (excluding Highway 82, a state highway): N = 425
Satisfaction with Utilities, Streets, and Parking
55
64%
64%
59%
60%
46%
58%
48%
31%
19%
17%
25%
25%
25%
19%
31%
9%
15%
10%
2%
3%
89%
89%
84%
79%
77%
67%
62%
41%
22%
20%
Electrical service reliability
Electric services overall
Water services overall
Timeliness of street snow removal in the commercial
core
Drinking water taste
Condition of City streets (excluding Highway 82, a
state highway)
Timeliness of street snow removal in residential
areas
Ability to find a parking spot in my neighborhood
Ability to find a parking spot in the commercial core
Overall parking experience in Aspen
Satisfied Very Satisfied Top 2 Box
Fewer residents were satisfied with parking: the ability to find a parking spot in my
neighborhood (41%), the ability to find a parking spot in the commercial core (22%),
and overall parking experience in Aspen (20%)
•Most were satisfied with electrical service reliability (89%), electrical services overall
(89%), and water services overall (84%)
108
QUESTION DETAILS:
To what extent do you agree or disagree with the following statements?
I feel safe in my neighborhood after dark: N = 441;I feel safe in my neighborhood during the day: N = 441;
I feel safe in the Commercial Core after dark: N = 440;I feel safe in the Commercial Core during the day: N = 443;
I feel safe in Aspen as a whole: N = 441;The Aspen Police are fair to me: N = 410;
The Aspen Police provide prompt service: N = 405;The Aspen Police are helpful: N = 427)
Safety & Police Performance
56
22%
20%
27%
32%
30%
31%
29%
31%
77%
79%
71%
63%
65%
60%
60%
58%
99%
99%
98%
96%
94%
90%
89%
89%
I feel safe in the Commercial Core during the day
I feel safe in my neighborhood during the day
I feel safe in Aspen as a whole
I feel safe in the Commercial Core after dark
I feel safe in my neighborhood after dark
The Aspen Police are helpful
The Aspen Police are fair to me
The Aspen Police provide prompt service
Agree Strongly Agree Top 2 Box
Nearly all residents reported feeling safe in Aspen –both in the Commercial Core and
their neighborhood –at all times of day
•Most agreed that the Aspen Police are helpful (90%), fair (89%), and provide
prompt service (89%)
11% of open-ended responses requested that the City better enforce laws, including:
•Enforce dog poop laws / fine residents and visitors
•Enforce traffic laws -speeders, stop signs
•General enforce leash laws
•Ensure bicyclists obey traffic laws
•Be more strict about drugs / minimize pot shops
•More police presence at mall / reduce purse
snatching at mall
•Enforce clearing sidewalks / snow removal
•Ensure pedestrians follow walk/don't walk
•Other General -more enforcement of laws
•Enforce idling law
•Enforce loose dogs/bikes/skateboards at mall and
on sidewalks
•Enforce/punish littering
•Enforce compliance with housing occupancy rules
•Keep bikes off sidewalks
•Add a youth curfew
•More jail time for offenders
•Close bars at midnight
•More rangers watching of off leash dogs on trails
•Stop wearing bullet-proof vests
•Require bikes and e-bikes to have bells
•Ensure drivers stop when bikes are crossing
•Enforce parking regulations
•Enforce speed in neighborhoods / speed bumps
•Prohibit parking on land / reclaim City property
•Enforce parking regulations always (not just with
complaints)
•More police surveillance at night
109
QUESTION DETAILS:
Have you (or your Homeowners Association) taken any actions to prepare for potential wildfires?
(Total: N = 397)
Adoption of Wildfire Protection Measures
57
47%
22%
21%
21%
19%
15%
11%
2%
None of the above
Taken steps to reduce risk around homes (such as
removing excess fuel loads)
Identified evacuation routes
Created a household evacuation plan
Assessed wildfire risk
Discussed how to mitigate wildfire risks
Made plans to create defensible space around homes
Other (please specify)
About half haven’t taken any actions to prepare for potential wildfires (47%)
Demographic differences:
Residents with children 0 –5 years old are less likely to have have taken action, while residents with
children 6 –17 are more likely to have taken some type of action
110
Key Drivers for “Overall Satisfaction with APCHA”
Affordability of units
available for purchase
Ability to
purchase a unit in
a reasonable
amount of time
Ability to find a unit for purchase
that matches my specific needs
Ability to find a
unit for rent
that matches
my specific
needs
20%25%30%35%40%45%
Satisfaction/Agreement (Top 2 Box)
Key Drivers for “Overall Satisfaction with APCHA”
Affordability of units
available for rent
Ability to rent a unit
in a reasonable
amount of time
58
Among these “APCHA” factors:
•Increasing the availability of units (for rent or purchase) that match specific resident
needs is an important area to focus on.
•The timeline to rent and purchase units are also factors to note –less than 25% of
residents are satisfied with these factors.
•The affordability of units available for rent appears to be a key strength of the
APCHA program relative to the other factors, but satisfaction is still under 45%.
FOCUS
BE AWARE
MAINTAIN
REINFORCE
Impact on
Overall
Satisfaction
with APCHA
More
Impact
Less
Impact
The Details:
•“Impact on [FACTOR]” was calculated using Shapley Value regression, also known as incremental R-squared analysis.
•“Satisfaction/Agreement” was calculated by taking the Top 2 Box of each factor (% Satisfied + Very Satisfied OR %
Agree + Strongly Agree, depending on the scale of the question).
•Quadrants were created using the median for both Importance and Satisfaction/Agreement respectively.
It’s important to note that the levels of “Impact on [FACTOR]” and “Satisfaction/Agreement” are relative to the factors
tested. For example, a factor could be higher in satisfaction than other factors (putting it in the “Reinforce” or
“Maintain” quadrant) even though only 50% of residents are satisfied. Percentages on the X-axis denote the percentage
of residents who are satisfied. Some factors were not included due to multicollinearity or low R-squared with the
dependent variable.
111
QUESTION DETAILS:
Are you currently or have you ever been a deed restricted owner or renter through APCHA (Aspen-
Pitkin County Housing Authority)?
(Total: N = 437)
Respondent Experience/Interactions with APCHA
59
Demographic differences:
•Respondents without children under 18 in their household are equally as likely to rent (26%) vs. own
(27%) their home through APCHA
•Respondents with children ages 0 –5 in their household are more likely to own their home through
APCHA (64%)
•Younger respondents (20 –34) are more likely to rent their home through APCHA (54%), while 45 –
54 year old respondents were more likely to own their home through APCHA
•Respondents earning less than $50k are more likely to rent their home from APCHA (48), while
residents earning more than $150k are less likely to rent their home through APCHA (5%)
About half of these survey respondents either own (34%) or rent (22%) their home
from APCHA
•Less than half of respondents have never owned or rented a home through
APCHA
34%
22%
7%
3%
38%
Own my home through APCHA
Rent my home trhough APCHA
Formerly rented home through APCHA
Formerly owned home through APCHA
Never owned or rented a home through APCHA
112
QUESTION DETAILS:
Please rate your level of satisfaction with the following aspects of affordable housing offered through APCHA.Please note: It
is okay to answer even if you have not used APCHA. However, if you feel like you do not know enough about APCHA to
provide an answer for a specific row, you can simply select "Don't Know / Not Applicable".
Satisfaction with Aspects of APCHA
Demographic differences:
•Younger residents (20 –34) are less satisfied with the ability to purchase a unit in a
reasonable amount of time (6%)
•Residents with a household income <$50K are less satisfied with the ability to purchase a
unit in a reasonable amount of time (11%)
60
35%
32%
27%
24%
16%
19%
13%
17%
29%
14%
14%
9%
9%
5%
8%
5%
64%
46%
41%
33%
25%
24%
21%
21%
Value that APCHA program provides to the community
Overall level of satisfaction with APCHA
Affordability of units available for purchase
Affordability of units available for rent
Ability to find a unit for purchase that matches my
specific needs
Ability to find a unit for rent that matches my specific
needs
Ability to purchase a unit in a reasonable amount of
time
Ability to rent a unit in a reasonable amount of time
Satisfied Very Satisfied
Affordability of units available for purchase: N = 321
Affordability of units available for rent: N = 278
Ability to rent a unit in a reasonable amount of time: N = 264
Overall level of satisfaction with APCHA: N = 375
Value that APCHA program provides to the community: N = 384
Ability to find a unit for purchase that matches my specific
needs: N = 298
Ability to purchase a unit in a reasonable amount of time: N = 296
Ability to rent a unit in a reasonable amount of time: N = 264
Ability to find a unit for rent that matches my specific needs: N = 269
Fewer residents were satisfied with the ability to rent a unit in a reasonable amount
of time (21%) and the ability to purchase a unit in a reasonable amount of time (21%)
•Only ¼ were satisfied with the ability to find a unit for rent that matches my specific
needs (24%) and the ability to find a unit for purchase that matches my specific
needs (25%)
•More were satisfied with the value that APCHA program provides to the community
113
QUESTION DETAILS:
In your opinion, which of the following types of affordable housing should APCHA provide?
(Total: N = 432)
Types of Housing APCHA Should Provide
61
INSERT TEXT HERE
•INSERT BULLET HERE
Section Head
INSERT TEXT HERE
•INSERT BULLET HERE
Section Head
82%
64%
46%
38%
26%
9%
3%
Workforce Housing (i.e. housing for full-time permanent and seasonal
employee households) - this is a current service
Community Housing (i.e. housing for permanent residents regardless
of employment status; e.g. qualified APCHA retirees, low/moderate
income households) - this is a current service
Assisted Living Housing (for people who may require assistance with
the daily tasks of living) - this would be a new service
Transitional Housing (temporary, i.e. for those persons leaving an
abusive situation) - this would be a new service
Supportive Housing (i.e. housing for those needing ongoing social
services assistance) - this would be a new service
Other (please specify)
None of the above
Most residents wanted APCHA to provide workforce housing (82%)
•Many also desired community housing (64%)
•Supportive housing was least desired by residents (26%)
114
QUESTION DETAILS:
When it comes to housing, which of the following issues are most important for policy makers
to focus on over the next 12 months? Please select up to 5.
(Total: N = 428)
Most Important Housing/APCHA Issues to Focus On
62
51%
47%
42%
41%
39%
33%
30%
25%
23%
20%
11%
11%
1%
Increase number of rental housing opportunities
Better prevent fraud, abuse and noncompliance
Increase number of for-sale housing opportunities
Improve affordability
Provide more options for downsizing/rightsizing
Provide more options for senior/retiree housing
Address insufficient HOA capital reserve funds
Address deferred maintenance of individual units
Improve housing quality
Address deferred maintenance of HOA common areas
Improve customer service
Other (please specify)
None of the above
Most residents thought it was most important to focus on increasing the number of
rental housing opportunities
•Residents thought it was least important to focus on improving housing quality
(23%), addressing deferred maintenance of HOA common areas (20%), and
improving customer service (11%)
115
QUESTION DETAILS:
Please rate your level of satisfaction with the following aspects of recreation and wellness in the Aspen
community overall.
Mental health services: N = 317
Healthcare: N = 400
Recreation facilities (e.g. the Aspen Recreation Center or similar facilities): N = 423
Recreation programs (e.g. fitness classes, tennis, or other activities): N = 409
Special events (e.g. concerts, marathons, etc.): N = 424
Satisfaction with Aspects of Recreation and Wellness
63
44%
46%
44%
43%
39%
38%
34%
33%
12%
9%
81%
80%
77%
55%
48%
Special events (e.g. concerts, marathons, etc.)
Recreation facilities (e.g. the Aspen Recreation
Center or similar facilities)
Recreation programs (e.g. fitness classes, tennis,
or other activities)
Healthcare
Mental health services
Satisfied Very Satisfied
Demographic differences:
•Younger residents (20 –34) are more satisfied with mental health services (63%)
Residents were least satisfied with mental health services (48%)
•Most were satisfied with special events (81%), recreation facilities (80%), and
recreation programs (77%)
116
37%
36%
26%
14%
14%
12%
12%
10%
9%
9%
9%
6%
5%
3%
Weight/fitness room
Outdoor pool
Day care space
Hot tubs
None (none of these should be expanded or added)
Gymnasium
Covered tennis courts
Climbing wall
Pickleball courts
Indoor field house
Other (please specify)
Meeting/reception rooms
Interactive aquatics features
Batting cage
QUESTION DETAILS:
Which of the following would you most like to see added or expanded by the City of Aspen Recreation
Department?Please select up to 3 of the choices below.
BASE: (Total: N = 425)
Prioritized Additions to Recreation
64
Overall, residents would most like to the addition/expansion of a weight/fitness room
(37%) and outdoor pool (36%)
•Residents were least interested in a batting cage (3%), interactive aquatics features
(5%), and meeting/reception rooms (6%)
Other/write in
117
What Hinders Participation in Recreation
65
18%
17%
16%
12%
11%
8%
6%
6%
4%
Don't know what programs are offered
Classes are at inconvenient times
Programs are too expensive
Activities I'm interested in are not offerred
Poor equipment or facilities
Lack of child care
Programs/amenities are at multiple locations instead of
one consistent location
Other (please specify)
Lack of transportation
QUESTION DETAILS:
The City of Aspen Parks and Recreation Department sponsors recreational programs for Aspen
residents. Thinking of the past 12 months, which of the following, if any, have impacted your
participation in these programs?
BASE n = 438
classesearly/late/hours
needweekends
Red Brick
open
facilityathletes
pool
swimming
work
ARC
people
Never
indoor
tennis
quality
adultlike
betteryoga
colds / flu
lanelapswim
joke
kid
free
stopped
lifeguards
descent
trail
walk
Crowded
Small
spaces
want ski
hike
premier
pass
prices
lower
restrictive
dirty
active
community
suitable
advanced
level
use
interested
show courts
limited
access
instructors
used
program
Ice
garden
supportive
curling
bad
time games
start
mobility
selectionstretchgoodCost
center
Exercise
infrequently
change
obsolete
evenings
chlorinated
saltwater possible
available
Please
add
morning
traffic
getting
Season
Poor
behavior
cliques
encouraged
Pickleball
Group
adults
hockey
doesn’t
involve
playing
Other/write in
Not knowing what programs are offered (18%), classes at inconvenient times (17%),
and programs being too expensive (16%) were hindering residents from participating
in recreational programs
118
Trend Over Time:
QUESTION DETAILS:
Please share your opinions regarding the following aspects of activities in City of Aspen Parks and on City of Aspen
Trails. Choose whether you would like to see less, no change, or more of each of the following.
Number of special events held in City Parks and on Trails: N = 385 Amount of parks and open space: N = 417
Number of Parks and Open Space rangers in the field: N = 384 Preservation of trees in town: N = 416
Enforcement of dog-related rules and codes: N = 410 Level of overall parks and trails maintenance: N = 419
Desires with Use of Parks & Open Space
•Residents want more enforcement, preservation, parks & open space, and number of
rangers in the field.
•Among tested factors, the biggest gap vs. desired level of support is with the
enforcement of dog-related rules and codes.
•Altogether, they’d prefer fewer special events in City parks.
66
9%
11%
1%
8%
29%
42%
54%
69%
63%
84%
64%
49%
35%
30%
29%
16%
7%
Enforcement of dog-related rules and codes
Preservation of trees in town
Amount of parks and open space
Number of Parks and Open Space rangers in the
field
Level of overall parks and trails maintenance
Number of special events (weddings, large events,
tournaments, etc.) held in City Parks and on Trails
Demographic differences:
•Older residents and parents with kids 0-5 years old are more likely to desire stronger enforcement
of dog-related rules
Less No Change More
+40
+24
+29
+21
+16
-22
% More -% Less
2019
2018
2017
2016
2015
2014
2013
2012
Residents have consistently desired more enforcement of
dog-related rules and codes over the past 8 years
Less No Change More
Reference: Ideal rating is for ‘no change’ to be centered with equal amounts of ‘more’ and ‘less’ responses, netting a 0.
The high net scores on the right of the chart indicate that significantly more residents desire more than desire less.
119
QUESTION DETAILS:
Please rate the importance of each of the following City of Aspen Parks and Open Space amenities to you.
Playgrounds: N = 412 Quiet spaces: N = 426
Recreation opportunities: N = 422 Public event space: N = 421
Open space: N = 431 Trails: N = 429
Gardens: N = 426 Fitness opportunities: N = 424
Importance of Parks/Open Space Amenities
More than 9 in 10 Aspen residents claimed that trails were extremely or very
important to them. Open space was important to 84% of Aspen residents.
67
37%
35%
37%
36%
36%
35%
32%
27%
55%
49%
33%
33%
25%
26%
19%
17%
92%
84%
70%
69%
61%
61%
51%
44%
Trails
Open space
Quiet spaces
Recreation opportunities
Gardens
Fitness opportunities
Playgrounds
Public event space
Very Important Extremely Important
Demographic differences:
•Quiet spaces are more important to females and younger residents•Gardens are more important to females
•Open spaces and recreation opportunities are most important to younger residents
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69
Community Engagement
122
Key Drivers for Satisfaction with “Supporting Community Engagement”
The City responds
promptly to
requests for
information
The City provides a
variety of ways for me
to stay informed
I can easily access
City information
when I need to
I find City outreach
information
helpful
The City
communicates well
about major issues
35%40%45%50%55%60%65%
Satisfaction/Agreement (Top 2 Box)
Key Drivers for “Supporting Community Engagement”
The City considers
community feedback
when making decisions
70
Among these “Community Engagement ” factors:
•Residents feel that the city could do a better job communicating well about major
issues and considering community feedback when making decisions. Both factors
are impactful on satisfaction with community engagement, and less than 40% of
residents are satisfied.
•The variety of ways that residents can stay informed appears to be a key strength
relative to these other factors.
FOCUS
BE AWARE MAINTAIN
REINFORCE
Impact on
Supporting
Community
Engagement
Satisfaction
More
Impact
Less
Impact
The Details:
•“Impact on [FACTOR]” was calculated using Shapley Value regression, also known as incremental R-squared
analysis.
•“Satisfaction/Agreement” was calculated by taking the Top 2 Box of each factor (% Satisfied + Very Satisfied OR
% Agree + Strongly Agree, depending on the scale of the question).
•Quadrants were created using the median for both Importance and Satisfaction/Agreement respectively.
It’s important to note that the levels of “Impact on [FACTOR]” and “Satisfaction/Agreement” are relative to the
factors tested. For example, a factor could be higher in satisfaction than other factors (putting it in the “Reinforce”
or “Maintain” quadrant) even though only 50% of residents are satisfied. Percentages on the X-axis denote the
percentage of residents who are satisfied. Some factors were not included due to multicollinearity or low R-squared
with the dependent variable.
123
QUESTION DETAILS:
Please rate the extent to which you agree or disagree with the following statements about the City of Aspen.
I am as involved as I want to be in community activities and organizations: N = 423
The City considers community feedback when making decisions: N = 401
The City responds promptly to requests for information: N = 332
The City provides a variety of ways for me to stay informed: N = 405
I can easily access City information when I need to: N = 396
I find City outreach information helpful: N = 384
The City communicates well about major issues: N = 417
Overall, City outreach efforts meet my needs for information: N = 398
Communication, Information, & Impact of Feedback
•Most residents feel the City provides helpful information in a variety of ways.
•Despite this, less than half agree that their need for information is being met:
Less than half agree that the City responds promptly to information requests,
communicates well about major issues, or considers feedback when making decisions.
71
46%
55%
49%
47%
40%
39%
36%
32%
23%
6%
6%
6%
6%
5%
4%
5%
69%
61%
55%
53%
46%
43%
40%
37%
I am as involved as I want to be in community
activities and organizations
The City provides a variety of ways for me to stay
informed
I find City outreach information helpful
I can easily access City information when I need to
The City responds promptly to requests for
information
Overall, City outreach efforts meet my needs for
information
The City communicates well about major issues
The City considers community feedback when
making decisions
Agree
Demographic differences:
•Male residents, older residents, and lower income residents are less likely to agree that that
the City considers community feedback when making decisions
124
QUESTION DETAILS:
What are your preferred ways to receive information from the City of Aspen?Please select up to 5 of the
options below. (Total: N = 435)
Preferred Methods for Receiving Information
The outreach methods preferred by most residents, and which would likely be effective with all age groups, included articles in the newspaper and emailed newsletters.
72
Top 5 Preferred Options Total 20-34 35-44 45-54 55-64 65+
Base 435 50 65 68 87 113
Newspaper articles 70% 75%66%65%77%72%
Email newsletter 51% 51%52%48%55%53%
City of Aspen website 49% 57% 58% 59% 40%32%
Newspaper ads 45% 25%53%41%51%59%
Text alerts 33% 34%38%50% 33%24%
Mailed postcard/ flyer/letters 32% 27%24%26%30%40%
Facebook posts 20% 40% 23% 27% 8%5%
Open houses 19% 13%21%18%22%19%
City meetings 14% 3%17% 12%11%26%
Radio ads 13% 18%17%10%12%14%
Aspen Community Voice website 6% 5%6%7%8%6%
Twitter 3% 7%0%5%2%1%
Other (please specify)2% 2%1%2%1%3%
Demographic differences:
•Younger residents are significantly more
likely to desire that the City reach out via
Facebook posts, the website and Twitter.
•Younger residents are less likely to attend
an open house, City meeting, or view a
newspaper ad.
•Older residents, on the other hand, are
significantly les likely to desire outreach on
Facebook, through the website, or to
receive text alerts.
•Older residents are significantly more likely
to attend City meetings and view
newspaper ads than other residents.
Other
responses
•Age of resident yielded many differences in desired forms of outreach (see green box below)
•1/3 of residents desired text alerts; Instagram & Grassroots TV were noted by some as additional
preferred methods of outreach
125
QUESTION DETAILS:
In your opinion, how important do you feel arts and culture are to the Aspen community?
(Total: N = 433)
Importance of Arts & Culture
Most residents feel arts and culture are important to the Aspen community,
nearly half rating arts and culture extremely important to the community.
73
Demographic differences:
•Females are more likely to place an importance
on arts and culture in the Aspen community
Extremely Important, 44%Very Important, 34%Somewhat Important
17%Not Very Important, 4%Not at all Important, 1%126
QUESTION DETAILS:
Have you been to the following places in the past 12 months?
Red Brick Building: N = 427
Wheeler Opera House: N = 434
Resident Use of Red Brick Building & Wheeler Opera House
Residents frequently take advantage of City cultural resources. More than
65% of respondents had visited the Red Brick Building and nearly 90% had
visited the Wheeler Opera House.
74
67%
87%
33%
13%
Red Brick Building
Wheeler Opera House
Yes No
Demographic differences:
•Those earning more than $150k were more likely to have been to the Wheeler Opera House
(93%)
•Those without children under 18 were more likely to have been to the Wheeler Opera House
(90%)
•Females were more likely to have been to the Red Brick Building (74%)
•Those with children 0 –17 years old were more likely to have been to Red Brick Building (81%)
127
QUESTION DETAILS:
For which of the following reasons have you visited the Red Brick Building over the past 12 months? (Total: N = 287)
Destination Drivers to Red Brick Building
75
gymnastics
art
birthday partyThrift
sale
Community
event
Dept
shop
Joshua Johnson
lawneventspicnicparties
Race
packet
pickup
Theater
Perfomance
watch
repair
meet
friends
Buddy
Program
adult
classes
outreach
cookout
Attend
parks
open
house
tot
lot
feedback
Check-in
Backcountry
Marathon
attended
school
child
pass
reflect
telling
girlfriend
parents
divorced
sitting
big
tree
next
sidewalk
Family works
Kid's
Drop
activities
Donated
books
bookcase
Other/write in
•Aspen residents utilized the Red Brick Building for a broad range of reasons
in the past 12 months.
More than half of residents noted that they’ve visited the Red Brick Building
to view an art gallery exhibition.
128
QUESTION DETAILS:
What visual arts programming should the City of Aspen expand, if any?
WEIGHTED BASE: (Total: N = 313)
Visual Arts Programming Desires
76
art
kids
programstrades trainingceramics/pottery
trained
red brick
current
studios
town
locals
cater
richvisitors
support
Photography
Studio
Coop
Generation
staybusy
information
overloadIdeasfest
displays
CORE
Snowmass
Andersen
RanchValley
Indoor
outdoor
meeting
space
Museum
needs
welcoming
expanding youth
options
school
collaboration’
tours
wheelerstronger
tie
schools
teachers love
logic
attend
ISIS
HealthclassPaint
party
Interactive
Breckreate
promote
existing
matter
•8 out of 10 Aspen residents are interested in additional arts programs;
Art classes for adults and youth were the most frequently requested programming
Other/write in
Other/write in
129
QUESTION DETAILS:
Which of the following are true about your visit(s) to Wheeler Opera House over the past 12 months?
(Total: N = 371)
What types of performances or events at the Wheeler Opera House did you attend over the past 12 months?
(Total: N = 340)
Destination Drivers for Wheeler Opera House
•About 9 out of 10 residents visited the Wheeler Opera House in the past year
for a performance or event
•More than half of residents who visited Wheeler Opera House bought tickets
through Aspen Show Tix
77
operalectures
PhysicsEnvironmentalCrossroads Church
Bauahaus ball
Aspen Ideas Fest
Historical society
master classes
Ballet
lecture
Poetry
plays
talk
Sunset
Sessions
gatherings
mezzanine
films
Theater
supportingCMC
Types of Events
Attended
Other / Write in responses
Visits to the Wheeler Opera House
Past 12 Months
130
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DEMOGRAPHICS
79
132
What is your gender? 42 who said «prefer not
to answer» removed have been removed (N=401)
Demographics
80
52%48%
Gender
20-34
26%
35-44
18%
45-54
20%
55-64
14%
65+
22%
Age
What is your current age? 60 who said «prefer not to answer»
removed have been removed (N=401)
40%25%18%18%
Household Income
Less than $50k $50k - $100k $100k - $150k More than $150k
Which of the following best describes your household income level? (this would include
the total income from all sources for your household).
92 who said «prefer not to answer» have been removed (N=351)
In which of the following age ranges (if any) do you
have children? 11 who said «prefer not to answer have
been removed (N=383)
22%
12%
12%
50%
Age/Presence of Children
18 or older
6 to 17
0 to 5
No children
4%7%
89%
Months of the Year Living in Aspen
6 months or less
7-11 monhts
12 months
About how many months out of the year, if any, do
you live in Aspen?19 who said «prefer not to answer have
been removed (N=424)
3%17%16%10%9%
45%
1st year 2 - 5
years
6 - 10
years
11 - 15
years
16 - 20
years
20+
years
Longevity of Residing in Aspen
For how long have you been living [pipe: D4] out of the year in
Aspen? 22 who said «prefer not to answer» have been removed (N=421)
2%
74%
15%
19%
I own a 2nd home in Aspen
(vacation home, rental property, etc.)
I work in Aspen
I own a business in Aspen
None of these apply to me
% Survey Takers Who Work, Own a Businesses, and Own Vacation Homes
Finally, please check each of the following that apply to you: (N=431)
Please note: percentages represent the weighted population of survey
responses. Aspen Census norms were applied to age, gender and income.
Note: Data was weighted to Aspen Census norms for gender, age and income to
ensure responses reflect population at large. These norms were derived from the
American Community Survey 2017 5-year estimates. See Appendix for full
comparison of responses vs. weighted values and method utilized.
133
QUESTION DETAILS:
Would you like to be kept informed and participate in discussions about key community topics? If so, please select the
first option below (the next screen will prompt you for your name, phone number and email address).Please note: your
name and contact information will be provided to the City. HOWEVER, they will not see your survey results, simply that
you are interested in participating in specific discussions so that they can reach out. (Total: N = 431)
Below are 7 key areas where you can be kept informed and participate in discussions about key community topics. Which
areas would you be most interested in?Please select up to 3. WEIGHTED BASE: (Total: N = 267)
Community Engagement
81
62%
38%
Interested in Staying Informed in Community Topics
I would like to
stay informed
and participate
in discussions
about key
community
topics
I would NOT like
to stay
informed and
participate in
discussions
about key
community
topics
3%
29%
70%
19%
14%
24%
28%
58%
None of these interest me (I would not like to be kept
informed or participate in discussions about these…
Supporting community engagement
Making Aspen a livable community of choice
Ensuring a safe community
Maintaining City of Aspen's financial health
Fostering economic vitality
Making the government customer-focused
Protecting the local natural environment
Among residents who wanted to stay informed -
proportion interested in key community topics:
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135
Note: See APPENDIX for full/verbatim suggestions.
COMMENT
CATEGORY
ARCHITECTURE
83
136
Suggestions for keeping Aspen a great place to live, work and play
84
More Affordable Housing –30%
•Need more affordable housing
•Need larger units/ family-sized
•Need more employee housing
•Don't evict seniors when retire from City housing
•Raise taxes on prop owners that don't live in Aspen
•Reduce HOA charges
•Transition seniors to retirement community (create this)
•Provide option of waving property taxes for 2 years to
encourage senior transition
•Provide seniors incentives to move to acceptable area
Stop/Lessen/Pace Development –16%
•General stop/lessen/pace development
•Stop/lessen projects like sky hotel and Lift One
•Other limit residential construction
•Don't allow tearing down buildings with character /
historic buildings
•Watch out for money laundering operations
•Monitor/limit construction decibel levels
•Cut construction vehicles
•Reduce high end retail/penthouses
•City shouldn't be housing developers
•Require more housing mitigation for commercial
developments
•Don't allow large homes to be converted to lodging for
non-residents
•No residential development outside roundabout
•Don't become owned by the ski company
•Don't allow developers to bring spec houses
•Minimize pop up shops that compete with existing
Responses in each category are sorted by frequency cited
Other / General Affordability –19%
•Need more affordable shopping options
•Need more affordable restaurants
•Make Aspen affordable for working & middle class
•Higher wages/keep pace with Cost of living
•Make Aspen affordable for retired people
•Need more affordable gas
Leadership / Management / Budget –18%
•Cater to locals (vs. visitors or wealthy)
•Cater to those earning under 50K
•Listen to residents before acting
•Reduce budget / spend less / less taxes
•Like City manager idea / new leadership
•More budget experience, business experience
•Have a clear vision for future
•Need a watchdog / oversight
•Play by the rules you enforce
•Change specific leaders
•Consider history/cultures/values with decisions
•Ensure City can afford the actions it takes
•Need new people on City boards
•Tax weed, use revenue for local needs
•Pay more attention to visitors and second homeowners
vs. locals
•Don't disdain tourists and second homeowners
•Cater to families
•Adapt to new ideas/trends
•Collaborate with entire valley
•Less bias with feedback / survey
•Stop advertising and encouraging growth
•Spend efficiently, provide value
•Adjust voting system so AH residents don't control vote
•Less employees
•Be friendly
•Keep improving / don't settle
Change Development –14%
•Commercial rent control/ more affordable for locals,
mom/pops
•Don't lose independent businesses/local services for
profit -help them stay
•Faster/less complex planning and zoning
•Build second bridge over Castle Creek
•Need faster building permits
•Facilitate natural growth
•Allow residents to VRBO homes if they're on vacation
•General encourage free-market commercial
development
•Need consistent interpretation of codes
•Ensure use setbacks downtown so sun can reach street
•Create vacancy tax for year-round store fronts &
residents
•Ensure opportunities for locals to invest in City
•Less zoning restrictions
•More planning/zoning throughout
•Shift development to outside the roundabout
•Consider tiny homes for deed restricted housing
•Manage VRBOs better
•Develop neighborhooding approach / kid-centric,
pet-centric
•Stricter remodeling permits
•Subsidize hostel-like accommodations
•Expand the core –more family-fun areas in the core
QUESTION DETAILS:
Overall, what suggestions do you have for keeping Aspen a great place to live, work and play? (Total: N = 272)
137
QUESTION DETAILS:
Overall, what suggestions do you have for keeping Aspen a great place to live, work and play? (Total: N = 272)
Suggestions for keeping Aspen a great place to live, work and play
85
Address Traffic / Congestion –11%
•General traffic / congestion
•Address 82 traffic, consider 4-lanes into / out of Aspen
•Address commuter traffic -in/out of town
•Get rid of S curve
•Add straight shot across/ consider Marolt open space
•Improve/Get rid of roundabout
•Add a lane to access Airport Business Center
•Other Incentivize ride share options + park & ride
options
•Add 4-way stop at all intersection in the core
•Allow taxi, uber, shuttles to use 2nd lane of 82
•Incentives for retail workers –don’t commute past
intercept lot
•Lottery system for people to drive kids to school
•Close City core to cars / from City hall to paradise bakery
•Less bike racks in the street
•Remove RFTAs lane in town, adding a second public lane
•Never allow straight shot
•Use highway cone & old bridge for two ways in AM and
out PM
Enforce Laws / Maintain Order –11%
•Enforce dog poop laws / fine residents and visitors
•Enforce traffic laws -speeders, stop signs
•General enforce leash laws
•Ensure bicyclists obey traffic laws
•Be more strict about drugs / minimize pot shops
•More police presence at mall / reduce purse snatching
at mall
•Enforce clearing sidewalks / snow removal
•Ensure pedestrians follow walk/don't walk
•Other General -more enforcement of laws
•Enforce idling law
•Enforce loose dogs/bikes/skateboards at mall and on
sidewalks
•Enforce/punish littering
•General -less enforcement/regulations
•Enforce compliance with housing occupancy rules
•Keep bikes off sidewalks
•Add a youth curfew
•More jail time for offenders
•Close bars at midnight
•More rangers watching of off leash dogs on trails
•Stop wearing bullet-proof vests
•Require bikes and e-bikes to have bells
•Ensure drivers stop when bikes are crossing
•Enforce parking regulations
•Enforce speed in neighborhoods / speed bumps
•Prohibit parking on land / reclaim City property
•Enforce parking regulations always (not just with
complaints)
•More police surveillance at night
Change APCHA / Affordable Housing –7%
•Address fraud / ensure those living deserve to be there
•Improve quality of housing for purchase
•Reduce the scope of affordable housing program
•More accountability to developers for affordable
housing
•Reduce FAR limits on single-family residences
•Help with transition to free market or RO housing
•Be more accommodating / less tyrannical within APCHA
•Change messaging -not us vs. them, not a handout
•Ensure HOAs are adequately funded
•Clean up the affordable housing
•Refocus on policies that matter vs. minimum income
goal
•Update lottery approach for those who never win -
increase likelihood
•No discrimination
•Make GMQS compliant / not favor residents
Parking Desires –6%
•Add parking garage in town / underground garage in
town
•Add parking in the core
•Provide free parking in spring and fall (off seasons)
•Require construction employees to carpool, bus, or
shuttle
•Make construction companies pay for resident parking
during projects
•Improve parking lots; paint lines
•Change to 24-hour parking on vine street
•Move to parallel parking in core for wider sidewalks
•Address parking in B zoned area
•Store City-owned vehicles off the street
•Improve City market parking / 30-minute parking
•More parking at trailheads / Smuggler trailhead
Community Engagement –5%
•Respond faster
•Keep open discourse between leaders & residents
•Be transparent / begin community outreach earlier with
developments
•Help us contribute to the community
•Don't allow vocal few to represent all
•Share accurate info so less reliant on biased newspapers
•Develop innovative ways to encourage communication
•Provide affordable/accessible arts & rec options
•P&Z members should be honest about decisions, share
with plenty of time
•Ice cream socials with police at skate park
•Continue asking/surveys
•Engage Latino community
•Improve OTA TV Broadcast to inform citizens/public
Responses in each category are sorted by frequency cited
138
Suggestions for keeping Aspen a great place to live, work and play
86
Childcare / Daycare –4%
•Need affordable childcare within City limits
•Newborn childcare
•Encourage leading employers to create a childcare
complex
•Need childcare for off hours, holidays, night shifts
Public Transportation –5%
•Less busses -drop empty routes
•Improve bus stops -covers, bike racks
•Add energy efficient microbuses instead of large RFTA
buses
•Express shuttles to /from large lots outside roundabout
•Maintain good/free bus service
•Avoid electric scooters -too crowded
•Support mass transit all the way into town
Desired Services / Resources –3%
•Need bigger airport with more long-term parking
•Say no to 5G
•Need DMV
•Help refurbish district theater
•More weightlifting at rec center
•Extended hunting seasons for predator species
•Support library more
•Add RV dump station
Events / Hosting -Less –3%
•Less events -general
•Drop food/wine event in Wagner Park
•Share the event profits with residents
•More police/control
Parks / Open Spaces –4%
•Keep parks/spaces very clean, fix water fountains
•More porta potties for visitors
•Continue to expand green spaces/trails
•Fix parks / playground (Ruby Park, basketball, skate park)
•Use more native/natural elements
•Upgrade park -lose asphalt, trim trees
•More park benches
•Limit private use of public parks
•Consider City owned campground like Telluride Town
Park
•Keep vehicles off land
•Don't close so long for private events
•Add trees to Rio Grande; don't cut down trees
•Encourage use of Ice Garden
•Need dog park
Road Maintenance –2%
•Snow/ice off streets/sidewalks
•Better road sign visibility
•Address black ice
•Fix potholes
•Wash/clean the streets -use dry street cleaner or water
•Fix handicap curbs
•Repair fences
•Bicycle lanes are confusing/clarify
Biking Preferences –3%
•Better path from town to Aspen Rec center
•Less focus on biking
•Add fatbikes and e-bikes to Wecycle program; more
docking stations
•Has helped commute
•Desire more biking paths
•Add secure parking for bicycles
•Education and etiquette for biking
Security / Safety –2%
•Protect residents from mold
•More/better street number visibility on residences and
businesses
•Add lights to public walkways at night to enable walking
home from work
•Develop detailed evacuation plan
•Need safety/security at Stillwater bridge -jumping &
recreation
Responses in each category are sorted by frequency cited
QUESTION DETAILS:
Overall, what suggestions do you have for keeping Aspen a great place to live, work and play? (Total: N = 272)
139
THANK YOU
Office (719) 590 –9999 info@elevatedinsights.com
Elevated Insights is a full-service market research agency headquartered in
Colorado Springs that provides qualitative and quantitative research,
evaluation, and data mining for both the private and public sectors. EI prepared
this report under contract to and in collaboration with the City of Aspen.
Over the past five years, Elevated Insights has focused on utilizing impactful
research solutions to make a difference in the state of Colorado, partnering
with multiple government, non-profit, and educational organizations.
Note: Elevated Insights is a dba for Balch Consulting, a 100% female-owned S-Corp registered in the
state of Colorado since 2000.
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Aspen Citizen Survey 2019
APPENDIX
•METHODOLOGY/METRICS USED
•FUTURE BENCHMARKING
•PAST BENCHMARKING
•DATA TABLES FOR ALL QUESTIONS
•VERBATIM COMMENTS
•SURVEY INVITATIONS
•QUESTIONNAIRE
142
ACKNOWLEDGEMENTS
& PERMISSIONS
The 2019 Aspen Citizen Survey was conducted by Elevated Insights.
Elevated Insights is a full-service market research agency located in
Colorado Springs that delivers custom qualitative and quantitative
research, evaluation, and data mining for both the private and public
sectors.
EI is differentiated from other firms by its strategic consultancy
approach and its breadth of experience to harness both qualitative
and quantitative insights into smart, strategic action. With vast
Fortune 500 experience, Elevated Insights is a nationally recognized
leader in marketing research techniques, method development, and
quality assurance.
In the past five years, Elevated Insights has focused on making a
difference in the state of Colorado and its local communities and has
helped multiple government municipalities, non-profit, and
educational organizations take smart strategic actions.
Note: Elevated Insights is a 2013 dba for Balch Consulting, a 100%
female-owned S-Corp registered in the state of Colorado since 2000.
143
Acknowledgements & Permissions
3
The City of Aspen partnered with Elevated Insights
to conduct the 2019 Aspen Citizen Survey among
Aspen residents.
Permission is granted to reprint from this report
with citations to City of Aspen &Elevated Insights.
Karen Harrington, Director of Quality
130 South Galena St.
Aspen, CO 81611
Phone: (970) 429-2856
Email: karen.harrington@cityofaspen.com
Web: www.cityofaspen.com
Debbie Balch, President
525 N Tejon St.
Colorado Springs, CO 80903
Office: (719) 590-9999
Email: debbie@elevatedinsights.com
Web: www.elevatedinsights.com
People to thank listed here!
144
ASPEN CITIZEN SURVEY 2019:
TABLE OF CONTENTS
Section Page
Methodology and Metrics Used………………………………………………………………………………………………...............5
Future Benchmarking (2019 State of the City)……………………………………………………………………………………….10
Past Benchmarking (Results From Prior Years)……………………………………………………………………………………...16
2019 Data Tables (All Questions).………………………………………………………………………………………………………….29
Invitations to Take the 2019 Survey……………………………………………………………………………………………………....46
Verbatim Comments From 2019 Survey Responses……………………………………………………………………………….48
2019 Questionnaire……………………………………………………………………………………………………………………………....91 145
METHODOLOGY AND
METRICS USED
146
2019 Survey Methodology
6
Aspen Citizen Survey 2019 -APPENDIX
The City of Aspen has been conducting a Citizen Survey since 2006. This annual survey provides a great opportunity for the City to gather resident feedback and ensure City services are adequately meeting the
needs of Aspen residents. The City of Aspen commissioned Elevated Insights, a market research company from Colorado Springs, to conduct the 2019 iteration of the Aspen Citizen Survey.
Survey Design:
Elevated Insights worked with the City of Aspen to completely reformulate what has been a relatively consistent survey instrument in prior years. This process involved looking at past survey questions to understand
how useful they were, gathering feedback from City leaders, and synthesizing with Aspen’s strategic focus areas to create the topics and questions.
Survey Audience:
In the past, the Citizen Survey has been sent to a random sample of registered voters. This year, the survey was sent to all registered voters and APCHA residents, providing a broader, more-inclusive representation
of Aspen resident opinions. The City of Aspen was able to provide addresses for all APCHA units and the Pitkin County Clerk and Recorder provided an up-to-date list of registered voters. Elevated Insights then de-
duped these lists, and created a distribution list of about 4,500 addresses.
In addition to the mailed letters and postcards, the survey was made available to the public towards the end of the fielding window.
Survey Distribution:
2 survey invitations were created: a letter from Mayor Torre explaining the survey’s importance and how to access it, and a reminder postcard that was more brief. Screenshots of these two invitations can be found
on page 48 of this document. Key features of the invitations included:
•Information about the survey (citizen input is incredibly important, answers are completely anonymous, and those who complete the survey have an opportunity to win gift cards)
•3 easy ways to access the online survey (texting “Aspen Listens” to a specified number, going to Aspenlistens.com, or scanning a QR code) and a number to text/call if a paper survey would be preferred (only 7
residents requested a paper survey)
•Passcodes for residents to enter upon starting the survey (a key quality control measure to control the sample and prevent multiple responses)
Letters started arriving to residents on the week of August 12th. Then, 2 weeks later, the reminder postcards started arriving to the same addresses.
In an effort to ensure all residents were able to voice their opinions, the City also made links to the survey public in late September and early October.
Why the City Switched to an Online, “Push-to-web” Survey?
The annual survey has long been taken on paper –residents received printed surveys in the mail, filled them out, and then mailed them back via pre-paid postage. The change to an online survey instrument in 2019
was made for a variety of reasons. Compared to paper surveys, online surveys are:
•Environmentally friendly
•Engaging –the survey featured various question types, including sliders, card-sorts and “drag and drops”
•Malleable/custom –the survey was programmed to show specific questions based on prior answers in the survey. This can reduce the frequency in which residents are prompted with irrelevant questions.
•Randomized –answer choices and question order varied for each resident, reducing order-based biases
•No data entry (which can lead to human errors)
•Instantly validated –If a resident accidentally selected 3 choices when asked to select 2, the survey gently asked them to select only 2 before moving on. With paper surveys, questions that are filled out
incorrectly are very difficult to use data from.
This survey was a “push-to-web” survey, meaning residents were mailed invitations that provided ways to access the survey online. This hybrid methodology allows for scientific sampling, while still capturing all the
benefits of online surveys.
147
2019 Survey Methodology Continued
7
Aspen Citizen Survey 2019 -APPENDIX
Data Processing/Cleaning:
Since the survey was conducted online, responses were recorded instantaneously, and there was no data entry or upload process. The entries were, however, thoroughly cleaned for things like unrealistic timestamps and “straight-lining”. This process ensures that inattentive responses have a minimal impact on the final data.
The data was also separated into two groups: residents who accessed the survey through the formal letter/postcard distribution, and residents who accessed the survey from the publicly available link.
These two groups are referred to as the “formal” and “informal” samples respectively.
Weighting Scheme –2019 Aspen Citizen Survey
Demographic Survey
Responses
Census
Norm
Prefer Not
to Answer
Adjustment
Final Dataset
(Weighted) %
Gender:
Male 42%52.0%÷ (1-PNA%)47%
Female 49%48.0%÷ (1-PNA%)43%
Prefer Not to Answer 10%-10.0%10%
Age:
20-34 11%26.1%÷ (1-PNA%)23%
35-44 15%17.7%÷ (1-PNA%)15%
45-54 15%20.2%÷ (1-PNA%)17%
55-64 20%14.0%÷ (1-PNA%)12%
65+26%22.0%÷ (1-PNA%)19%
Prefer not to answer 14%-13.6%14%
Income:
less than 50k 14%39.5%÷ (1-PNA%)31%
50-100k 32%25.2%÷ (1-PNA%)20%
100-150k 13%17.6%÷ (1-PNA%)14%
150k or more 20%17.7%÷ (1-PNA%)14%
Prefer not to answer 21%-20.3%20%
Weighting the Data:
In order to make the responses representative of the broader Aspen population, Elevated Insights weighted the
data to Aspen Census norms for gender, age and income. These norms were derived from the American
Community Survey 2017 5-year estimates. The weights were computed using Rim Weighting (also known as
raking) with 100 iterations. The table on the right details the weighting scheme used.
Since respondents were able to select “prefer not to answer” for each demographic question, an adjustment had
to be applied to the census weights prior to using. This adjustment essentially scaled down all of the percentages
proportionally, and left the prefer not to answer percentage in place. Weights must total 100%, and if this
adjustment was not applied, residents who said “prefer not to answer” would not be included in the final
weighted dataset. The weights were computed using Rim Weighting (also known as raking) with 100 iterations.
It’s worth noting that in past years, the Aspen Citizen Survey has been weighted to registered voter norms
(instead of Census norms). This means, among other differences, income was not used as a weight, and the age
distribution skewed older. The weighting scheme from last year’s survey has been provided below for reference.
148
2019 Data Analysis Techniques Used
8
Aspen Citizen Survey 2019 -APPENDIX
Removing “Don’t Know / Not Applicable” Selections:
For almost all questions in the survey, a “Don’t Know / Not Applicable” option was given to residents, allowing them to essentially opt out of the question because they either did not know enough about
the topic, or the topic was simply not applicable to them. These responses were treated as missing data for all analysis (i.e. the percentage of residents who selected each scale point was calculated without these responses). This is standard practice for most research companies, and has been used in prior Aspen surveys.
Key Driver Analysis:
Key Driver Analysis is a technique that seeks to uncover the relationship between factors, or “drivers”,
and an outcome/behavior. For the sake of this survey, we are calling this “impact”, as the measure is
essentially the impact of the individual factor on the overall satisfaction measure (or outcome).
In the report you may notice charts like the one to the right. This is a Key Driver matrix, showing
satisfaction/agreement on the X-axis and impact on the Y-axis. The principle use of this matrix is to
display the relationship between impact and satisfaction for various factors.
Impact was calculated using Shapley Value regression, also known as incremental R-squared analysis.
This method’s primary application is to minimize the multicollinearity that can affect results from more
common linear regression. This was particularly important in this survey, as there was a high likelihood
for independent variables to be correlated with one another.
Satisfaction/agreement was calculated by taking the Top 2 Box of each factor (% Satisfied + Very
Satisfied OR % Agree + Strongly Agree).
The quadrants were created by intersecting the axis at the median values for each respective metric.
Satisfaction
Very Dissatisfied Dissatisfied Neutral Satisfied Very Satisfied
Agreement
Strongly Disagree Disagree Neutral Agree Strongly Agree
Concern
Not at all Concerned Slightly Concerned Somewhat Concerned Concerned Very Concerned
Importance
Not at all Important Not Very Important Somewhat Important Very Important Extremely Important
Top 2 Boxes and Top 3 Boxes:
Top 2 Boxes and Top 3 Boxes, as their names indicate, total the
top few choices on a scale question. The four different 5 pt. scales
used in the survey have been provided on the right, with the Top
2 Boxes in green.
Top 3 boxes were often used for 0-10 rating scales.
149
How the 2019 Citizen Survey is Different than Prior Surveys
9
Aspen Citizen Survey 2019 -APPENDIX
2019-Updated Survey Instrument
Elevated Insights
2018 Citizen Survey
National Research Center
Survey
Audience
•All registered voters & APCHA residents
(formal sample)
•Made available to public at end of fielding
(informal sample)
•Random sample of 1,750
registered voters
Survey
Responses
•Formal: 439 completed / 528 partial +
complete
•Informal: 59 completed / 79 partial +
complete
•Margin of error: +/-5% for most
questions (at 95% confidence level)
•248 completed / 303 partial +
complete
•Margin of error: +/-6% for most
questions (at 95% confidence
level)
Fielding
Method
•Mailed letters and postcards invited
residents to take online survey (with
optional paper survey)
•Mailed letters and postcards
included printed survey with
return postage
Topics
•More broad, structured around six
strategic focus areas
•Updated question verbiage and scales
•Focused on satisfaction with City
services
•Questions largely held
consistent YoY
Length •25 minutes •20 minutes
Randomization
and “Logic”
•Question and answer choice order were
randomized throughout to reduce order-
based bias
•Survey logic used to conditionally display
questions
•One version was mailed to all; all
factors were reviewed in the
same order.
2019-Updated Survey Instrument
Elevated Insights
2018 Citizen Survey
National Research Center
Primary
Rating Scales
•Bipolar 5 pt. scales, with a “neutral” option
(e.g. Very Satisfied to Very Dissatisfied)
•Unipolar 5 pt. scales (e.g. Not at All
Important to Extremely Important)
•Bipolar 4 pt. scales without
“neutral” (e.g. Strongly Disagree to
Strongly Agree)
•Unipolar 4 pt. scales (e.g. Not at
All Satisfied to Very Dissatisfied)
Key Metrics
•% Top 3 for 10 pt. scales (Top 3 Box)
•% Top 2 for 5 pt. scales (Top 2 Box)
•“Don’t Know / Not Applicable” responses
removed
•5 pt. scale leads to lower Top 2 Boxes &
more variation (more opportunity to show
change over time)
•% Top 2 among 4 options (Top 2
Box)
•“Don’t Know / NA” responses
removed
•4 pt. scale leads to very high Top
2 Boxes (many measures had 90%+
scores)
Weighting
•Results weighted to Aspen Census Norms by
Age, Gender and Income (ACS 5-year
estimates)
•Results weighted to Aspen
registered voter file by Age and
Gender
Analytics
Used
•Crosstabulations with statistical significance
testing conducted at 95% confidence level –
multiple breakouts
•Key Driver Analysis (Shapley Value
Regression)
•Breakouts by gender & 3 age
groups
•Stat testing at 95% confidence
level
Benchmarking
•Shifts in sentiment over time among Aspen
residents
•Performance vs. peer cities with community
indicator data
•Shifts in sentiment over time
among Aspen registered voters
150
FUTURE BENCHMARKING:
2019 ASPEN CITIZEN SURVEY
STATE OF THE CITY METRICS
151
Future Benchmarking: 2019 Aspen Citizen Survey (State of the City)
11*Please note that many questions were modified in the 2019 survey in both wording and scale. In general, metrics from past years are likely to be higher than 2019 due to moving from a 4pt. Scale to a 5pt. Scale.
Aspen Citizen Survey 2019 -APPENDIX
Overall Impressions 2019 2020 2021
(10 pt. scale from Very Poor to Excellent); Metric = % 8+9+10 (Top 3 Box)
Overall Quality of Life in Aspen 69%
(10 pt. scale from Extremely Dissatisfied to Extremely Satisfied); Metric = % 8+9+10 (Top 3 Box)
Personal Quality of Life 66%
(10 pt. scale from Not at All Likely to Extremely Likely); Metric = % 8+9+10 (Top 3 Box)
Likelihood to Recommend Aspen as a Place to Live 53%
(5 pt. scale from Strongly Disagree to Strongly Agree); Metric = % Agree + Strongly Agree (Top 2 Box)
Aspen is a good place to raise a family 75%
Aspen is open and accepting 73%
Aspen is a good place to retire 56%
Satisfaction with the City of Aspen 2019 2020 2021
(5 pt. scale from Very Dissatisfied to Very Satisfied); Metric = % Satisfied + Very Satisfied (Top 2 Box)
Quality of services provided by City of Aspen 73%
Ensuring a safe community 88%
Protecting the local natural environment 77%
Supporting community engagement 67%
Maintaining City of Aspen's financial health 55%
Making Aspen a livable community of choice 45%
Being a customer-focused government 42%
Fostering economic vitality 41%
152
Future Benchmarking: 2019 Aspen Citizen Survey (State of the City)
12*Please note that many questions were modified in the 2019 survey in both wording and scale. In general, metrics from past years are likely to be higher than 2019 due to moving from a 4pt. Scale to a 5pt. Scale.
Aspen Citizen Survey 2019 -APPENDIX
Fiscal Health and Smart, Customer-focused Government 2019 2020 2021
(5 pt. scale from Strongly Disagree to Strongly Agree); Metric = % Agree + Strongly Agree (Top 2 Box)
The City provides a welcoming environment for citizen involvement 63%
The City provides value overall for the taxes paid 62%
I trust the City of Aspen government 46%
The City has sound financial policies and practices 42%
The City matches spending with community priorities 41%
The City does a good job of dealing with development pressures (commercial and residential) 29%
Protected Environment 2019 2020 2021
(5 pt. scale from Very Dissatisfied to Very Satisfied); Metric = % Satisfied + Very Satisfied (Top 2 Box)
Water quality in local rivers and streams 90%
Wildlife habitats (e.g. forests, areas along streams, open space) 87%
Air quality 84%
Water flows in local rivers and streams for fish and wildlife 84%
Water rights and supply for residents and visitors 70%
Amount of residential and commercial waste generated 24%
153
Future Benchmarking: 2019 Aspen Citizen Survey (State of the City)
13*Please note that many questions were modified in the 2019 survey in both wording and scale. In general, metrics from past years are likely to be higher than 2019 due to moving from a 4pt. Scale to a 5pt. Scale.
Aspen Citizen Survey 2019 -APPENDIX
Economic Vitality 2019 2020 2021
(5 pt. scale from Very Dissatisfied to Very Satisfied); Metric = % Satisfied + Very Satisfied (Top 2 Box)
Quality of public spaces 84%
Preservation of historic resources 70%
Overall quality of the built environment (please see question for definition) 53%
Overall economic health 51%
Employment opportunities 47%
Current rate of commercial development in Aspen 21%
Current rate of free-market residential development in Aspen 21%
Current rate of affordable residential development in Aspen 20%
Community needs are sufficiently met by local businesses 15%
Affordable shopping opportunities 9%
Young families can afford to live and work here 6%
(5 pt. scale from Strongly Disagree to Strongly Agree); Metric = % Agree + Strongly Agree (Top 2 Box)
Community needs are sufficiently met by local businesses 15%
Young families can afford to live and work here 6%
154
Future Benchmarking: 2019 Aspen Citizen Survey (State of the City)
14*Please note that many questions were modified in the 2019 survey in both wording and scale. In general, metrics from past years are likely to be higher than 2019 due to moving from a 4pt. Scale to a 5pt. Scale.
Aspen Citizen Survey 2019 -APPENDIX
Safe and Lived in Community 2019 2020 2021
(5 pt. scale from Very Dissatisfied to Very Satisfied); Metric = % Satisfied + Very Satisfied (Top 2 Box)
Ease of walking in town 89%
Electric services overall 89%
Ease of travel by bus 88%
Water services overall 84%
Special events (e.g. concerts, marathons, etc.) 81%
Recreation facilities (e.g. the Aspen Recreation Center or similar facilities) 80%
Ease of bicycling in town 77%
Recreation programs (e.g. fitness classes, tennis, or other activities) 77%
Condition of City streets (excluding Highway 82, a state highway) 67%
Healthcare 55%
Mental health services 48%
Ease of travel by ride-share 42%
APCHA: Affordability of units available for purchase 41%
Ease of travel by car 35%
APCHA: Affordability of units available for rent 33%
APCHA: Ability to find a unit for purchase that matches my specific needs 25%
APCHA: Ability to find a unit for rent that matches my specific needs 24%
APCHA: Ability to purchase a unit in a reasonable amount of time 21%
APCHA: Ability to rent a unit in a reasonable amount of time 21%
Overall parking experience in Aspen 20%
(5 pt. scale from Strongly Disagree to Strongly Agree); Metric = % Agree + Strongly Agree (Top 2 Box)
I feel safe in Aspen as a whole 98%
155
Future Benchmarking: 2019 Aspen Citizen Survey (State of the City)
15*Please note that many questions were modified in the 2019 survey in both wording and scale. In general, metrics from past years are likely to be higher than 2019 due to moving from a 4pt. Scale to a 5pt. Scale.
Aspen Citizen Survey 2019 -APPENDIX
Community Engagement 2019 2020 2021
(5 pt. scale from Strongly Disagree to Strongly Agree); Metric = % Agree + Strongly Agree (Top 2 Box)
I am as involved as I want to be in community activities and organizations 69%
The City provides a variety of ways for me to stay informed 61%
I find City outreach information helpful 55%
I can easily access City information when I need to 53%
The City responds promptly to requests for information 46%
Overall, City outreach efforts meet my needs for information 43%
The City communicates well about major issues 40%
The City considers community feedback when making decisions 37%
156
PAST BENCHMARKING:
ASPEN CITIZEN SURVEY RESULTS
FROM PRIOR YEARS
157
Past Benchmarking: Aspen Citizen Survey Results From Prior Years
17
Table 76: Overall Quality of Life by Survey Year
Percent excellent or good 2018 2017 2016 2015 2014 2013 2012 2011 2010 2009 2008 2007
How do you rate the overall quality of life
in Aspen?
93%94%94%95%95%96%97%95%98%95%95%94%
Table 77: Quality of City Services by Survey Year
Do you agree or disagree with the following statements about services
provided by the City? (Percent agree or strongly agree)*
2018 2017 2016 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006
The service provided by the City Manager's Office was accurate 64%77%72%63%71%75%72%79%70%78%67%86%86%
The service provided by the City Manager's staff was prompt 54%75%73%68%76%74%84%82%73%84%73%78%84%
The City Manager's staff was responsive 57%78%68%69%77%73%82%82%75%82%67%77%83%
The City Manager's staff was helpful 57%79%71%69%72%76%77%83%73%78%65%82%.
The City Manager's staff was knowledgeable 67%78%74%69%74%73%81%80%79%82%66%84%85%
The City Manager's staff was informative 56%81%73%68%77%71%71%84%78%81%64%79%.
The service provided by the Utility Billing staff was accurate 92%92%87%91%96%98%97%95%93%95%92%94%92%
The service provided by the Utility Billing staff was timely 94%94%92%92%95%92%94%97%92%92%96%93%96%
The Utility Billing staff was courteous in dealing with my situation or request 91%96%92%91%96%98%95%99%93%90%96%95%97%
The Utility Billing staff was knowledgeable in dealing with my situation or request 93%93%91%91%95%98%96%94%88%88%88%93%93%
The Finance Window staff was courteous in dealing with my situation or request 94%95%94%95%93%91%94%......
The Finance Window staff was knowledgeable in dealing with my
situation or request
93%95%93%96%92%91%94%......
The service provided by the Housing Authority staff was accurate 74%79%75%76%82%77%80%78%77%81%73%83%86%
The service provided by the Housing Authority staff was timely 73%81%80%82%81%87%84%79%77%84%77%79%88%
The Housing Authority staff was helpful 74%74%77%78%80%74%84%80%75%86%77%78%82%
The Housing Authority staff was knowledgeable 76%73%78%80%86%77%83%81%79%84%75%83%82%
The services provided by the Police staff were accurate 95%92%94%89%93%88%92%90%89%93%93%88%90%
Sourced from: City of Aspen Citizen Survey: Report of Results • November 2018
*Please note that many questions were modified in the 2019 survey in both wording and scale. In general, metrics from past years are likely to be higher than 2019 due to moving from a 4pt. Scale to a 5pt. Scale.
Aspen Citizen Survey 2019 -APPENDIX
158
Past Benchmarking: Aspen Citizen Survey Results From Prior Years
18Sourced from: City of Aspen Citizen Survey: Report of Results • November 2018
*Please note that many questions were modified in the 2019 survey in both wording and scale. In general, metrics from past years are likely to be higher than 2019 due to moving from a 4pt. Scale to a 5pt. Scale.
Aspen Citizen Survey 2019 -APPENDIX
Do you agree or disagree with the following
statements about services provided by the City?
(Percent agree or strongly agree)*
2018 2017 2016 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006
The services provided by the Police staff were prompt 96%94%93%94%92%91%94%92%91%97%94%93%91%
The Police staff was courteous 97%94%97%97%95%90%95%93%91%96%97%91%93%
The Police staff was helpful 96%94%94%94%94%89%92%91%90%95%95%89%.
The Police staff was knowledgeable 93%94%93%91%92%90%94%91%89%94%95%92%91%
The Police staff was informative 94%94%96%90%91%89%95%91%92%94%95%89%.
* Prior to 2018, this question stem included the following at the beginning of the question: “Based on your experience in the last 12 months, do.” In 2018, a general instruction was added to the
beginning of the survey explaining respondents should consider their experience in the last 12 months when making their evaluations.
Table 78: Performance of City Departments by Survey Year
How satisfied or dissatisfied are you with the overall performance
of the following City services? (Percent somewhat satisfied or
very satisfied)*
2018 2017 2016 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006
Aspen Recreation Center (ARC)83%91%89%92%94%88%89%......
Asset Department 66%92%76%..........
City Clerk Office 88%93%94%96%95%90%92%95%91%87%98%97%97%
City Manager's Office 46%76%67%66%74%71%72%75%74%73%63%82%88%
Community Development 55%63%59%57%63%58%62%67%71%63%54%68%71%
Electric 84%94%81%91%88%81%92%92%92%94%94%93%100%
Engineering 53%72%68%71%73%61%64%68%70%75%74%78%86%
Environmental Health and Sustainability 76%85%79%86%85%80%83%83%79%90%89%83%89%
Finance Window (RETT, sales tax, and other payments to the city)90%93%91%94%88%86%91%77%87%....
Golf 91%96%87%88%90%84%85%88%85%89%90%84%95%
GIS (Geographic Information System)80%90%96%83%85%84%86%99%87%92%95%..
Housing Authority (existing deed-restricted and rental units)62%67%66%68%79%61%67%68%72%73%67%76%77%
Kids First 80%92%89%83%86%71%75%98%90%90%90%94%96%
New housing development 39%64%55%62%59%50%41%......
Parks 88%91%91%85%92%91%91%91%95%95%93%97%95%
Police Department 94%92%94%89%93%88%92%93%90%92%94%88%92%
Red Brick Recreation Center 91%96%95%96%92%92%93%90%96%95%96%94%97%
159
Past Benchmarking: Aspen Citizen Survey Results From Prior Years
19Sourced from: City of Aspen Citizen Survey: Report of Results • November 2018
*Please note that many questions were modified in the 2019 survey in both wording and scale. In general, metrics from past years are likely to be higher than 2019 due to moving from a 4pt. Scale to a 5pt. Scale.
Aspen Citizen Survey 2019 -APPENDIX
How satisfied or dissatisfied are you
with the overall performance of the
following City services? (Percent
somewhat satisfied or very satisfied)*
2018 2017 2016 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006
Streets 71%67%83%70%79%81%83%79%88%86%79%86%91%
Transportation 78%84%85%..........
Parking 39%47%47%..........
Water 90%88%89%86%87%90%88%86%92%90%92%97%98%
Wheeler Opera House 84%92%92%95%92%88%92%86%94%92%96%97%98%
* Prior to 2018, the stem of this question read: “In general, how satisfied or dissatisfied are you with the overall performance of the following
services of the City of Aspen government?:
Table 79: City Government Performance by Survey Year
Please rate the following categories of Aspen government
performance: (Percent good or excellent)
2018 2017 2016 2015 2014 2013 2012 2011 2010
The job the City does informing residents 50%74%68%69%75%71%72%68%65%
The quality of the information the City provides to residents 52%74%67%66%70%68%65%61%62%
The job the City does listening to residents 27%45%41%42%42%49%40%36%44%
The value of City services for the taxes you pay 52%62%61%60%59%61%63%55%55%
The job the City does communicating to residents about major issues 45%64%55%56%59%60%58%56%.
The job the City does matching expenditures to community priorities 29%44%42%43%43%44%41%36%.
The job the City does responding to requests for public records and
information
62%71%61%61%63%61%59%..
160
Past Benchmarking: Aspen Citizen Survey Results From Prior Years
20Sourced from: City of Aspen Citizen Survey: Report of Results • November 2018
*Please note that many questions were modified in the 2019 survey in both wording and scale. In general, metrics from past years are likely to be higher than 2019 due to moving from a 4pt. Scale to a 5pt. Scale.
Aspen Citizen Survey 2019 -APPENDIX
Table 80:City Streets and Snow Removal by Survey Year
With the exception of Main Street and
Highway 82, which are maintained by
the State of Colorado, do you agree or
disagree with the following statements
concerning City streets? (Percent
agree or strongly agree)
2018 2017 2016 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006
City streets are in good repair 85%72%89%84%92%88%93%93%90%84%84%88%87%
The street surfaces are smooth 76%69%84%79%86%85%90%90%88%81%83%87%86%
Potholes are repaired in a timely manner 69%58%76%76%79%78%86%81%77%74%70%77%81%
Last winter's snow removal in the
Commercial Core was timely
89%87%91%89%91%95%95%94%93%91%91%92%95%
Last winter's snow removal in the
Commercial Core was thorough
85%86%83%88%89%90%93%92%90%86%87%90%93%
Last winter's snow removal in my
residential area was timely
75%77%82%75%77%83%87%78%81%78%74%83%78%
Last winter's snow removal in my
residential area was thorough
75%74%81%78%77%80%86%78%77%71%71%81%76%
Prior to 2014, items related to city streets and snow removal were asked as separate question.
161
Past Benchmarking: Aspen Citizen Survey Results From Prior Years
21Sourced from: City of Aspen Citizen Survey: Report of Results • November 2018
*Please note that many questions were modified in the 2019 survey in both wording and scale. In general, metrics from past years are likely to be higher than 2019 due to moving from a 4pt. Scale to a 5pt. Scale.
Aspen Citizen Survey 2019 -APPENDIX
Table 81: Red Brick Recreation Center by Survey Year
Do you agree or disagree with the following
statements about the Red Brick Recreation
Center? (Percent agree or strongly agree)*
2018 2017 2016 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006
The service provided by the Red Brick
Recreation Center staff was accurate
93%98%98%98%97%95%90%97%96%95%95%95%97%
The service provided by the Red Brick
Recreation Center staff was accessible
94%96%96%96%96%89%86%95%94%95%94%92%99%
The Red Brick Recreation Center staff was
helpful
94%97%96%98%96%92%88%93%93%94%95%91%96%
The Red Brick Recreation Center staff was
knowledgeable
95%95%99%97%96%92%90%98%92%95%98%90%98%
The Red Brick Recreation Center does a good
job of communicating program information
66%91%82%86%81%84%72%85%80%92%87%82%.
The quality of the program(s) provided by the
Red Brick Recreation Center was very good
81%94%91%94%92%93%90%98%89%96%93%93%98%
The condition of the gym at the Red Brick
Recreation Center was very good
77%87%90%86%85%83%89%89%75%90%80%86%84%
The scheduling of events conducted by staff at
the Red Brick Recreation Center was very good
82%90%91%94%92%89%85%94%88%92%89%86%89%
The cleanliness of the Red Brick Recreation
Center gym and locker rooms was very good
76%90%88%87%88%93%82%92%84%90%86%82%.
The enthusiasm of the Red Brick Recreation
Center staff and coaches was very good
88%99%98%95%93%91%87%95%95%94%96%90%94%
* Prior to 2018, this question stem included the following at the beginning of the question: “Based on your experience in the last 12 months, do.” In 2018, a general instruction was
added to the beginning of the survey explaining respondents should consider their experience in the last 12 months when making their evaluations.162
Past Benchmarking: Aspen Citizen Survey Results From Prior Years
22Sourced from: City of Aspen Citizen Survey: Report of Results • November 2018
*Please note that many questions were modified in the 2019 survey in both wording and scale. In general, metrics from past years are likely to be higher than 2019 due to moving from a 4pt. Scale to a 5pt. Scale.
Aspen Citizen Survey 2019 -APPENDIX
Table 82:Parks,Athletic Fields and Trail System by Survey Year
Do you agree or disagree with the
following statements about the
condition of City parks, fields and
trails? (Percent agree or strongly
agree)*
2018 2017 2016 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006
The condition of the parks allowed me to have
a safe and enjoyable experience
96%97%96%93%97%95%96%98%97%97%97%98%98%
The parks were free of litter 91%94%95%91%93%93%89%94%94%92%90%92%95%
The condition of the athletic fields allowed me to
have a safe and enjoyable experience
96%97%96%93%98%96%95%99%94%98%99%98%97%
The athletic fields were free of litter 94%96%95%91%95%95%91%97%94%93%90%96%96%
The pedestrian/bike trail surfaces were free
of debris/litter
91%93%93%92%95%95%91%94%95%95%96%94%94%
The pedestrian/bike trail surfaces were smooth
enough for the intended purpose
93%94%96%89%97%95%95%96%.....
The pedestrian/bike trail could be used safely 89%93%94%89%94%93%91%95%95%94%95%94%95%
The pedestrian/bike trail signage was very
good
91%93%95%89%94%93%91%94%.....
The Nordic Trail System trail grooming was
very good
96%98%97%96%98%98%96%98%98%96%97%97%98%
The Nordic Trail System trails could be used
for the purpose intended
97%98%98%96%99%98%96%99%99%96%99%97%98%
The Nordic Trail System trail signage was very
good
93%96%95%93%96%96%94%96%96%93%95%94%89%
* Prior to 2018, this question stem included the following at the beginning of the question: “Based on your experience in the last 12 months, do.” In 2018, a general instruction
was added to the beginning of the survey explaining respondents should consider their experience in the last 12 months when making their evaluations.
Prior to 2014, items related to the pedestrian/bike trails and Nordic Trail System were asked as separate question.
163
Past Benchmarking: Aspen Citizen Survey Results From Prior Years
23Sourced from: City of Aspen Citizen Survey: Report of Results • November 2018
*Please note that many questions were modified in the 2019 survey in both wording and scale. In general, metrics from past years are likely to be higher than 2019 due to moving from a 4pt. Scale to a 5pt. Scale.
Aspen Citizen Survey 2019 -APPENDIX
Table 83:Quality of Aspects of City Parks,Open Space and Trails by Survey Year
Please rate each of the following characteristics related to City parks, open
space and trails. (Percent good or excellent)
2018 2017 2016 2015 2014
Ability to find trail heads and open space properties 86%93%93%92%88%
Availability of parking at trail heads and open spaces 60%62%64%64%59%
Adequacy of enforcement of regulations 54%67%65%61%64%
Adequacy of signage on trails 76%86%88%79%79%
Adequacy of signage in open spaces 74%89%88%82%82%
Availability of open space events and programs 73%85%88%85%85%
Quality of open space events and programs 74%86%88%87%87%
Table 84: Current Level of Enforcement for Dogs by Survey Year
Too strict About right Not strict enough
2018 11%47%42%
2017 8%46%47%
2016 9%44%47%
2015 14%42%44%
2014 10%51%39%
2013 9%54%37%
2012 14%46%40%
164
Past Benchmarking: Aspen Citizen Survey Results From Prior Years
24Sourced from: City of Aspen Citizen Survey: Report of Results • November 2018
*Please note that many questions were modified in the 2019 survey in both wording and scale. In general, metrics from past years are likely to be higher than 2019 due to moving from a 4pt. Scale to a 5pt. Scale.
Aspen Citizen Survey 2019 -APPENDIX
Table 85: Feelings of Safety in Aspen by Survey Year
Do you agree or disagree with the following:
(Percent agree or strongly agree)*
2018 2017 2016 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006
I feel safe in my neighborhood after dark 97%97%96%95%.........
I feel safe in my neighborhood during the day 100%99%100%99%.96%99%100%99%100%100%100%100%
I feel safe in the Commercial Core after dark 98%99%97%96%.........
I feel safe in the Commercial Core during
the day
99%100%100%99%.97%99%100%99%100%100%100%100%
I feel safe in Aspen as a whole 99%99%97%98%.96%99%99%99%100%99%99%100%
* Prior to 2018, this question stem included the following at the beginning of the question: “Based on your experience in the last 12 months, do.” In
2018, a general instruction was added to the beginning of the survey explaining respondents should consider their experience in the last 12 months
when making their evaluations.
Table 86: Electrical Service Provider by Survey Year
Which of the following entities provides your electrical service?2018 2017 2016 2015
The City of Aspen 36%36%40%37%
Holy Cross Electric 62%61%59%62%
Other 2%3%0%1%
Table 87: Water Services by Survey Year
Please rate the quality of your utility services: (Percent excellent or good)2018 2017 2016 2015
Drinking water taste 83%78%85%86%
Water pressure 82%86%88%87%
Water reliability 92%96%98%97%
Water services overall 90%93%94%95%
Overall customer service provided by the Water department staff 87%92%93%89%165
Past Benchmarking: Aspen Citizen Survey Results From Prior Years
25Sourced from: City of Aspen Citizen Survey: Report of Results • November 2018
*Please note that many questions were modified in the 2019 survey in both wording and scale. In general, metrics from past years are likely to be higher than 2019 due to moving from a 4pt. Scale to a 5pt. Scale.
Aspen Citizen Survey 2019 -APPENDIX
Table 88: Electric Services by Survey Year
Please rate the quality of your utility services: (Percent excellent or good)2018 2017 2016 2015
Electrical service reliability 92%98%97%94%
Safety of electric service 91%99%98%98%
Overall customer service provided by the Electric department staff 90%96%95%93%
Electric services overall 90%97%95%95%
Table 89:The City of Aspen's Electric Services by Survey Year
Please rate the quality of your utility services: (Percent excellent or good)2018 2017 2016 2015
Electrical service reliability 93%99%96%91%
Safety of electric service 95%99%99%96%
Overall customer service provided by the Electric department staff 94%97%93%89%
Electric services overall 94%97%92%91%
Table 90: Holy Cross Electric Services by Survey Year
Please rate the quality of your utility services: (Percent excellent or good)2018 2017 2016 2015
Electrical service reliability 94%97%98%95%
Safety of electric service 91%98%98%98%
Overall customer service provided by the Electric department staff 90%96%97%95%
Electric services overall 90%95%97%96%
166
Past Benchmarking: Aspen Citizen Survey Results From Prior Years
26Sourced from: City of Aspen Citizen Survey: Report of Results • November 2018
*Please note that many questions were modified in the 2019 survey in both wording and scale. In general, metrics from past years are likely to be higher than 2019 due to moving from a 4pt. Scale to a 5pt. Scale.
Aspen Citizen Survey 2019 -APPENDIX
Table 91: Quality of Wheeler Opera House by Survey Year
Please rate each of the following as they relate to the Wheeler Opera House: (Percent good or
excellent)
2018 2017
Diversity of programs 74%85%
Accessibility of programs 80%84%
E-newsletters 76%81%
Printed materials 76%80%
Website 79%80%
Social media 80%85%
Newspaper ads 81%84%
Overall value of the Wheeler Opera House to the community 80%91%
Table 92: Satisfaction with Information Sources by Survey Year
How satisfied or dissatisfied are you with the information you receive about the City from
each of the following: (Percent very or somewhat satisfied)*
2018 2017 2016 2015
City meetings and open houses 68%80%78%82%
City streaming webcasts 61%83%82%75%
Emails (electronic newsletters, email updates)66%77%84%75%
Social media (Twitter, Facebook,Instagram)50%78%76%69%
Online feedback site (www.aspencommunityvoice.com)63%74%76%.
The City's main website (www.cityofaspen.com)71%78%83%83%
Other City websites (APCHA, ARC, Golf, Wheeler,etc.)71%77%84%.
CGTV -Channel 11 65%83%76%92%
Radio ads 71%85%85%83%
Radio news 70%87%85%85%
Newspaper ads 72%90%89%90%
Newspaper stories 75%89%87%91%
Mailed materials (brochures, bill inserts)68%81%80%80%
Contacting the Community Relations Department 57%78%75%.
* Prior to 2018, this question stem included the following at the beginning of the question: “Based on your experience in the last 12 months, please.” In 2018, a general instruction was added to the beginning of the survey explaining
respondents should consider their experience in the last 12 months when making their evaluations.Please note: Prior to 2016, "CGTV -Channel 11" was "Community government television (Grassroots/CGTV, Channel 11)", and prior to
2011 it was "Community government television (CGTV, Channel 11)"; “Social media (Twitter, Facebook, Instagram)” was “The City's social network sites (Twitter, Facebook)”; “City streaming webcasts” was “City webcasts”.
167
Past Benchmarking: Aspen Citizen Survey Results From Prior Years
27Sourced from: City of Aspen Citizen Survey: Report of Results • November 2018
*Please note that many questions were modified in the 2019 survey in both wording and scale. In general, metrics from past years are likely to be higher than 2019 due to moving from a 4pt. Scale to a 5pt. Scale.
Aspen Citizen Survey 2019 -APPENDIX
Table 93: Overall Satisfaction with City Services by Survey Year
2018 2017 2016 2015 2014 2013 2012 2011 2010 2009 2008 2007
Overall, how would you rate your satisfaction or
dissatisfaction with services provided by the City of
Aspen?
75%83%87%86%89%92%89%84%89%92%89%92%
Table 94: Importance of Website Uses by Survey Year
How important is it, if at all, to complete the following types of activities or transactions on the City
website: (Percent essential or very important)
2018 2017
Apply for city jobs 58%62%
Apply for permits and licenses 74%78%
Pay bills, fees and fines 76%80%
Request information about city services 78%77%
Report concerns/problems 77%77%
Apply for APCHA housing 68%72%
Reserve buildings, parks or other facilities 69%69%
Access city council agendas and videos 72%69%
Access and analyze city data 65%69%
168
Past Benchmarking: Aspen Citizen Survey Results From Prior Years
28Sourced from: City of Aspen Citizen Survey: Report of Results • November 2018
*Please note that many questions were modified in the 2019 survey in both wording and scale. In general, metrics from past years are likely to be higher than 2019 due to moving from a 4pt. Scale to a 5pt. Scale.
Aspen Citizen Survey 2019 -APPENDIX
Table 95: Importance of Actions the City Could Take by Survey Year
How important, if at all, is it for the City government to take action on each of
the following: (Percent very important or essential)
2018 2017 2016 2015
Economic development without the development (without new physical
development)
59%73%64%68%
Ensuring the availability of adequate workforce housing at a reasonable cost to
rent/purchase
71%80%77%77%
Encouraging the development of additional lodging 44%38%37%36%
Improving pedestrian connectivity 55%70%65%.
Improving bike connectivity 53%66%61%.
Increasing places for pedestrians to dwell or gather 43%46%49%35%
Providing new transportation options to reduce reliance on personal automobiles 55%...
Increasing access to affordable locally grown food 58%65%57%.
Protecting a minimum volume of water in Roaring Fork River 77%81%81%.
Improving and protecting the health of the Roaring Fork River 79%85%85%.
Finding ways to increase available child care spaces 53%65%..
Reducing construction impacts (i.e. noise, traffic, runoff, dust, lane, and sidewalk
closures)
63%...
Improving the availability of affordable high-speed internet service 63%...
Encouraging the public to take part in water conservation programs 68%...
Encouraging the public to take part in energy conservation programs 68%...
169
2019 DATA TABLES
(ALL QUESTIONS)
170
Overall Impressions
2019 Data Tables
30
Q1: For each of the following City of Aspen priorities below, please rate your level of satisfaction with how the City of Aspen is doing.
Row %
Top 2 BOX (Very
Satisfied, Satisfied)
Very
Dissatisfied Dissatisfied Neutral Satisfied Very
Satisfied
Sample
Size Missing n
Protecting the local natural environment 77%2%10%11%55%22%434 9
Being a customer-focused government 42%8%22%29%34%8%409 34
Fostering economic vitality 41%7%28%24%35%6%401 42
Maintaining City of Aspen's financial health 55%4%15%26%41%13%376 67
Ensuring a safe community 88%1%6%5%49%39%436 7
Making Aspen a livable community of choice 45%9%25%21%35%10%425 18
Supporting community engagement 67%5%11%17%53%14%418 25
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = from 376 to 436; total n = 443
Q2: On a scale of 0 to 10, how would you rate the overall quality of life in
Aspen? Please drag the slider to a point on the scale.
0 (far left) = Very Poor 10 (far right) = Excellent
%
Top 3 Box (8,9,10)69%
0 0%
1 0%
2 2%
3 2%
4 2%
5 3%
6 5%
7 15%
8 27%
9 25%
10 17%
Sample Size 436
Missing n 7
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = 436; total n = 443
Q3: On a scale of 0 to 10, how satisfied are you with your quality of life in the
Aspen community overall? Please drag the slider to a point on the scale.
0 (far left) = Extremely Dissatisfied 10 (far right) = Extremely Satisfied
%
Top 3 Box (8,9,10)66%
0 1%
1 2%
2 1%
3 3%
4 3%
5 2%
6 5%
7 17%
8 27%
9 19%
10 19%
Sample Size 437
Missing n 6
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = 437; total n = 443
171
Fiscal Health and Smart, Customer-focused Government
2019 Data Tables
31
Q4: Please rate the extent to which you agree or disagree with the following statements about the City of Aspen.
Row %
Top 2 BOX (Strongly
Agree, Agree)
Strongly
Disagree Disagree Neutral Agree Strongly
Agree Sample Size Missing n
The City does a good job of dealing with development pressures
(commercial and residential)29%18%33%19%25%4%429 14
The City provides a welcoming environment for citizen involvement 63%4%13%20%51%11%430 13
I trust the City of Aspen government 46%10%18%26%35%11%432 11
The City matches spending with community priorities 41%9%26%25%34%6%403 40
The City has sound financial policies and practices 42%9%19%30%35%7%384 59
The City provides value overall for the taxes paid 62%5%13%21%48%14%430 13
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = from 384 to 432; total n = 443
Q5: Overall, how satisfied or dissatisfied are you with the quality of services provided by the City of Aspen?
%
Top 2 BOX (Very Satisfied, Satisfied)71%
Very Dissatisfied 3%
Dissatisfied 11%
Neutral 15%
Satisfied 57%
Very Satisfied 13%
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = 408; total n = 443
172
Protected Environment
2019 Data Tables
32
Q6: Please rate your level of satisfaction with the following aspects of the natural environment in the Aspen community.
Row %
Top 2 BOX (Very
Satisfied, Satisfied)
Very
Dissatisfied Dissatisfied Neutral Satisfied Very
Satisfied Sample Size Missing n
Air quality 84%1%8%7%44%39%435 8
Water quality in local rivers and streams 90%0%4%6%44%46%437 6
Water flows in local rivers and streams for fish and wildlife 84%1%5%11%47%37%404 39
Wildlife habitats (e.g. forests, areas along streams, open space)87%1%3%10%48%38%426 17
Amount of residential and commercial waste generated 24%14%36%26%16%7%387 56
Water rights and supply for residents and visitors 70%1%7%22%52%18%363 80
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = from 363 to 437; total n = 443
Q7: Over 1/3rd of the waste that Aspen businesses and residents send to landfills could be composted. How do you feel about the following possible action steps the City of Aspen could
Row %
Top 2 Box (Strongly
Support, Support)
Strongly
Oppose Oppose Neutral Support Strongly
Support Sample Size Missing n
Prohibit food and yard waste from being disposed with landfill trash 61%8%12%19%23%38%430 13
Require compost collection at all City owned or operated properties 82%4%6%7%25%58%432 11
Require compost collection at large food service establishments 90%3%2%4%32%59%436 7
Require compost collection at all retail food service establishments.84%3%4%9%28%56%435 8
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = from 430 to 436; total n = 443
Q8: How important is Aspen's air quality to you overall?
%
Top 2 BOX (Extremely Important, Very Important)93%
Not at all Important 0%
Not Very Important 0%
Somewhat Important 6%
Very Important 33%
Extremely Important 61%
Sample Size 441
Missing n 2
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = 441; total n = 443
173
Protected Environment Continued
2019 Data Tables
33
Q9: Please select a level of concern for each contributor to air pollution in Aspen.
Row %
Top 2 Box (Concerned,
Very Concerned)
Not at all
Concerned
Slightly
Concerned
Somewhat
Concerned Concerned Very
Concerned Sample Size Missing n
Vehicle exhaust from traffic 59%5%15%22%32%27%441 2
Vehicle exhaust from idling 59%6%19%15%33%26%420 23
Wildfire smoke 49%10%15%26%34%14%422 21
Woodburning fireplaces 20%36%26%18%14%6%417 26
Dust Storms 22%30%31%17%18%4%415 28
Restaurant Grill Smoke 20%32%29%19%14%6%415 28
Secondhand smoke or vape 47%24%16%14%24%22%419 24
Dust from construction 42%11%24%23%24%18%420 23
Dust from streets 32%15%30%24%22%10%419 24
Airplane emissions 45%14%19%22%26%19%418 25
Regional oil and gas operations 57%11%13%19%27%30%409 34
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = from 409 to 441; total n = 443
Q10: For which of the following reasons, if any, is Aspen's air quality important to you?
%
I have young children in my household 18%
Someone in my household has a respiratory illness or heart disease 15%
I exercise at a high intensity outside 58%
I enjoy the scenic vistas 70%
I am sensitive to air pollution 36%
Other (please specify):17%
None of these 4%
Sample Size 440
Missing n 3
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = 440; total n = 443
174
Economic Vitality
2019 Data Tables
34
Q12: Please rate the extent to which you agree or disagree with the following statements.
Row %
Top 2 BOX (Strongly
Agree, Agree)
Strongly
Disagree Disagree Neutral Agree Strongly
Agree
Sample
Size Missing n
Community needs are sufficiently met by local businesses 15%25%41%20%12%2%433 10
Young families can afford to live and work here 6%48%35%11%4%2%426 17
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = from 426 to 433; total n = 443
Q11: How satisfied or dissatisfied are you with each of the following in Aspen?
Row %
Top 2 BOX (Very
Satisfied, Satisfied)
Very
Dissatisfied Dissatisfied Neutral Satisfied Very
Satisfied Sample Size Missing n
Overall economic health 51%4%16%29%40%11%425 18
Affordable shopping opportunities 9%44%37%10%7%2%440 3
Employment opportunities 47%5%19%29%37%11%395 48
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = from 395 to 440; total n = 443
175
Economic Vitality Continued
2019 Data Tables
35
Q13: Please rate your level of satisfaction with each of the following aspects of Aspen's built environment. Built environment includes homes, buildings, streets, parks,
infrastructure, etc.
Row %
Top 2 BOX (Very
Satisfied, Satisfied)
Very
Dissatisfied Dissatisfied Neutral Satisfied Very
Satisfied Sample Size Missing n
Current rate of commercial development in Aspen 21%20%36%24%17%4%419 24
Current rate of free-market residential development in Aspen 21%26%28%24%15%6%409 34
Preservation of historic resources 70%4%9%17%54%16%425 18
Quality of public spaces 84%1%4%11%60%24%426 17
Overall quality of the built environment (please see question for
definition)53%4%16%28%47%6%416 27
Current rate of affordable residential development in Aspen 20%35%29%16%14%6%422 21
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = from 300 to 422; total n = 443
Q14: In 2017, there were 134 births in Pitkin County, and 30 spaces were available in licensed day care facilities. Thinking about child care needs, how important is it, if at all, for
the City government
Row %
Top 2 BOX (Extremely
Important, Very
Important)
Not at all
Important
Not Very
Important
Somewhat
Important
Very
Important
Extremely
Important Sample Size Missing n
Expand high-quality early education programming 62%9%6%23%31%31%367 76
Increase the number of early childhood education spaces within the
roundabout 57%11%9%23%28%28%365 78
Increase the number of early childhood education spaces outside the
roundabout 59%12%7%22%34%26%361 82
Increase the number of infant care spaces within the roundabout 53%11%12%24%26%28%363 80
Increase the number of infant care spaces outside the roundabout 59%12%8%21%32%27%357 86
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age,
Income); base n = from 357 to 367; total n = 443
176
Safe and Lived-in Community
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36
Q15: How satisfied or dissatisfied are you with the following ways to get around Aspen?
Row %
Top 2 BOX (Very Satisfied,
Satisfied)
Very
Dissatisfied Dissatisfied Neutral Satisfied Very
Satisfied Sample Size Missing n
Ease of walking in town 89%2%5%4%53%36%425 18
Ease of bicycling in town 77%2%9%13%47%30%413 30
Ease of travel by bus 88%2%3%7%49%39%417 26
Ease of travel by ride-share 42%2%13%42%26%16%294 149
Ease of travel by car 35%12%30%23%29%6%422 21
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = from 294 to 425; total n = 443
Q16: How important, if at all, is it for the City of Aspen to take action on each of the following?
Row %
Top 2 BOX (Extremely
Important, Very
Important)
Not at all
Important
Not Very
Important
Somewhat
Important
Very
Important
Extremely
Important Sample Size Missing n
Repair and replace deteriorating infrastructure (pipes, roads, etc.)82%1%1%16%41%41%439 4
Provide all-season biking options 36%12%21%31%19%18%428 15
Provide all-season walking options 66%7%7%20%31%35%438 5
Make it easier for pedestrians to find their way around town 41%13%17%28%23%18%437 6
Make it easier for bicyclists to find their way around town 33%16%21%30%18%16%426 17
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = from 426 to 439; total n = 443
Q17: Please rate how satisfied you are with the following aspects of utilities, streets and parking in Aspen.
Row %
Top 2 BOX (Very Satisfied,
Satisfied)
Very
Dissatisfied Dissatisfied Neutral Satisfied Very
Satisfied Sample Size Missing n
Drinking water taste 77%5%8%11%46%31%437 6
Water services overall 84%1%4%12%59%25%417 26
Electrical service reliability 89%0%2%9%64%25%410 33
Electric services overall 89%0%2%8%64%25%412 31
Condition of City streets (excluding Highway 82, a state highway)67%3%15%15%58%9%424 19
Timeliness of street snow removal in the commercial core 79%4%6%11%60%19%422 21
Timeliness of street snow removal in residential areas 62%6%16%15%48%15%412 31
Ability to find a parking spot in my neighborhood 41%17%21%21%31%10%398 45
Ability to find a parking spot in the commercial core 22%22%35%21%19%2%412 31
Overall parking experience in Aspen 20%21%35%25%17%3%416 27
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = from 398 to 437; total n = 443
177
Safe and Lived-in Community Continued
2019 Data Tables
37
Q18: To what extent do you agree or disagree with the following statements?
Row %
Top 2 BOX
(Strongly Agree,
Agree)
Strongl
y
Disagre
e
Disagre
e Neutral Agree Strongl
y Agree
Sample
Size
Missing
n
I feel safe in my neighborhood after dark 94%1%3%2%30%65%441 2
I feel safe in my neighborhood during the day 99%0%1%0%20%79%441 2
I feel safe in the Commercial Core after dark 96%0%2%2%32%63%440 3
I feel safe in the Commercial Core during the
day 99%0%1%0%22%77%443 0
I feel safe in Aspen as a whole 98%0%1%1%27%71%441 2
The Aspen Police are fair to me 89%1%4%6%29%60%406 37
The Aspen Police provide prompt service 89%1%1%9%31%58%403 40
The Aspen Police are helpful 90%0%4%5%31%60%429 14
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = from 403 to 443; total n = 443
Q19: Have you (or your Homeowners Association) taken any actions to
prepare for potential wildfires?
%
Discussed how to mitigate wildfire risks 15%
Assessed wildfire risk 19%
Identified evacuation routes 21%
Created a household evacuation plan 21%
Made plans to create defensible space around homes 11%
Taken steps to reduce risk around homes (such as
removing excess fuel loads)22%
Other (please specify)2%
None of the above 47%
Sample Size 397
Missing n 0
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n =
443Q20: Are you currently or have you ever been a deed restricted owner or renter through APCHA (Aspen-
Pitkin County Housing Authority)?
%
Yes, I currently own my home through APCHA 33%
Yes, I currently rent my home through APCHA 21%
Yes, I formerly owned a home through APCHA 3%
Yes, I formerly rented a home through APCHA 6%
No, I have never owned or rented a home through APCHA 37%
Sample Size 437
Missing n 0
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = 443
178
Safe and Lived-in Community Continued
2019 Data Tables
38
Q21: Please rate your level of satisfaction with the following aspects of affordable housing offered through APCHA. Please note:It is okay to answer even if you have not used APCHA.
Row %
Top 2 BOX (Very Satisfied,
Satisfied)
Very
Dissatisfied Dissatisfied Neutral Satisfied Very
Satisfied Sample Size Missing n
Affordability of units available for purchase 41%17%23%19%27%14%298 145
Ability to purchase a unit in a reasonable amount of time 21%26%24%29%13%8%276 167
Ability to find a unit for purchase that matches my specific needs 25%28%26%21%16%9%273 170
Affordability of units available for rent 33%21%25%22%24%9%248 195
Ability to rent a unit in a reasonable amount of time 21%26%28%26%17%5%232 211
Ability to find a unit for rent that matches my specific needs 24%26%29%21%19%5%231 212
Overall level of satisfaction with APCHA 46%13%17%24%32%14%355 88
Value that APCHA program provides to the community 64%7%9%20%35%29%365 78
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = from 231 to 365; total n = 443
Q22: In your opinion, which of the following types of affordable housing should APCHA provide?
%
Workforce Housing (i.e. housing for full-time permanent and seasonal employee
households) -this is a current service 82%
Community Housing (i.e. housing for permanent residents regardless of
employment status; e.g. qualified APCHA retirees, low/moderate income
households) -this is a current service
64%
Transitional Housing (temporary, i.e. for those persons leaving an abusive
situation) -this would be a new service 38%
Supportive Housing (i.e. housing for those needing ongoing social services
assistance) -this would be a new service 26%
Assisted Living Housing (for people who may require assistance with the daily
tasks of living) -this would be a new service 46%
Other (please specify)9%
None of the above 3%
Sample Size 430
Missing n 0
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = 443
Q23: When it comes to housing, which of the following issues are most important for policy
makers to focus on over the next 12 months? Please select up to 5.
%
Address deferred maintenance of individual units 25%
Address deferred maintenance of HOA common areas 20%
Improve affordability 41%
Improve housing quality 23%
Increase number of rental housing opportunities 51%
Increase number of for-sale housing opportunities 42%
Provide more options for downsizing/rightsizing 39%
Improve customer service 11%
Provide more options for senior/retiree housing 33%
Address insufficient HOA capital reserve funds 30%
Better prevent fraud, abuse and noncompliance 47%
Other (please specify)11%
None of the above 1%
Sample Size 426
Missing n 0
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = 443
179
Safe and Lived-in Community Continued
2019 Data Tables
39
Q24: Please rate your level of satisfaction with the following aspects of recreation and wellness in the Aspen community overall
Row %
Top 2 BOX (Very
Satisfied, Satisfied)
Very
Dissatisfied Dissatisfied Neutral Satisfied Very
Satisfied Sample Size Missing n
Mental health services 48%3%19%30%39%9%306 137
Healthcare 55%6%16%22%43%12%407 36
Recreation facilities (e.g. the Aspen Recreation Center or similar
facilities)80%2%7%11%46%34%421 22
Recreation programs (e.g. fitness classes, tennis, or other activities)77%2%4%18%44%33%409 34
Special events (e.g. concerts, marathons, etc.)81%2%2%15%44%38%423 20
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = from 306 to 423; total n = 443
Q25: Which of the following would you most like to see added or expanded by the City
of Aspen Recreation Department?Please select up to 3 of the choices below.
%
Gymnasium 12%
Climbing wall 10%
Outdoor pool 36%
Hot tubs 14%
Meeting/reception rooms 6%
Indoor field house 9%
Batting cage 3%
Weight/fitness room 37%
Interactive aquatics features 5%
Day care space 26%
Covered tennis courts 12%
Pickleball courts 9%
Other (please specify)9%
None (none of these should be expanded or added)14%
Sample Size 423
Missing n 5
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = 438; total n = 443
Q26: The City of Aspen Parks and Recreation Department sponsors recreational programs for
Aspen residents. Thinking of the past 12 months, which of the following, if any, have impacted
your participation in these programs?
%
Activities I'm interested in are not offerred 12%
Classes are at inconvenient times 17%
Lack of child care 8%
Poor equipment or facilities 11%
Don't know what programs are offered 18%
Programs/amenities are at multiple locations instead of one
consistent location 6%
Programs are too expensive 16%
Lack of transportation 4%
Other (please specify)6%
None of the above 41%
Sample Size 416
Missing n 5
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = 438; total n = 443
180
Safe and Lived-in Community Continued
2019 Data Tables
40
Q27: Please share your opinions regarding the following aspects of activities in City of Aspen Parks and on City of Aspen Trails. Choose whether you would like to see less, no
change, or more of each of the following.
Row %Less No Change More Sample Size Missing n
Number of special events (weddings, large events, tournaments, etc.) held in City Parks
and on Trails 29%64%7%382 61
Number of Parks and Open Space rangers in the field 8%63%29%374 69
Enforcement of dog-related rules and codes 9%42%49%404 39
Amount of parks and open space 1%69%30%413 30
Preservation of trees in town 11%54%35%412 31
Level of overall parks and trails maintenance 0%84%16%413 30
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = from 374 to 413; total n = 443
Q28: Please rate the importance of each of the following City of Aspen Parks and Open Space amenities to you
Row %
Top 2 BOX (Extremely
Important, Very
Important)
Not at all
Important
Not Very
Important
Somewhat
Important
Very
Important
Extremely
Important Sample Size Missing n
Playgrounds 51%11%12%26%32%19%408 35
Quiet spaces 70%3%5%22%37%33%426 17
Recreation opportunities 69%2%3%26%36%33%418 25
Public event space 44%7%11%38%27%17%421 22
Open space 84%0%2%13%35%49%431 12
Trails 92%0%1%7%37%55%430 13
Gardens 61%2%10%26%36%25%426 17
Fitness opportunities 61%4%7%28%35%26%421 22
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = from 408 to 431; total n = 443
181
Community Engagement
2019 Data Tables
41
Q29: Please rate the extent to which you agree or disagree with the following statements about the City of Aspen
Row %
Top 2 BOX (Strongly
Agree, Agree)
Strongly
Disagree Disagree Neutral Agree Strongly
Agree Sample Size Missing n
The City considers community feedback when making decisions 37%11%26%26%32%5%401 42
The City responds promptly to requests for information 46%6%18%31%40%6%327 116
The City provides a variety of ways for me to stay informed 61%3%9%27%55%6%405 38
I can easily access City information when I need to 53%5%15%28%47%6%400 43
I find City outreach information helpful 55%5%12%29%49%6%381 62
The City communicates well about major issues 40%10%20%30%36%4%414 29
Overall, City outreach efforts meet my needs for information 43%6%15%35%39%5%397 46
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = from 327 to 414; total n = 443
Q30: What are your preferred ways to receive information from
the City of Aspen? Please select up to 5 of the options below.
%
Facebook posts 20%
Twitter 3%
Email newsletter 51%
Radio ads 13%
Newspaper ads 45%
Text alerts 33%
City of Aspen website 49%
Newspaper articles 70%
Mailed postcard/flyer/letters 32%
City meetings 14%
Open houses 19%
Aspen Community Voice website 6%
Other (please specify)2%
None of the above 0%
Sample Size 435
Missing n 8
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age,
Income); base n = 435; total n = 443
Q31: In your opinion, how important do you feel arts and
culture are to the Aspen community?
%
Top 2 BOX (Extremely Important, Very
Important)78%
Not at all Important 1%
Not Very Important 4%
Somewhat Important 17%
Very Important 34%
Extremely Important 44%
Sample Size 434
Missing n 9
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age,
Income); base n = 434; total n = 443
Q32: Have you been to the following places in the
past 12 months
Row %Yes No Sample Size Missing
n
Red Brick Building 67%33%427 16
Wheeler Opera
House 87%13%432 11
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender,
Age, Income); base n = from 427 to 432; total n = 443
182
Community Engagement Continued
2019 Data Tables
42
Q33: For which of the following reasons have you visited the Red Brick Building over
the past 12 months?
%
View art gallery exhibition 52%
Attend an art event or artist lecture 24%
Attend adult art class 6%
Drop-off or pick-up child from art class or camp 15%
Attend a meeting in the conference room or class in the dance studio 17%
Visit an artist studio or nonprofit housed at the Red Brick 25%
Attend a fitness class, climbing wall or program at Red Brick gym 31%
Visit the lawn area 31%
To work at the Red Brick 7%
Visit Aspen Public Radio 11%
Visit GrassRoots TV 6%
Use a public space at the Red Brick 20%
Other (please specify)6%
Sample Size 296
Missing n 147
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = 296; total n =
443
Q34: What visual arts programming should the City of
Aspen expand, if any?
%
Adult art classes 32%
Youth art classes 28%
Artist lectures 15%
Artist professional development education 11%
Artist boxworking opportunities 10%
Gallery social events 19%
Other (please specify)4%
None of these 16%
Don't Know / Not Applicable 26%
Sample Size 423
Missing n 8
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age,
Income); base n = 435; total n = 443
Q35: Which of the following are true about
your visit(s) to Wheeler Opera House over
the past 12 months?
%
I attended performances or events 91%
I bought tickets through Aspen Show Tix
(for at least one performance/event)61%
I presented or performed in events 6%
None of the above 2%
Sample Size 374
Missing n 64
Filter: FORMAL SAMPLE; Weighted: Aspen Census
(Gender, Age, Income); base n = 379; total n = 443
Q36:. What types of performances or events at the Wheeler
Opera House did you attend over the past 12 months?
%
Comedy 31%
Concerts 55%
Family shows 17%
Film 74%
Community events 37%
Other (please specify)7%
Sample Size 345
Missing n 97
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age,
Income); base n = 346; total n = 443
Q37: Please tell us the extent to which you agree or disagree with the following statements about the Aspen community
Row %
Top 2 BOX
(Strongly Agree,
Agree)
Strongly
Disagree Disagree Neutral Agree Strongly
Agree
Sample
Size
Missing
n
I am as involved as I want to be in community
activities and organizations 69%4%14%13%46%23%423 20
Aspen is a good place to retire 56%9%16%19%32%24%398 45
Aspen is a good place to raise a family 75%5%8%13%36%39%387 56
Aspen is open and accepting 73%5%8%15%44%28%425 18
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = from 387 to 425; total n = 443
183
Community Engagement Continued
2019 Data Tables
43
Q38: How likely would you be to recommend Aspen as a place to live? Please drag the
slider to a point on the scale. 0 (far left) = Not at all Likely 10 (far right) = Extremely Likely
%
Top 3 Box (8,9,10)22%
0 5%
1 2%
2 2%
3 2%
4 3%
5 5%
6 11%
7 17%
8 18%
9 12%
10 22%
Sample Size 402
Missing n 41
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = 402; total n = 443
Q39: Overall, how would you rate the quality of services provided by
the City of Aspen?
%
Poor 2%
Fair 11%
Good 53%
Excellent 33%
Sample Size 426
Missing n 17
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base
n = 426; total n = 443
184
Demographics
2019 Data Tables
44
GENDER WT: What is your gender?
%
Male 47%
Female 43%
Prefer not to answer 10%
Sample Size 443
Missing n 0
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender,
Age, Income); base n = 443
AGE WT: What is your current age? -Numeric -Merged
%
20-34 23%
35-44 15%
45-54 17%
55-64 12%
65-74 11%
75+8%
Prefer not to answer 14%
Sample Size 443
Missing n 0
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender,
Age, Income); base n = 443
INCOME WT: Which of the following best describes your household income level? (this
would include the total income from all sources for your household). -Merged
%
Less than $50k 31%
$50k -$100k 20%
$100k -$150k 14%
More than $150k 14%
Prefer not to answer 20%
Sample Size 443
Missing n 0
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = 443
KIDS: In which of the following age ranges (if any) do you have
children?
%
I do not have any children 50%
0 -1 5%
2 -5 9%
6 -10 6%
11 -17 7%
18 or older 22%
Prefer not to answer 8%
Sample Size 432
Missing n 11
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n
= 432; total n = 443 185
Demographics Continued
2019 Data Tables
45
MONTHS/YEAR: About how many months out
of the year, if any, do you live in Aspen?
%
less than a month 0%
1 month 0%
2 months 0%
3 months 1%
4 months 0%
5 months 1%
6 months 1%
7 months 1%
8 months 1%
10 months 3%
11 months 2%
12 months 88%
Prefer not to answer 1%
Sample Size 431
Missing n 12
Filter: FORMAL SAMPLE; Weighted: Aspen Census
(Gender, Age, Income); base n = 431; total n = 443
OTHER RES: You said you live [pipe: D4] per year in Aspen. Where is your other place of residence?
%
Elsewhere in the Roaring Fork Valley (Rural areas, Snowmass, Basalt, Glenwood Springs,
etc.)10%
Outside of the Roaring Fork, but on the western side of Colorado 0%
Front Range of Colorado (Denver, Colorado Springs, Boulder, etc.)3%
Another State 57%
Another Country 13%
Prefer not to answer 17%
Sample Size 57
Missing n 386
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender, Age, Income); base n = 57; total n = 443
TENURE: For how long have you been living [pipe: D4]
out of the year in Aspen?
%
This is the first year 3%
2 -5 years 17%
6 -10 years 16%
11 -15 years 10%
16 -20 years 9%
More than 20 years 45%
Prefer not to answer 1%
Sample Size 424
Missing n 19
Filter: FORMAL SAMPLE; Weighted: Aspen Census (Gender,
Age, Income); base n = 424; total n = 443
OTHER DEMOS: Finally, please check each of the
following that apply to you:
10 %
I own a 2nd home in Aspen
(vacation home, rental property,
etc.)
2%
I work in Aspen 74%
I own a business in Aspen 15%
None of these apply to me 19%
Sample Size 431
Missing n 12
Filter: FORMAL SAMPLE; Weighted: Aspen Census
(Gender, Age, Income); base n = 431; total n = 443
186
INVITATIONS TO TAKE
THE 2019 SURVEY
187
47
Invitation Letter (1st thing to arrive)
Reminder Postcard (arrived 2 weeks after the letter)
188
VERBATIM COMMENTS
FROM 2019 SURVEY
189
Keeping Aspen
a Great Place to
Live, Work and Play
190
Overall, what suggestions do you have for keeping Aspen a great place to live, work and play?
50
•Wages must increase to match the cost of living.
•Enforce speed limit speed bumps in neighborhoods repair roads, fences, potholes maintain
parks better Don't close public parks for so long for private events -Polo, Food and Wine,
etc. Enforce parking regulations Don't allow vehicles to park on City land.
•1. Make affordable housing GMQS compliant. Current system favors employees over other
residents -that is discrimination. Dense Employee development overwhelms
neighborhoods with cars. Small units don't meet real need for people who want to make
Aspen home. Midland Park is an example of adequate land for such development. 2.
Enforce all parking regulations -no "complaint only" (72 hour) enforcement. Reclaim city
property where private property owners park on land that should be sidewalk, and claim
the exclusive right to do so -Examples: 100 West block of Hopkins north side; both sides of
West End between Cooper and Hopkins; west side to 4th Street between Main and Hopkins
(Boomerang and Innsbruck) 3. We have more than adequately preserved our history.
Historic Preservation has become an industry with overly staffed city department and
bureaucracy, and its attendant cost. 4. Finish the Sidewalk Plan. Don't wait for development
to pay. Aspen is not nearly as "walk-able" as some think -particularly in the winter. 5.
Either clear sidewalks of snow or enforce the rules that require homeowners to do so.
Otherwise -continued NOT walk-able. 6. City Government need to first care for its resident
citizens. "Global Warming" Climate Action? Hooey! Plow the streets, build sidewalks,
provide clean water, clean restrooms (and more of them). 7. Support Pitkin County in
addressing the need to meet aviation industry standards to allow modern aircraft with
capacity of up to 100 passengers and large (G550 type) private planes. Our second-home
community members bring huge economic benefit to Aspen. Welcome them. Don't allow
the NO (Woody Creatures) to selfishly slow the process down. GET THIS DONE NOW. 8.
Charge full value for private use of public land -special events must pay their way. Food
and Wine should not be allowed to ruin Wagner Park every year. Charge the full cost of for
use which includes repair -100%
•The new bike path over castle creek bridge has changed my commute for the better. I take
my 3 year old and a six-year-old over it and don’t have to worry about them falling into
traffic. I also use it to get to the Meadows and to drop my kids off at daycare. More
designated bike paths with no through traffic in the west end would be great -Especially to
get to the yellow brick. The crossing of cemetery lane on a bike on The Bike path is scary.
Some people stop but the other lane doesn’t. Or the cars speed through it to slam on their
breaks at the red light. I would love a raised cross walk and lights.
•Affordability for the working class. more affordable food options, clothing options, etc.
Make people not "have" to buy off of Amazon because its the only option or the cheapest
option. City Market is a great asset to our community because the grocery prices in my
opinion are affordable. Employee housing is so important to keeping workers in the valley
and in Aspen specifically. My wife and myself just bought a unit at Burlingame and it has
made our lives so much less stressful because our cost of living has went down significantly.
I want more people to have the option to buy an affordable home.
•Enforce clearing of sidewalks in the winter on the pedestrian routes, esp. Hopkins south
side and 7th street east side.
•STOP THE DEVELOPMENT!!!! way too much traffic we do not have the infrastructure to
support anymore traffic or a larger airport.
•The BIG issue that effects quality of life in this town is the commuter traffic. The City of
Aspen must do something about the S-curves. It is interesting that this survey didn't even
address the commuter traffic problem. It seems that the City doesn't think it is their
problem to solve but it is the BIGGEST problem facing the town!
•The city should NOT act as developers of housing. You would think one would learn from
past mistakes.
191
Overall, what suggestions do you have for keeping Aspen a great place to live, work and play? (continued)
51
•MORE AFFORDABLE HOUSING AND RASING TAXES ON PROPERTY OWNERS WHO DO NOT
LIVE HERE MORE THAN 6 MONTHS OUT OF THE YEAR. THEY ARE MESSING UP OUT
REALSTATE MARKET FOR REGULAR FOLKS, PLUS WE CAN BENEFIT FROM THE TAXES.
HAWAII DOES SOMETHING SIMILAR SO THEYRE LOCALS CAN HAVE A CHANCE OF FINDING
HOUSING.
•Having more free events or scheduled activities for locals to get to know each other more
•RFTA is unfortunately strictly for the Ski Co during ski season. The bus schedule is horrible. I
decided to strictly to use bus service all summer and not drive, including going to Glenwood
Springs. So for the past 5 months I didn't drive unless I was going out of town. The buses
going up and down valley, that service can be better. They have BRT however not many on
weekends. High summer season people are standing on the BRT and especially Local. The
buses in Aspen are great! Great service! Going to Snowmass...not so great. Real hassle.
When you get to intercept lot, you can wait anywhere from 30-45 minutes before a bus
shows up. I feel the new city council and the new mayor will amp it up and do better. I see
them reaching out to the public, such as this survey, to improve on communication. I'm
excited to see what they can achieve. I moved back 11 years ago and that is when I became
a member of Amazon. I can't afford to shop here so I am a really huge fan of Amazon. I do
hit the restaurants that have off season specials so that helps me refer visitors to certain
restaurants. The fourth of July parade was lacking because the local businesses ( Prada,
Gorsuch, Ralph Lauren, Gucci to name a few) aren't going to have a float to thank the locals
for their patronage because no one can afford to shop in these stores. That's what
community is all about. Now the parade consists of rafting companies spraying people (not
complaining about the nice cold spray on a hot day though!) The city or the chamber needs
to encourage more participation in the parade so it's community based. Good luck to the
new mayor and board. You have a full plate however I'm confident you can clean it up!
•I have been working doubles for the last 7 years in order to afford my life in Aspen. I want
to see more opportunities for locals to grow and invest in the city rather than bringing big
money from other states and cities. We locals love this place, we know every trail, every
playground, we are the best resource this town has. Take care of your locals, we make
Aspen happen all together. Offer us ways to keep contributing to our community, to grow
and to keep the Aspen idea alive. Create programs for locals to start or expand businesses,
guides and competitive loans would be a good place to start.
•Aspen needs to become a more development friendly community. 18 months-24 months
for a building permit is a major deterrent for incremental market rate housing.
•A friendly, informative police presence around the mall and the downtown core would be
helpful in helping guests-and residents-follow guidelines for appropriate behavior such as
loose dogs, bikes, skateboards, etc. on mall and sidewalks, and might cut down on purse
snatching and theft from shops. who wouldn't want a selfie with Aspen's finest?
•More workforce housing for purchase.
•Improve affordable housing for families to include larger units and single family homes that
are still affordable.
•Building affordable housing
•Direct every decision based on the culture and values of the community that has developed
from an understanding of our history and a clear vision for the future.
•Whatever you do, try to be friendly
•It's a dream to live here. Thank you
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•Stop allowing wealthy developers to close down/tear down/renovate/replace Aspen
institutions that give this town its character—and give locals places to go—Johnny
McGuire’s, Weinerstube, Paradise Bakery, Little Annie's, Cooper St. , Bentley’s etc. etc. etc.
Also stop allowing businesses to occupy prime retail space in the core with useless things
that can only be fronts for money laundering operations by unsavory foreigners and
domestic mafia. I.e., empty art galleries, luggage stores, and Lora Piana.
•Keep real estate investors from taking over the market. Large homes used as lodging for
non residents. Try to keep the real estate balanced
•Get a DMV office back here.
•Sure its a great place to live -IF YOU CAN AFFORD it ! I think we all agree on that . Yes a
great place to raise a family and to retire but WHO CAN afford it? Sure we want all the
things mentioned in this survey like housing, parks and swimming pools but CITY of Aspen
cant afford providing all that either.
•Develop more outside of the roundabout to help lower congestion in Aspen proper.
•The Planning and Zoning requirements have gotten out of hand. Let's get more
coordinated, faster service, and less complex
•Add more parking in the core. Make traffic easier during commute times. Expand the
downtown core a few blocks in all directions. Add more musicians and fun areas for
families in the summer months downtown.
•Change attitude about drugs (it's too approving) enforce idling law less construction--aspen
is one big construction zone, because of this, if I didn't live here, I wouldn't vacation here.
•Support opportunities for coworking, economic diversity and the entrepreneurial
community.
•Get rid of Food and Wine event in Wagner Park! Build another under ground parking
garage in town. Build a much bigger airport with a lot more long term PARKING! Thank you.
•The affordable housing is great, the only problem is that the HOA due are really expensive.
At this moment I am paying $700.00 of only Maintenance and Trash. I am almost paying
the same amount of my affordable housing that I got from the City. I have been living in
Aspen for over 20 years and I raised my family here and I love it. I hope that they can be
more activities for the new generations and they can focus less into the bad influence.
•Consistent interpretation of the land use code by all employees reduce certain city staff
efforts to apply non required items for applications that gives the applicants the run around
•City owned vehicles should be stored off street
•Keep some of the current city office spaces in place. The locations are fine. Thank you for
all you do! It's great!
•So many people take their dogs on RFTA and say they are emotional support dogs and they
are not I think all dogs (if well behaved and people) should be allowed on the buses) I
would leave my car at home more. Also we need a enclosed dog park as not every dog does
recall More education of visitors and residents to pick up their dog poop-too many loose
dogs poop on lawns trails and city streets -fines for dog poop? I pick up my neighbors dog
poop daily as they don't think their dog poops when they let it out of house free to run the
neighborhood I spend money to keep my grass and flowers nice and its city property and
dogs pee and poop right in my driveway as well-its not nice!
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•Visitors and local pedestrians should not be allowed to J walk obliviously around Aspen. I
have had pedestrians walk in front of my car when the signal says don't walk. It seems they
have the rights to do what they want.
•Curb development, offer more affordable restaurants, offer more senior services, support
the occupants of affordable housing, enforce dog rules, cater more to the locals instead of
the wealthy.
•Alternative transportation options such as rental e-bikes, rental Electric Vehicles. Convert
more city vehicles to electric or CNG. Reduce traffic flow into and out of town during peak
hours via alternate transportation, 4 lane the last part of 82 into Aspen. More underground
parking. More secure bicycle parking. Subsidize hostel-like accommodations. Reduce core
projects involving high-end retail with penthouses on top. Reduce FAR limits on single-
family residences.
•Make housing affordable For someone that makes $10/15 per Hour.... and allow them to
VRBO if they are on vacation or away to make a profit
•Affordable housing to purchase and childcare within city limits for working families.
•Get rid of frequent offenders of social norms. Ensure compliance with current laws and
advisories such as 1) leash dogs when walking, 2) halt engine idling (NEVER enforced!), 3)
punish litterers
•Help taxis thrive, we need them. Stop promoting silly initiatives, like Mobility Lab
Encourage bicyclists to obey traffic laws: Stop making stop signs optional!
•More affordable housing. So many of my friends had to move away because they couldn’t
find housing.
•In order to figure out housing and other issues, these need to be thought and solved
REGIONALLY. The City alone will not solve these without collaboration with the entire
valley.
•I have been here 40 years. Aspen is not as cool as it once was. The AAM (awful art museum)
wrecked the core-it is obscene and never won a Pritzker for architecture-that was a lie told
to this town. Next: It was sad that members of cc were willing to endorse a lousy project like
Lift One/Gorsuch with little vetting-just 'follow the herd-And willing to give 4.36 m to this
and ignore the very astute comments the city requested? Good development like the care
going into preserving one wall of say the Crystal Palace (Owl Cigar wall), hopefully , needs to
be done with lots of careful planning-not the mess and cheerleading of Gorsuch Haus. This
has brought great divisiveness to this community: In all my years here I have never seen cc
offer money to developers, and they would not to others.... not named Gorsuch/ Brown-go
figure cause we are, at the end of the day a liberal progressive town and don't really want
the Gorsuch -Faux Haus name plastered on both ends of town, (think lousy Supreme Court
awful names... right up there) we don't want the loss of conservation zoning to lodging...
glad its crashing And we need not just endless affordable housing..... but mid range
somehow free market to become viable again. I have no idea how. Kind of sick of so much
APCHA emphasis and not enough on free market. I pay what would be considered a lot in
monthly free-market rent, and still hard to come by-( 3000/ mo.)
•Please stop ignoring our votes and STOP taking away parking spaces to bump out curbs and
why in the world would you spend all that money on the police station and not provide off
street parking? Instead you took away citizen parking and built a stupid outdoor park area
next to your building! This sort of stuff is what makes people hate the COA government.
Then you have the nerve to raise our taxes, and we can't park to do any business in town so
the cops can picnic and take a deep breath.
•Keep the youth educated!
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•The city should encourage more free-market commercial development, not alienate it,
because it's a huge driver in maintaining (if not increasing!) the average citizen's income
and standard of living. The City goes out of its way to discourage such economic
development, which is sad and misguided.
•Have lived here 50 yrs. and loved every minute but to start out here at this time would be
having no housing, most likely poor housing, or too expensive. Don't evict seniors upon
retirement from city housing!!
•Fix the playground at ruby park.
•Make it more affordable and supportive for the working class to work and live in Pitkin
County long term.
•Strong focus on creating more affordable ownership housing for us middle class year round
residents in the mid to upper valley, continue with enforcing compliance with housing
occupancy rules (continue catching people cheating the system), expand wecycle program
by adding more docking stations(ABC, buttermilk, intercept lot if there is a way to get from
intercept lot to Rio Grande), add fat bikes and ebikes/efatbikes to wecycle program to carry
bicycle share program throughout the whole year(even if cut back somewhat for winter
months, still have the availability to check out a free bike as needed, fat bike/e fatbikes
being helpful to motivate people to continue riding in non dry conditions),
•Invest in your people, not logos and mobility labs and redundant walkways. Invest in
composting, recycling, quality housing for families and real salary raises for your amazing
COA employees. Encourage the leading employers (COA, Aspen School District, AVH, and
SkiCo) to band together to create a child care complex for their employees with coverage
catered to their needs for off hour, holiday, and night shift workers.
•It needs to be a more affordable place to live, shop, and eat in order to be sustainable. I
love living here. I would LOVE to raise my family here, but financially that is not possible
without working 100+ hour weeks like I am doing now. That leaves me little time to enjoy
doing the things I love.
•Require that all rental bicycles and e bikes have BELLS.
•Don't settle for status quo. Keep looking for ways to improve quality of life.
•Wash the streets to get rid of PM 10-using a dry street cleaner makes a dust storms-
washing the streets reduces dust
•More attention to punishing speeders, people who do not keep dogs on a leash and
littering.
•Add a bus route in the ABC, N40, and CMC. Encourage ebikes instead of driving. Have an
ebike lane if people are concerned about their speed on the path. There are frequently
homeless people and people who look like they are on drugs wandering around near the
ABC, N40, and CMC. An officer monitoring the area could help.
•Housing and cost of living needs to be more affordable. Commercial space rents are too
high, restaurants and mom/pop shops cannot survive. There are too many high end stores
that normal locals cannot take advantage of. The town is too catered to the rich, need to
get back to roots and be about the skiing/environment/community/lifestyle.
•I believe this is the greatest place in the world, so I am not sure what more I might add
•Aspen is not a community, it has become an events and raising venue. Full time residents
not in subsidized housing are ignored.
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•Develop innovative ways to encourage communication.
•More affordable housing. Nothing else matters. I have ‘bid’ on every single available unit
for 6 years. Nothing. And even if i did ‘win’ they are in dismal condition. I would never
choose to live in any unit that I have bid on but, really don’t have a choice do I? I suppose in
the end nothing else matters. There will always be a willing supply of people willing to
sacrifice pride in themselves for the opportunity to make just enough money to serve the
extreme upper class that are the true citizens and focus of Aspen. Not the schmucks that
live in SUPERFUND housing full of mold.
•Make it more avoidable for iconic independent business (like Paradise bakery, for a recent
example) to not lose their lease due to greed. I've seen too many small businesses
disappear this way. I know they may just move but....
•It is a real shame that the few main commercial property owners care only about their
bottom dollar and the town is losing places (or they are being displaced) that are accessible
to the people who live and work here (Aspen Over Easy, Paradise Bakery, soon to lose
Domino’s and Bamboo Bear). Capitalism still needs to have a conscience, and the eagerness
to collect the highest rents at any cost is having a negative affect on the full-time local
community.
•Stop destroying houses in order to replace with mansions. dramatically cut down on
construction--residential and commercial. Stop building more employee housing until you
have dealt with fraud, under-funded HOAs, deferred maintenance and how to deal with
employee units when the workers have retired. We cannot build our way out of the
housing problem--some people have to surrender their units upon retirement so workers
can move in. Dramatically reduce the allowable FAR for free-market houses. Our town does
not benefit from mansions that are always empty and then sold for millions only to be
rebuilt.
•1. Stop horrible new construction such as the Sky Hotel which blocks our view of the
mountain. 2. Somehow get rid of the useless high end shops and replace with local shops
that locals can enjoy and afford. 3. Increase historical retention requirements to try to
preserve at least a bit of the almost non-existence "old Aspen" from the 60's. 4. Make use
of highway "cone" and the old bridge to provide two way in...two lane out of Aspen in a.m.
and p.m. respectively!!! 5. Develop detailed evacuation plans for each resident and send
them the details. 6. ENFORCE required affordable menu prices at City sponsored venus
such as the restaurant in the Wheeler. 7. Require our Art Museum to sponsor some less
that super-super modern art such as decorated toilets...perhaps a Monet or two. 8. Don't
let them take away our ice rink. 9. Stop the motorized scooters before a pedestrian gets
killed. 10. Forget about the development...just build the new 1A lift and let them work
around it...we NEED the World Cup. 11. Now that the City has ousted one of our few Locals
restaurants (Tasters) why not have the City find and sponsor a suitable affordable space for
them? 12. Tell whoever schedules the bluegrass on Sundays that if a bank does not have a
banjo, it is NOT a bluegrass band. 13. Have a designated observer require buckled helmets
at the skateboard park.
•Truly affordable restaurants with "real" food...not the current "artsy fartsy" stuff. We have
travelled all over the world and seldom go out for dinner here because of the cost and the
strange mélange of food that is offered. Stop the insane commercial building...Sky hotel is
an abomination...as is the Aspen Art Museum...all too high and they obstruct our beautiful
view of Aspen mountain. How do you intend to replace Tasters??? Family friendly, food
that families will enjoy, and across from one of our iconic parks.
•Paid parking is extremely high and should be free in the spring and fall off-seasons. City
should not be receiving the fee for paper bags purchased at the local supermarkets. Traffic
in and out of town is ridiculous. Easy fixes but city officials don't want to touch it. There
should be some sort of enforcement to keep pedestrians on the sidewalks and not walking
down the streets.
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•Adjust the voting system so that AH residents don't control the vote.
•Having been born here, I am very disappointed in what the city has become.
•I believe Aspen should have a RV dump station close to Aspen so that RVers and campers
don’t have to drive more than an hour to dump their waste and then drive all the way back
through town. There’s too much driving and pollution because of this.
•Increase parking in town and at Smuggler trailhead.
•Need more variety of eating places. Need affordable interesting places. You have to go
down valley to find interesting food
•Get rid of the [Name Removed] Crack down on homeless people. Reduce drug and alcohol
use/availability. Close the bars at midnight. Or earlier. Get rid of the S curve. Youth curfew
at 9PM. Better street lighting. More jail time for offenders. Less spending and lower taxes.
•Fix the traffic in and out of town. It's embarrassing, not green, frustrating and a waste of
time. Get rid of the s curves and build a straight shot across Marolt open space. Also get rid
of the roundabout and have underpass/merge lanes to Castle and Maroon Creek roads.
Many people are not going to take a bus or ride a bike. Those who can already do so.
•Focus on the working locals. I fell like most of the development in town is focused on
making Aspen a place that is fun, easy, and exciting for people to VISIT. Which is great
unless you live here. Every time that the city adds an amenity or makes an improvement, it
seems to be for the benefit of visitors and not the locals.
•More affordable housing for purchase. More rangers watching for dogs off leash on trails.
•Find improved ways to communicate CoA stories/info that reduce the community reliance
on biased, inaccurate and agenda driven stories in local newspapers.
•Provide more affordable housing options for families. Provide more daycare for families.
Employment recruiting is super hard in the valley and almost impossible for current or new
families to find housing and daycare, let alone affordable options. Our childcare bill is as
much as our monthly housing cost.
•More affordable family housing from purchase.
•Listen to the working class.
•Appreciate new Hallam Street Bike/Ped Way to promote safe bicycle and pedestrian travel
through West End on north side of Main Street.
•Continue to support efforts for working/retiring locals to remain in affordable housing.
•1) Heavy Taxes for "Second Home Owners" based on square footage of house, use funds to
support APCHA deficits. 2) Find a way to place affordable shopping and restaurants in
Aspen, even if that means REAL improved development of the ABC with restaurants and
affordable shopping opportunities. Decrease the need for Aspenites to go down valley. 3)
With affordable housing, create affordable business spaces. No need for more art galleries
in Aspen.
•Keep the recycling center by Rio Grande. Educate us on how to recycle properly. We still do
not know how to do it correctly. Make it safer to walk down the streets and sidewalks and
let people know bikes are NOT allowed on sidewalks that is why the bike lanes were
created. I am tired of jumping off the side walk for ill informed visitors and riders. The
handicap curbs cause a lot of falls, how do those get fixed??
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•Upgrade Glory Hole Park by getting rid of the asphalt path and trimming the trees.
•There should be more options for locals to transition from the AH program into Free
Market or RO housing without having the added expense/time delay of all of the
requirements placed by the city of aspen. Perhaps there is a better way to help locals who
are making this their home and are part of the community.
•It has come to my attention that Pop-up stores/galleries are being allowed to set up in
Aspen for a reasonable fee to the detriment to the permanent stores/galleries in Aspen.
These pop-ups take away customers from the permanent stores/galleries and cause them
to lose income, putting them at risk for having to close. That is not a good way to treat the
permanent shop owners in Aspen. And the city loses taxes and local employees in the
process.
•-Affordable businesses owned by locals. There is little to nowhere to buy affordable goods
for locals. -Housing availability for young people who are single but are in a category above
2 is very rare. Basically young hardworking professionals that have get to start families,
housing options are rare. And lead to many leaving. -Some parks and gardens of overly
designed and seem environmentally unstable. Consider using more native and natural
elements. -reduce the amount of vehicles in downtown. Mainly due to constant construct. -
Noise issues. Construction seems to be a constant. Downtown is never a peaceful place to
walk around. Which is very unpleasant. Perhaps Saturday should also be banned for
construction.
•Better access in and out of the City Aspen Police and other authority figures enforcing laws
and policies Financially support for the expansion of early childhood education Financially
support the expansion of day care Financially support K-12 education Address housing
options for those who now live in homes that are larger than needed Increase affordable
housing options Continue to expand green spaces.
•Get rid of the cars, build an enormous parking garage under Wagner.
•Helping more middle class households find long term housing ownership and make it
possible for retirees to stay in APCHA units.
•Just look around, there is no planning and zoning in Aspen, just one scheme or fad after
another. As a full time resident any opinion I have is pointless as we are labeled NIMBY’s
and ignored.
•I love the Downtowner and hope you can keep that going. I DON’T like having Wagner Park
closed to locals for weeks at a time, so that Food & Wine (an exclusive, for-profit event) can
trash the grass. Maybe we should each get a small percentage of the fees they pay to the
city for use of the park, as we taxpayers actually own it!
•As a cyclist, I am not involved in the traffic very much. My commute includes the wonderful
new castle creek bridge bike lane and Hallam Street. What I do notice is idling cars and
large amounts of car exhaust that I ride by and breathe. I'm in favor of the radical Zermatt
model which would make Aspen more exclusive and pleasant. I do not think we need to
make it easier (with a big new airport upgrade) to get to Aspen. Thank you!
•If you can provide affordable housing to employees, why can't the city find a way to offer
tax credits or some financial incentive to the landlords so there can be LOCAL AND SMALL
BUSINESS AFFORDABLE RENTALS IN THE CORE! Coming from DC where there are special
opportunities for small businesses, I am amazed that you cannot take some control over
the greed of the wealthy landlords. There needs to be far more affordable opportunities for
rent, local needs. I'm not saying bring back the 70s, just know that the overall town has lost
its local flavor and charm. I know you can control that. [Name Removed]
•Newborn childcare!!!!! There are no real options.
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•This town is gorgeous, but completely unaffordable. There are practically NO affordable 3-
bedroom units to buy or rent. You can't have a family unless you're willing to cram
everyone into one bedroom.
•Resist pressure from outside developers to "improve" existing structures and conditions
•Enforce leash laws and requirement to pick up dog feces. Enforce ordinance prohibiting car
idling (despite many requests to City staff, this is ignored). Construction companies could
be required to have their employees turn off vehicles and be fined if they do not. If the fine
falls to the employee, compliance would probably increase.
•Expand affordable housing versus giant homes that are empty 90% of the time. Reduce the
size of new homes. Have some more affordable places to eat.
•Expand senior activities offered, improve APCHA services, expand affordable child care
options
•More information on bike etiquette. I love the new walk your bike signs on the mall! We
needs info in newspapers about the fact the bikes NEVER have the right of way on trails
over pedestrians or horses. They need to slow down as they approach these and call out
that they are coming! We need more signs to this effect on the Rio Grande (the 1 at the
beginning is good but then they forget). Also more info re NO riding on sidewalks (unless
maybe 4 & under) and more ticketing for those who are riding on sidewalks.
•The city affordable housing for the most part is not affordable. We need housing that will
attract more family oriented people. Most of the employee housing that is being built right
now is 1 bedroom units. It puts the message out there that the city does not want family
type people.
•Keep local, affordable restaurants and shops. Stop letting developers/building owners shut
down local businesses and put in high end retail shops or restaurants that NO local will ever
go to. That takes away from the sense of community in this town. Make more
pedestrian/bike only roads to reduce the amount of cars in the core. Force people to take
the bus, shuttles, or downtowner type ride shares. Better monitor the side
streets/neighborhoods, particularly in the West End (what is the point of the pedestrian
signs if they are NEVER enforced and people just fly through there to avoid traffic on
main?). Increase child care options and make them more affordable. Kids First could take
into account net income after rent, health insurance, and other expenses, not gross income
that does not represent a family's true financial status. As for water quality in
streams/rivers, reduce the amount of pesticides allowed on lawns that will flow into the
creeks and rivers. Have more strict rules for watering lawns and enforce them (i.e.
restaurants DO NOT NEED to be spraying off the sidewalks). If we are serious about
conservation in this town, why do we cater to rich people who don't even live here and let
them maintain a perfect lawn at the environment's expense? Finally, we need a second
home owners tax. The cost of these large second (or third, tenth, etc) homes keeps real
families from living in Aspen. We have no neighbors in the West End. At least make the
people who own these home but don't live there pay a decent tax. Or make them rent out
their ADU's to families like mine. We would love to have neighbors for our child to play
with. Large buildings, like the massive homes build in our county, use a ridiculous amount
of energy. And nobody lives there. It is time to tax them for this. They can afford it.
•Keep large mass events under more strict control and move to less frequency.
•Please stop allowing the vocal few to speak and act as if they represent local citizens. They
are doing a dis-service to our community and require and incongruous amount of time in
Council meetings, the press and our lives.
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•Aspen currently lack diversity. Creating more affordable opportunities would help with
that. And there is absolutely no place for a "normal" working person to shop. No more Gap,
Banana Republic, J Crew, athletic clothes and shoe companies, even Funky Mountain
Threads for buying gifts. The Flying Circus Emporium is a wonderful addition to the town.
Perhaps more spaces that could work as a co-op situation would be beneficial. Also, I really
like the idea of creating dorms out at CMC for kids who are graduating who may not go off
to a large university, it would enable them to attend a community college and have a
college experience. While also working and staying near their hometown.
•Make sure seniors who have lived here and are retired feel welcome. I don't like it when
millennials want to kick out seniors from their APCHA units. These seniors have worked to
build this community. The current senior center is not large enough to serve the needs of
its population. I understand there is an idea being floated to possibly build a new senior
center attached to a new development at the ARC. I would like to see this happen. I would
like the City to make sure homeowners are required to shovel their walks in the winter to
make it easier for pedestrians to walk to town. Some enforcement is needed for this issue. I
would like to see more sidewalks required when all residential units are built or
substantially altered. We need more sidewalks (especially on the south facing side of the
streets). People can remove trees in the right of way if necessary.
•Control growth. Enhance affordable housing and rental housing. Diversify retail. Diversify
cost and type of restaurants. Saturday Market should be more about fresh food. Make
construction people car-pool, bus or shuttle to sites -with locked yards for equipment.
•Pay less attention to service workers (i.e. "locals") and more attention to visitors and
second home owners. They make it all possible.
•I feel the powers that be should listen to tax payers . Not just the few who are able to vote.
•Having more options for parents to leave their children in daycare especially newborns.
Affordable housing with more than 2BR
•Provide affordable housing for low income residents. This will create a more diverse
community. Also support more affordable stores and restaurants in town.
•We need more affordable housing and enforcement of the APCHA units. I am a preschool
teacher and most of the teachers drive up from New Castle or father because they are not
able to find housing. We loose a lot of our employees due to the affordable housing crisis
and we would love to retain our employees by having more affordable housing for
preschool teachers.
•Continue to support affordable housing options to sustain vitality in the community
•Housing options need to be improved for single, full-time, year-round professionals who
are priced out of the extremely low rental caps, but don't make enough for the free
market, and are therefore stuck in between with no good options. Not possible to develop
a vibrant, young professional community if nobody can find housing.
•COA & APCHA really need to focus on building safe quality housing for purchase. All of the
NEW housing that has been built since 2014 is rampant with construction defect. It is not
fair to have construction processes rushed and cheap materials used creating major
financial deficits that owners are responsible for. This is the biggest issue for me that needs
to be addressed and changed moving forward.
•Affordability of housing and childcare for families to live and work in Aspen to keep it a
community not just commuters for work. Continuous large constructions affects quality of
life in negative way.
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•Ensure that the people living in affordable housing deserve to be there. Do what it takes to
remove black ice. Begin community outreach on projects earlier. Make bikers follow the
rules and stop at stop signs. Significantly lower the cost of parking during off season.
Reduce the number of large, loud RFTA buses --substitute with more energy efficient and
quieter microbuses. Limit the amount of construction. Monitor construction decibel levels.
Ban noisy leafy blowers and lawn mowers. Enforce the leash laws and aggressively monitor
picking up after dogs. Stop worrying about Mountain Taxi, an old and outdated business
that can be supplanted by the Downtowner. Charge more to homeowners that want to
remove ADU's. Require construction workers to carpool. Enforce the speed limits all over
town; it's a serious safety issue. Phase City projects more carefully; too much is done at one
time. Improve the appeal of subsidized shows at the Wheeler.
•Keep an open discourse between the service community and the community served. The
increased amount of seasonal homeowners and their guests do not necessarily reflect the
views, activities and wishes of those who call Aspen home. Those that live, work and play
here, at times can feel marginalized by the influx of part timers in our own town. Another
important aspect to work here and have equal opportunity to succeed is to have affordable
work places available. Aspen has seen the commoditization of its rental retail, commercial
and industrial spaces and NOTHING is affordable outside of limited, if any deed restricted
spaces. It is difficult to shop, eat and play in this town given the out of pocket price to do
so. While Aspen is a vacation destination, I feel I need to vacation elsewhere at times just
to afford to live here as its cheaper to do so.
•Require a MUCH higher percentage of housing mitigation for commercial developments.
Small businesses are the ones that suffer the most from this mitigation not being provided,
because owners of these small businesses cannot compete with large businesses for
employees if there is not adequate housing.
•Use land for employee housing, not for expanding the city bureaucracy.
•Allow taxis, Uber and commercial shuttles to use the 2nd lane of Hwy 82, you know, the
one with the empty busses going up and down the valley. Don't not allow construction /
trade to take up parking spots for an entire day. If a construction project will temporarily
remove parking spaces, they must compensate by paying for spaces for citizens to use in
the Galena structure or provide free shuttles to Buttermilk and Intercept lots..
•A city counsel and mayor with greater budget experience, business experience and broader
views of actual issues including revenue generation for the city and its sources then the
existing counsel. A communications group who can create a balanced questionnaire for
community outreach and feedback. This one is biased, does not ask open ended questions
in most cases nor allows for views outside the biases to be expressed. The city needs
professionalism at its helm, something it appears to be greatly lacking. As a resident, this is
my biggest concern for Aspen. I suggest you be more inclusive, meaning, ask appropriate
questions and identify actual issues. One example is the back up on 82, which can not, nor
will be, resolved by public transportation. The city's concern for the inconvenience it has
created for valley workers, who contribute to Aspen's vitality, as well as the pollution
created you claim to care about, should be considerable. The parking in the core is another
major issue. Revenue is generated by people spending money in the core for shopping and
restaurants which supports local business. That revenue pays your salaries. Save yourself
and Aspen by opening up to ideas that may actually solve problems and support Aspen. Its
naïve to think every contributor to Aspen should live in or take public transportation into
the core. Current policies exacerbate real and serious issues you claim to want to abate.
•Make it affordable for the medium income!
•Ban outdoor fossil fuel patio heaters
•Pull more, poison less weeds less idling vehicles more energy upgrades (especially
employee housing) more composting fund employee housing. Thank you!
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•City council members and mayors are not qualified by experience or education to manage
the budget, the airport, development activities , personnel issues ,and housing issues. The
town is run on the “ buddy system” with indifference to cost and/or long term issues. The
traffic issues could be easily solved rather than having long processions of vehicles produce
massive pollution twice daily as they are stuck in traffic. Employee housing is a joke. No one
deserves to live at the center of a city at the expense of others. Tradesmen need access to
the city by vehicle-commuting options are readily available to other workers. Every city on
the globe provides transit to the core-not subsidized housing for people working in the
core. Developers are not the enemy. The city’s reflexive “ no’s” just elevate cost and
complexity. The colossal stupidity of our elected officials is evident by the botched firing of
the city manager, the idea that the same people were qualified to hire the next one. The
unused corridor on the bridge into town ($4 million) the empty Downtowner, the fool that
runs the parking department, the compromised parking in the core due to the subsidized
bicycles. This town makes Mayberry look like it’s run by geniuses. This community is under
managed, over staffed, and hugely over regulated.
•Without some sort of commercial rent control, we will continue to lose our locally serving
businesses. The next thing that's probably going to disappear is the SCI zone and that will
be the end of any affordable services in town. We already cannot buy reasonably priced
clothing and household goods (yes, I know Carl's has some of the latter upstairs, but have
you priced them? And they own their building!). Gas prices are ridiculous, so locals buy gas
down valley. Also ridiculous is the 9.29% tax on food. The annual rebate is an insult. With
the billionaires pushing out the millionaires, this city is only going to get more expensive
and exclusive, so good luck to the working population who try to 'live, work and play' here.
•It’s a great community but if you don't have family money or money from working in the
city it is impossible to be a homeowner here. the choices of affordable housing for families
are slim and if you are in the highest categories that are zero choices of properties to
choose from.
•I had trouble answering the economic question as to their overall meaning as to level -
which way the question/answer went. Those questions were very early in the survey one of
the first 5 maybe. What I wanted to say was that I feel that Aspen is way too much
overcrowding the community and the tourists with too many tourists and too many new
and built up buildings. We got the way we are -as to popularity and rating because we
were NOT just another mall/overrun with people place. We are not almost just another
mall/strip mall and totally overrun with traffic and people -cranes and building -detours
etc. It's time to cut it back totally. Remember the [Name Removed] years -those were the
ones that made us what we are. [Name Removed] was a friend and a great lady, but as
mayor, I'm afraid even though I voted for her that she turned it all around and was a
champion of infill and upbuild -which I feel was too the detriment of our charm. Let's
remember charm and calm and a great place to be when looking at new building and new
licenses. Thank you.
•Less development of any kind.
•Less housing infill, more green and open space. Less overall construction. More honesty
with P&Z members at open meetings.
•Make it affordable for working people
•Improve parking, paint lines for parking spaces everywhere in town. Limit construction
parking. Limit residential construction, but help commercial construction. More garbage
and recycling bins around town. Fix potholes and streets Change to 24 hour parking on Vine
St so people can find parking for Hunter Creek trail Enforce no bicyclist's on sidewalks,
crosswalks and going against traffic!!!!! (Even Aspen police) Not put restrictions if a
restaurant and other businesses can go in commercial spaces in town, due to noise
inconvenience to residents above or nearby. It is the downtown! Where we want it vibrant
and full of life!
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•The overall pushing out the middle class and locally-owned restaurants is the greatest
threat to the culture and feel of what Aspen has always been, a real town. That is a key
differentiation between us and other high-end vacation areas. It is extremely difficult for
locally-owned restaurants to survive nowadays due to a number of factors such as
employee housing and commercial core landlords jacking up prices and simply renting to
out of town interests who can afford it (but don't have any staying power) or high end
retail. If the vitality of the downtown core goes away then Aspen really just turns into a
boring retirement home. Restaurants also can't find employees and have to continually
increase wages beyond what is sustainable for the established -These 2 factors are directly
related to the employee housing issue.
•Back off on regulation, rules and enforcement of the excess of rules in the community. I
hate that the Aspen Police wear bullet proof vests. Bullet proof vests and excess patrols
and vehicles create stress for the community
•Affordability in housing, more choices in shopping at affordable prices, AFFORTABLE
OPPORTUNITIES TO EAT OUT
•It's a great place live if you can make it here, lots of good jobs but it's so hard to find a place
to live and for childcare options. I know a lot of people who leave because of those two
reasons. The outdoor opportunities are amazing, and we have so many great parks and
open spaces and places to walk around and get outside. I wish more average people could
enjoy living here and not just the ultra wealthy. As a business owner and employer, it's so
tough to see our employees struggle with finding housing, and the pressure it puts on us to
pay people a certain wage makes keeping our doors open harder every day. We really need
more affordable housing to rent and to own.
•Cut the city employees; cut regulations; encourage people to move to Aspen because less
regulations and rules set by people who have no skin in the game.
•Aspen MUST control VRBO's better. There are currently no regulations that allow the City
to manage the activities of short term rentals -no matter how disruptive those activities
are to the long term residents of the neighborhood. Leaving it up to the police is not an
acceptable management tool. VROB landlords who repeatedly rent to loud, disruptive,
parting tenants, should have their license revoked.
•Housing, housing, housing. We are losing supposedly affordable places -Smuggler Trailer
Park is prime example. Buyers do not derive their livelihood in Aspen. Possible, it is now
worse than North 40. Multi millions to buy, then half a million to develop into home. With
the heightened quality and cost, and the 6 mo. residency requirement, it has become
appealing to more part time homeowners. Part time homeowners didn't want to live next
to the dishwasher in the double wide, but move in next to the established realtor, out of
town lawyer in their hi end homes -sounds perfect to the NJ part time homeowner. Too
much fraud has gotten us to this place. This is just one example.
•-Reduce the scope of the affordable housing program; jobs should drive demand rather
than the availability of an unlimited supply of units driving demand; focus on carrying
capacity —you can’t get 10 pounds of something into a 5 pound bag; manage what we
have before shaking down development and those living in free market housing for more;
get tough on corruption and noncompliance. -Reduce the size and waste of government; a
$120M budget for a town of 6K is absurd (even allowing for seasonal fluctuations in
population); focus on essential services (the proper role of government), rather than
utopian social engineering.
•Maintain age diversity in the population--don't kick seniors out of housing. Reduce traffic
congestion--incentivize other transportation types. Build high-quality APCHA housing that
doesn't become a major maintenance headache. Incentivize "essential" community
businesses/services (ACE Hardware, Paradise Bakery, the Ute) to stay in operational.
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•Increase incentives for parking at Buttermilk and Intercept lot and taking shuttles/buses
into town. Perhaps I person per week winning a 100$ prize for parking there, and 1 person
per year winning really big 5000$, Put covers on more of the bus stops. Install more bike
racks and cover some of them. Provide opportunities for volunteers to cut and remove
dead brush and trees using non-power tools such as Japanese pull saws and rakes. Leaf
blowers should be outlawed. Brooms and rakes should be used instead to reduce noise and
air pollution. Install a full scale and fully operational replica of the hydraulic mining
contraptions they used in California in the 19th century. During the winter it would be a
great mining town conversation piece, and in the event of a wildfire it could be used in our
defense to keep Aspen from turning into Paradise.
•Enforce the leash law. Build more bus stop shelters. More places to lock a bike.
•Please fix and restore OTA (over the air) TV broadcast. I know the power is out. But it
seems this could be fixed before 2021! (The current estimate) community & public TV is an
important way that the city can reach it citizens. It is also a critical way to inform citizens of
emergencies and provide necessary civic information to those who do not have cable -an
every increasing number. This current lack of communication should be alarming. I urge the
city to address this shortage with the urgency it deserves.
•The P&Z has a lot of power, the board is not elected. The citizens should receive more
information about what projects are going to be on the P&Z agenda and also how the
board voted. Either the paper should cover that or the radio.
•The building process for locals to renovate or rebuild is onerous. I understand the reason
for bureaucracy in trying to control spec home development and enormous mansions, but
it unfairly puts price tags on people who likely can't afford it. Between fees and the lengthy
process, the system prevents laypeople from being able to navigate it without hiring an
expensive contractor.
•I have a very important suggestion. With the growing presence of teenagers, adults and
children at Stillwater bridge during summer months, there needs to be -implementation of
safety protocols for bridge use for jumping and recreating. There was and still is a fallen
tree right in the area where kids are jumping from the bridge. -Speed of cars coming down
pass with little/no warning of the bridge activities -the whole SUP and float is out of control
at both put in at wildwood and put out at Stillwater....I have some ideas about that -There
is no "official" park or place to swim and recreate except for that hole at Stillwater....why is
this the case? We have Anderson park property just down the street with the ability to
have that could be converted to a swim area/ hot tub/ convert two smaller miners
buildings into dual temp saunas European style This would take pressure off Stillwater and
provide a safer outdoor / river swim experience that would be a step up from Herron park
toddler/dog park experience. I would love to meet with the committee on this idea. –
[Name Removed]
•More affordable options for middle class Housing restaurants retail
•Stop encouraging more people to live here. It's a great place to visit but by building more
employee housing there will just be more and more people who move here. It's ok that
people move away because they can't make it work here. The people who do stay and the
ones willing to fight to make it work.
•Update and expand the airport
•Fix the traffic in and out of the city. Reduce mega construction, such as Lift One. Stop giving
developers breaks on things council members claim is important to them. Put new voices
on city boards. Add affordable shopping opportunities for basics. Give locals breaks on
parking in the core. Insist on more parking from developers.
•Make it affordable
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•Better road sign visibility on side streets. More and better street number visibility on
residences and businesses.
•Less marketing and more conservation. Protect the quality and size of community
•STOP ANY GROWTH THAT GENERATES THE NEED FOR MORE EMPLOYEES OF ALL TYPES WE
ARE FULL! & BECOMING OVER-TOURISTED LIKE VENICE. ETC. LIKE MONACO, HAVE
BECOME A HAVEN FOR REAL ESTATE INVESTMENT PORTFOLIOS & MONEY LAUNDERING
•A total overhaul is needed to better balance the needs of the full-time community over
tourists. The level of construction around town is untenable. More needs to be done to
pace construction and mitigate impacts. The emphasis on biking everywhere is overdone.
Black ice needs to be properly treated during the winter. It's hazardous to walk around
town. The City needs to do more to enforce the speed limits. There are too many RFTA
buses that are adding to the congestion where the ridership levels cannot be supported
(buses whizzing by with few passengers). The affordable housing program is broken.
Instead of more, more, more, take a careful look at the existing inventory and enforce
compliance. Enforce the leash law and fine people who don't pick up after their dogs. In
general, government needs to take swifter action and stop pandering to the squeaky
wheels. Aspen is overcrowded, too expensive and has lost its uniqueness.
•More affordable places to eat and shop!! I am sick of driving to Glenwood or Denver!
•Quit charging so much for parking in town outside of peak times. Parking should be free in
the offseason.
•Be more accommodating to people brought up here with housing. APCHA is becoming too
tyrannical, consideration should be given to how people enhance the community
•Take into consideration what we town-folk have to endure when you give out development
permits...the dust, noise, parking, traffic, etc.. We don’t really need a fancy new business,
but we suffer through it, to its fruition. When is it enough ? Are we a community, or a
commodity? Seriously... Oh, and don’t spend another dollar on promoting our town. That is
simply a waste. We are already too well known.
•Keep the "straight shot" from ever happening!
•Don't let developers ruin our town
•Need for expansion of lodging and commercial is a myth. The development goal is to
generate short-term financial benefit. Virtually no recent development contributes to
affordability or adequate employee housing, only aggravating the Hwy 82 commuting
problem. Summers have become over crowded and stifling. Reduce number of special
events in shoulder seasons.
•Very few affordable food, clothing options. After hours activities for non partier/ drinkers
•Lack of affordable housing, events, restaurants hinder my participation in the community.
In a retail position, I can not afford a 75 dollar dinner for myself, making it 150 for my
spouse., or a 190 dollar jazz fest ticket for myself. Last winter there were at least 22 pop up
retail establishments, meaning if each had a minimum of 3 employees 66 workers were out
of work after the season. However, there are still rent bills, car payments, insurance bills,
food and gas bills to pay. There is no work for another 2 months. Unemployment is a very
poor option to keep your head above water. I have been here 35 years, and am still
struggling. It is only getting worse, not better. I am ready to leave and retire away from this
financial nightmare.
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•More affordable shops
•-Make composting mandatory for businesses and residences -work to create more
affordable housing! Thanks for listening.
•City is not transparent and secretive about it's agenda. It's public outreach is a joke and the
city doesn't play by the same rules it enforces.
•The healthcare in the region MUST improve. My husband and I retired early and moved to
Aspen full time. After living here three years, we know that we will not be able to stay here
permanently because of the complete lack of quality healthcare. If any serious health issues
arise, people in the valley must go to Denver or risk terrible consequences. This is very
unacceptable.
•Address traffic issues housing for service workers support out schools by including schools
in the City's plans and benefits!!!!
•Develop a good housing program/method for RIGHT-SIZING & RIGHT-NEIGHBORHOODING
between owners of deed-restricted units ---neighborhoods that are SO VERY KIDCENTRIC
and PETCENTRIC (or are much less so) are just as important as unit size, for the sake of
"quiet enjoyment" of one's living space---sort of a unit exchange, where you can shop for
something you'd rather have (because it really would make your life better), and then do a
regular buying/selling arrangement, but somehow WITHOUT BRIBES being tolerated---it
would be tough to develop, but I hope someone is thinking hard about it.........
•Improve Aspen elementary and middle school. Help families. Aspen is too contradictory -
supports vehicles but focuses on environmental activities. Improve playgrounds, basketball
and skatepark-have ice cream socials with police at skate park for educational
opportunities (give out helmets, etc.).
•Please keep locally-owned businesses viable. Tasters is a perfect example of the City
causing a business that served an extraordinary number of people with excellent food,
service and pricing. Why didn't the City offer to try to accommodate Tasters while the Taj
Mahal was being built? Is Skippy in tight with Sarpa? Make the permitting faster and less
burdensome for small projects and small $$ projects. These types of small projects should
not take months to permit. Don't do back-flips for major developers by giving away
variances (parking, employee housing, height, etc.) to them no matter what is offered in
exchange. What is offered in exchange is not worth the variance. (Ex. Mark Hunt) Make
developers proffer up a 20%, non-refundable deposit, based on the cost of the project, to
the City for all the city-employee work they cause. (Ex: Lift 1A/Gorsuch, Sarpa, Mark Hunt's
projects) Really appreciate the letters that [Name Removed] sends. Thanks to City Council
for limiting the height of new buildings in town to 2-stories. Thanks to City Council for the
respect it is now showing to people who talk at Council meetings. The prior mayor would
often be rude to people he did not agree with.
•Reduce building department regulations and red tape. Fees are too high!
•Do what you are doing now –ask
•4 lanes in, 4 lanes out!
•Enforce laws: stopping at stop signs in the West End; speeding thru the West End, riding
bikes on sidewalks in town, jay walking -everywhere. When I moved here in 2000 I thought
it was a great place to live. No longer. You take your life in your hands to walk the dog thru
the neighborhood. Many locals resent second home owners & tourist -which is
unfortunate because without them there would be no work for the locals and certainly not
subsidized housing.
•City government needs a watchdog
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•Stop developers from building spec houses.. Lodging would not be $500.00 per night if
property taxes were lower. Do not need new city hall for 40 years from now. Did not need
a new hospital when Grand Junction and Glenwood totally improved their facilities. Do not
need new curb and gutters when they were improved a few years ago. Do not need the
Wheeler improved. Do not need a new Airport. The entire last City Council members should
have been recalled for presenting a ballot question that was all one sentence. That council
knew there was a drastic shortage of employee housing....their actions showed they did not
respect the environment nor what that much development could cause. There is absolutely
no need for two hotels in Lift one corridor--bringing more trucks, traffic , no employee
housing etc., etc. If this city council has real care for Aspen, environment wildlife and even
child daycare they will place a moratorium on the future development of that area. Aspen
Ski CO can do whatever they want about a chair lift, This point also brings up the Pandora
development....a moratorium on that for a few years to see what global warming brings
would probably be a good idea. Pitkin County has lost thousand and thousands of trees due
to avalanche and now they want to cut down how many more acres At this time council can
not be trusted because of what the last council created...okaying the Hotel adjacent to
Carl's Drug...that brought a city vote to say no. The creation of a non needed City Hall and
the refusal to follow code and the refusal to entertain more input ----bad feeling when
many citizens were in favor of the law suit brought by two citizens and then Council back-
lashing them with the supposedly ballot question of purchase of Hunt building. The things
the past council passed with objections from constituents created tremendous distrust and
it will be hard for present council to overcome that with 2 members still voting. I moved to
Aspen when [Name Removed] and [Name Removed] were elected as Commissioners to
stop growth. Do not grant change of zoning when it is agriculture and open space. Look at
some countries and cities that have stopped building No more 2nd homes or start taxing
heavily for empty homes or purchasing them for employee housing if empty for a period of
time The most positive thing the city and county could do is to recognize that Aspen is
really a Mountain Area....our noise, building , constant activity is total havoc on wildlife.
Drought the past 5 years has created total fate for mountain creatures, Hold still for awhile
Aspen,
enjoy what is here, don't constantly change it, don't give Ski Company every thing they want (
and that will be a new hotel in Pandora area next year). Take care of the bears as though they
were elk and the state of Colorado would make millions of dollars on hunting. Enforce dog
codes for all areas (like the Marolt area where a group of dogs chased a sow and 3 cubs last
week when they were off l Don't worry so much about traffic… the same thing is happening in
Denver, Grand Junction, California etc., etc. Aspen is no different than any other city unless
you stop growth and building all of those problems are a given fact.
•Preserve historic buildings even if they have been moved.
•The bicycle lanes in the street are confusing and disruptive if you are driving. I also think
that cyclists need to follow the same laws as cars. Yesterday, a pedestrian in front of the
Jerome stepped off of the curb to cross the street with a green light (she had right of way)
and she was hit by a cyclist that had run the red light. I also think that no cycling on the
sidewalks and malls should be enforced.
•1. Traffic issues and number of cars in town must be addressed. 2. Health care here is
abysmal. Can’t retire here due to very poor health care, lack of specialty care, and terrible
quality of services at AVH.
•As a wealthier older generation retires, health issues & lack of care support or healthcare
options compel many to move away before they pass away. Affordable housing options are
needed to attract younger families to build their lives here. Regarding health care
providers, turnover for dermatologists and optometrists is high. Mountain Family Health
Centers may be able to help Aspen residents fill important gaps in overall provision; COA
should explore partnership opportunities.
•Don’t allow more than two pot shops. Keep making bike riding and walking safer in the
down town area.
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•Protect the housing program with very different messaging! No, it's main talking points
should not be to make sure workers stay in line (in an "us against them" manner), but
rather to help the community understand the importance of the program for the good of
all. APCHA's current messaging often sounds as if the people who live in APCHA housing are
getting a hand out. What about the employers who don't have to pay living wages and their
customers who don't have to pay real prices for goods and services? Workers who live in
APCHA housing have many rules and --currently --greatly reduced rights as owners of
APCHA properties. APCHA owners also endure frequent scorn from free-market
homeowners all while their employers off load their responsibility to pay a living wage onto
the City. One does not have to listen very long to APCHA's current head to hear a strong
bias against workers. His poor messaging has been profoundly damaging to Aspen. Better
messaging is greatly needed!
•It all comes down to housing. The ratio of empty houses to working locals struggling with
housing is unsustainable. Aspen must ramp up its employee housing or risk the town
collapsing under its own weight.
•1-serious examination of the concept of limits to the number of events, activities and
participants the community can absorb or should feel obligated to provide. 2-more
economic diversity beyond real estate sales, hospitality based businesses and ever
increasing quantity of recreational activates
•Moore AIR control, NOISE control traffic control more police surveillance at night,
especially in the core. Thank you.
•More affordable housing. Allow us some normal time when special events are not
scheduled. Just a regular week in Aspen. Tax the hell out of weed with revenue going to
trails, mental health resources and traffic solutions.
•Keep lines of communication open. Have departments respond to information requests in a
more timely manner than they do now. If what is being asked does not fall within their
purview than communicate that to the requester and what the proper department is to
answer their inquiry.
•I tell people over and over again that Aspen is such an incredible place to live except for
one very big piece, and that piece is housing (both availability and affordability) for those of
us with several jobs and no time to enjoy it. As Aspen grows it's working class needs to be
supported. Please! Also the traffic coming into and out of town during rush hour is beyond
problematic. Public transportation is great, and the bus system is utilized by those that can
use it. But there are a great deal of workers that can't use the bus, walk, or bike due to
their line of work (contractors) and local residents not in need of jobs (parents driving their
children to school) that make up a lot of the congestion.
•More working class locals, more businesses that can afford to cater to working class locals.
•LIMIT DEVELOPMENT
•Don't Build Lift One hotels and keep pushing growth inside the City . The City has reached a
breaking point with traffic, lack of affordable housing for workers. Don't expand the airport
to allow bigger and more planes and people and cars to sit on 82 and pollute the air and
snow and water. If you care about quality of life, then realize that it is not about MORE --it
is about keeping what we have in good shape , making it accessible , and addressing the
real DOWNERS like traffic on 82 and crowding.
•If you're going to allow more residential units, you've got to figure out the parking
situation. You've also got to figure out a better system for City Market parking. Make the 2
blocks closest to the store 30 minute parking.
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•Fix the daily traffic jams on highway 82.
•New City Mgr is a terrific idea & she can only improve City Hall services. Good Luck [Name
Removed]. Hope Council under [Name Removed] will also make improvements to this
awesome community.
•Keep commercial development small. Aspen is different from other resorts (think Vail)
because we have kept our small-town feel intact, for the most part. I don’t think our City
government should be helping developers. An example would be the thousands of hours
City employees spent on the Lift One Corridor Plan.
•Don't kill the goose that laid the golden egg all those years ago. quality of life has degraded
in some aspects even though the public is accustomed to getting anything it wants. the COA
annual budget is an atrocity, overblown and without controls. there is a need to prioritize
instead of ballooning ever larger.
•Need better public school, starting to fall behind and living on the 'Aspen' name. more
family housing options (please be careful in survey questioning around ' young families' -it
is all families. APCHA needs major improvements.
•STOP overdoing every park with ugly cement entrances and over manicured gardens.
Nature is best on its own. It is as if there is a department trying to prove they are needed.
Leave well enough alone. Look at Telluride-we have lost our messy vitality to a gated
community look. It is cheesy and hideous. Why does the ACRA hold such sway over how
many events we have to endure? Food and Wine is MISERY and summer is now a dreaded
onslaught of event after event.
•Clear snow and ice from streets and sidewalks in the winter. Fine residents that do not
clear sidewalks.
•Keeping all open spaces and parks very clean. Making sure all water fountains around town
are in proper working order ( many of the water stations this summer were out of order at
the local parks ). Making sure dog owners pick up their pets poop. More porta-potty(s) at
the local parks for visitors to have a place to use the bathroom during the summer
(Paepcke Park for example). A better bike path from town up to Aspen Recreation center (
the existing route along the schools is a little confusing and not that convenient being
routed through the school campus with all the gates and not clear directions ). A better
bike trail should be made along Maroon creek road on the shoulder to allow for all the road
bikers to travel safely along the road ( its very dangerous now with no shoulder for the road
cyclists ). Making a 2 lane road into and out of Aspen. The number one problem in Aspen
right now is the traffic that is created every day by people working in town and commuting
into and out of town. Traffic before and after the roundabout is the number on problem -
especially the out of town traffic from Main street to the roundabout before 5 pm ( when
most people get off work). I'm surprised the traffic question was not a part of this survey
honestly.
•More affordable housing for workers. Stop catering to big business like the rest of the
country.
•Clean the streets with water-not just street sweep-it raises PM-10--Expand recycling! You
spend millions of dollars on ugly Park Buildings-Bathroom -Ugly shelters that do not
shelter-Yellow Brick-Stop cutting down trees-I.e. new Aspen City bldg.-Rio Grande needs
good trees-not the lousy seedless cottonwoods.
•Watch for the needs of working people here. we do a lot catering to the needs of $$ . As
community not receiving much in return . Everything is expensive , as a family we can't
afford frequent visits to local restaurants , or buy clothing , they are too expensive.
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Overall, what suggestions do you have for keeping Aspen a great place to live, work and play? (continued)
69
•More stop signs in the west end. People should stop at every intersection. People drive too
fast here.
•Create opportunity for following generations via more affordable commercial ops (e.g.
commercial RO) and establish a goal to help those in AH to eventually move up to free
market housing if they choose. Create as many opportunities for people to move within the
AH system -up and down. Call the whole program Community Housing and plan for ways
to KEEP retirees in AH housing within the valley. Allow AHer’s the chance to make money
renting short term.
•Keep it clean and great air quality. Don’t forget the locals.
•Put the brakes on ALL the crap being built, changed, enlarged, etc., etc. Aspen continues to
morph into Disneyland in the mountains. [Name Removed] has put "making money" over
keeping the town small and friendly. IMO they've ruined what made Aspen "cool" in the
70's. Now it's just tourist based and all the good bars and hangouts have been sold to
greedy clowns like MANY people I could name.
•Balance the needs of the working class with the demands of developers and land lords. it
appears that our elected officials believe everyone is well-intentioned while some of their
constituents are motivated by greed and the rest of us are just hoping for a fair chance to
make a living and raise a family. The previous Mayors and Councils were duped time and
time again by greedy developers and especially the corrupt City Managers who worked
their own agenda and deceived and disobeyed the Council and Mayor. We need a Mayor
and Council and City Managers who protect the interests of the working class. The
developers will always find a way to make money. They don't need your help or our money.
Start supporting the paycheck-earning residents. We already support the wealthy with our
time and efforts. Get corruption or naivete out of our City Hall.
•Accountability across the board; for employees, employers, the city, the community.
Specifically, I would really like to see APCHA get a handle on what is happening with the
existing employee housing stock and stop the abuse in the system prior to building more
housing. How has this not been a top priority but we have continued with reckless abandon
to build brand new city buildings in downtown? As far as economic vitality, we do not have
inexpensive housing, food or shopping...there are plenty of other mountain towns that
offer an inexpensive mountain lifestyle because they do not offer the culture of Aspen.
Aspen acts largely as a benefactor to the arts (i.e. the amount of money raised this year
alone between Anderson Ranch, The Art Base, Aspen Art Museum, Aspen Santa Fe Ballet).
These questions on the survey were a little leading...
•Aspen is not inclusive. if I were a tourist and read the articles in the paper -I would never
return. The disdain for second home owners and tourist is not acceptable.
•Please expand the downtowner's range to Aspen's big workforce housing complexes -
Hunter Creek, Centennial etc. Public walkways need to be lit at night, it does not feel safe
walking home from work after dark. Aspen does a terrible job maintaining public sidewalks
in the winter, along midland avenue/Oklahoma flats etc -encourages people to drive
because the walk is so unsafe. True for many streets that don't have sidewalks as well
•Let’s become an example of environmental sustainability. I’m all for more composting and
getting rid of single use plastic. It’d be nice to consider more mix and mingle events to
increase connection among community members. Let’s work harder in mental health issues
and outreach. Please do something about the parking in the B zoned area. We have lost
most of our spaces!
•Make it cheaper for the people who live here all year long.
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Overall, what suggestions do you have for keeping Aspen a great place to live, work and play? (continued)
70
•Please stop catering to the ultra wealthy and the influence of their money. Turn the clock
back on the mistakes of the 1980s and 1990s when Aspen and Pitkin County leadership
turned a blind eye to over-development of mansions and land grabs by the wealthy visitor.
The locals were somewhat complicit by cashing in too and therefore cooperation is
required to return our identity as a locals’ city and community. Year round residents from
Aspen, Snowmass and Woody Creek should be the ones who benefit most from our
resources, schools and government agencies and representatives. The visitor should be
expected to pay a premium for everything and those profits should be spent on building
workforce housing for families—without whom there is no future of Aspen and improving
the infrastructure and community services available to the year round resident. Please stop
pushing for events EVERY weekend in Aspen and allow the locals to enjoy their community
without being swarmed by visitors who demand to be catered to. Provide year round
residents of Aspen, Snowmass and Woody Creek with a locals identification card that
allows everything from groceries to gas to restaurants, parking, medical services, and retail
stores for 35% discounts and charge visitors 35% more for each of the aforementioned. Put
pressure on Aspen Skiing Company to provide locals from the Roaring Fork Valley discounts
of 50% off all services including lift tickets, food and lessons and pass the extra costs onto
the ultra wealthy visitors. As for employee housing inventory: zone, buy, build, repeat!
There are so many beautiful and untouched spaces to enjoy in and around our community
but we lack affordable, clean, comfortable, spacious and modern homes for the future
families of Aspen...priority number one of this council should be to buy land and build
affordable employee housing. Then reassign housing which is currently occupied by people
who no longer meet the requirements and give them smaller more appropriate homes and
pay them something fair for the downsizing. Use the inventory in hand to house families
with school aged children first as they are the only ones who truly need it. The Aspen
School District only allows children to attend if they live in Aspen, Snowmass Village or
Woody Creek (when I was a child Old Snowmass was allowed but alas no more). This
restriction means that families must have a home in this district whereas everybody else
just wants the housing for convenience. Make Aspen Local Again! You will find yourselves
also reaping the rewards of providing the legislation and influence needed to return Aspen to
greatness. It is time we come full circle. Thank you very much for asking these questions and
listening to my position on these issues. I, like many, have scratched and clawed to remain in
the community I was raised in but my children’s future—and the future of all working class
families—is in jeopardy without first making sure affordable homes in the school district are
readily available.
•Close some of downtown streets. Street from front of City Hall up to Paradise Bakery, then
to Boogies can be closed to cars as cars only drive around to find a parking space. Cities
around the world are trying to reduce cars in their core locations, Aspen is not doing that. It
makes it very dangerous to ride a bike in town. I ride my bike all the time and I don't feel
it's easy and safe to ride in the core.
•Aspen is a great place to raise a family if you can survive living in a one bedroom apartment
with a little kid. Rate of affordable rental apartments isn't that great.
•things here need to be more affordable. Yes it's Aspen but it's killing young families who
are desperate to stay but cannot afford to. Daycare here is a joke. You have to wait years to
get in and even then you don't get the coverage your family needs. Keep young families
here. they are the life of the community.
•City needs to be more fiscally responsible and learn to chill when necessary.
•Affordability and the potential for long term living (retirement) need to be addressed. I feel
like I am investing heavily in my community, but I don't believe it is sustainable for me to
imagine retiring here. APCHA deed restrictions are almost like not purchasing at all. It's
more of a privilege to continue to rent until I'm of no use in the communities eyes.
•Give value for tax $$ -don't be wasteful
211
Overall, what suggestions do you have for keeping Aspen a great place to live, work and play? (continued)
71
•Winter walking mobility -City MUST increase efforts to get sidewalks shoveled (particularly
on the designated walking corridors (e.g. Hopkins street, 7th street, etc.). Rules are on the
books, but the city must publicize that they will act to homeowners along the mobility
routes and then ACT. Community Service Officers have been helpful, but like trash
container rules for bears, the action has been entirely 'educational'. We need to move to
enforcement / economic cost for those who do not get their sidewalks clean (within a
reasonable amount of time -24 to 48 hours is fair, I think). I should add that Parks
Department does a GREAT job along walking routes it clears.
•More affordable housing. More affordable restaurants. More affordable breakfast. Less
high end shops. More accountability to developers for affordable housing, and all of the
above. More transparency through APCHA as to where rentals are located, who the
property managers are, how to sign up for said rental openings.
•quit promoting MORE of everything. Reduce budget so do not need to just waste money
because you have it -even heard this on gondola from a city consultant. Historic -create
zones that are protected not just exterior building features. Examples of poor historic value
-all the big modern gray additions to Victorians in the west end, the art museum in the
commercial core, plus the “Hechtville buildings surrounding the Little Annie's building.
•Please do not allow commercial scooter operations in Aspen. Physically, this is a small
town, and there is already a fine bus system and bike-share program. Add to that,
pedestrians and cars, and the streets are overflowing. It would be a dangerous addition.
•Promote events geared toward the middle class. Limit private use of public parks. Second
home owner housing pool? City owned campground? Similar to Telluride Town Park?
Would provide youth and family friendly tourist lodging option. Tiny homes for deed
restricted housing? More initiatives to engage Latino community, create a more integrated
and less socially segregated community.
•Slow down development. limit size of buildings, number of permits allowed to build at
same time. And consider effect on climate.
•Solicit more input BEFORE making decisions on major financially impactful initiatives such
as the SHIFT mobility lab-which seemed more like a pet project than anything which the
community demanded! Also, where was any input solicited about making the Mill St.-
Hyman block ONE WAY? Seems often council acts first, before gauging how the community
will react. They ultimately then have to spend more money UNDOING whatever they did
because they thought it was a good idea at the time!
•Maintain affordability for workforce and retirees who've spent their adult lives here. Don't
let greedy developers like [Name Removed] destroy the character of downtown. Keep
combating climate change. Fix the hwy 82 traffic problem. Make city and county workers
rideshare or park at intercept and take the bus in to work. Do carrot and stick for retail
workers to not commute past the intercept lot. Have a lottery system for people to bring
their kids to school. too many people drive their kids even though we have a great bus
service. Inbound traffic is the biggest drawback to living here -especially in the summer.
Keep up the great work you do to make it one of the best places on the planet.
•Get the fluoride out of our drinking. Saying NO to 5G. Encourage landlords to make it
feasible for locals to have shops and businesses in town. STOP completely spraying poisons
on the plants. No more round up/glyphosate! No cloud seeding.
•Aspen is wonderful and the city does a great job at supporting quality of life. The most
important thing for the working class with families is providing housing fit for families and
opportunities for children to grow. Child care is a challenge and does pull people out of the
work place, so any way to help support those families with one income is great. I.e. hospital
providing children’s helmets.
212
Overall, what suggestions do you have for keeping Aspen a great place to live, work and play? (continued)
72
•Retain/increase local small businesses. Keep the laundromat. Let the sun reach the streets
downtown (setbacks).
•Stop messing up the street with things like what is on mill street near the Clarks crossover.
It reduces visibility of pedestrian, the reverse crosswalk direction is useless and keeps pets
out of view of cars if they don’t use the light , which many pets don’t use.
•Provide more affordable housing protect local businesses! don't subsidize transportation.
allow our locals opportunities to make money... taxi & limo businesses suffer with
corporations like uber and lift bring in unsafe practices and give jobs to outsiders. \Change
our infrastructure to facilitate natural growth. Look at options to improve the "round-a-
bout" and "S curve"! If we have to give up open space and build new road and bridge it
would solve traffic / and air pollution! Our town has grown and we need to stop be
negligent to progression and forward thinking. People will not come spend money if they
cannot drive around easily and park without frustration. Improve child care options! The
yellow brick is outdated! Look at the fire department and police buildings "NEW'! Why are
our children put at bottom of list? Take care of employees living in APCHA housing. We are
having to suffer from exposure to mold and radon! Our HOA dues are triple what we were
told they would be before moving into Hunter Creek affordable housing! This town has the
ability to make the correct changes. The time is now if we want to keep a community that is
unique and different that mainstream America. Hopefully [Name Removed] will push
people to stop being resistant to change. Our last two majors resisted appropriate changes
and forward minded thinking. We need to support Aspen and our community!
•More affordable housing at every level. Stop allowing houses more than 2000-3000sf
Figure out a way (we have talking about this for years); however it now becomes
imperative to figure this t out before we have only 5 star rental spaces in our core and
nothing else. Our guest want unique & interesting retail...we now really only have our
grocery stores, liquor stores, Carl's Pharmacy, and Aspen Flying Circus. FIX THIS!!!!!
•More opportunities for Seniors, Walking, etc. employee housing is needed
•Keep up the good work. We have a council that listens. Keep working on housing. Have a
plan to move retirees into an acceptable area so younger employees can live in Aspen. This
will take some convincing but needs to happen. As an older, still working, resident, I see the
need in future years to give up my place for future workers. Give me an attractive offer -
build in Glenwood Springs or Grand Junction. I could trade straight up!! Will the Senior Van
pick us up for ski days?? Thanks!
•Keeping working on housing for employees! I appreciate the efforts in place, but even with
the employee housing rates(1,700 before utilities), it is very hard to afford to live here as a
young, single professional.
•Happy except with the lack of use of Ice Garden. It sits empty 90% of the day (before school
lets out).
•Keep aspen local. The locals are the soul of this town and what brings people back. Building
housing outside of the roundabout increases traffic and decreases community vitality. We
need affordable housing options IN TOWN. The reason the quality of service at restaurants
has declined is due to the fact no one can keep a full staff, as no one can afford to live here.
I also do not shop for clothing anywhere but the thrift store. Our post office is overworked
because everyone orders off amazon instead of patronizing local businesses. Regular joe
locals can not afford to live and shop in this town. I love Aspen. I accept change. But I also
think we can do better. And stop putting fluoride in my water please.
•Make the STRAIGHT SHOT HAPPEN. This idea of 2 lanes into one, then two again is silly.
Same amount of traffic regardless. Just aggravating. Switch open spaces from Marolt to
current Hwy location. No net loss.
213
Overall, what suggestions do you have for keeping Aspen a great place to live, work and play? (continued)
73
•Maintain the good, free bus service
•Affordable housing as a main priority, and more professional employment opportunities
outside of restaurant, hospitality, and government work. For example, increase mental
health care employment opportunities, expand mental health programs. "Living" is difficult
insofar as maintaining housing or finding affordable housing to purchase, but the quality of
life is great. Work is easy to find, but it's usually service industry, less professional
opportunities. I love living here, I just find it hard to see a long-term future if I ever lose my
housing!
•Really work on the problems of recycling.
•The high cost of living and seeming lack of good retirement housing keeps us in our 3
bedroom, plus a loft, and 2 bath condo. We feel sure young families need our unit, but we
have no where more cost effective to go...nothing retirement affordable. In the end (and to
our sadness) we will likely move far away as many of our friends are doing. Perhaps a
retirement community with truly affordable tiny/small houses, community garden,
community room... will help keep vital members of our Aspen community here. Most of us
still have careers here and most of us will not be ready for Whitcomb Terrace by at least a
decade.
•Help to refurbish the District Theater.
•Take major steps to insure that the working class of aspen does not become extinct.
•More parking spaces downtown. less war on parking. less bike racks in the street. less no
parking areas, less turning over public parking spaces to private valet parking
•Increase middle income and youth living and working in Aspen
•Adding a lane to get to Airport Business Center instead of waiting in line, many business
have moved there because the price is more reasonable. The traffic getting into and out &
around the roundabout is obnoxious & dangerous. Can't get to Highlands for appointments.
Something needs to change. It is not getting better & I can't see in the future that people
are going to change their car habits! Our air is disgusting on the 82 corridor.
•Important for Aspen to be a leader on environmental issues including climate. We depend
on our water, air, and physical landscape. We need to do our part to protect these essential
resources. Disappointed that Aspen is not doing more about recycling and dealing with our
distribution and collection of plastic. Also, absolutely essential to support composting
throughout the community. We need to reduce our garbage stream, support central
recycling , composting and curbside recycling through our City funding and messaging.
•Our community needs more affordable housing in the upper valley? Where will additional
units go after Burlingame and the lumberyard are complete? Aspen should seriously
consider a vacancy tax to help stop the hollowing out of our community with more and
more part-time residents that have year-round impacts!
•More park benches, especially on the bike path by Marolt/Holden museum, and along the
path from town to AABC
•Many things about Aspen make it a great place to live. My two biggest concerns are
housing and childcare. There is lack of affordable housing (it is very difficult to move to a
bigger place through APCHA) and there is an incredibly large demand for units. With the
long wait lists and lack of spaces, increasing childcare, particularly for infants, should be a
top priority. These are barriers for many people who want to raise a family in Aspen.
•Have a better balance between old time locals and the billionaires who are taking over.
214
Overall, what suggestions do you have for keeping Aspen a great place to live, work and play? (continued)
74
•Deal with the entrance traffic issues to support mass transit all the way into town. Increase
city communications and transparency. Increase childcare and housing opportunities.
Preserve more critical habitat lands and reduce waste, carbon and water consumption.
Raise worker wages, maintain a a diverse community. Get on with city projects, fix the
potholes.
•Affordability of housing, health, daycare. A place that one can live, work, raise a family, and
retire. It's important to me to have a full community, all age and socioeconomic
backgrounds being able to live, work, and be. Health of the environment. Mental health.
•Aspen is a great place to be 25 and 65. The services aren't there for it to be a great place to
be 35. It is nearly impossible to afford to have a family here based on the wages paid
locally. Child care, housing, and all the usual suspects are the main drivers of this. The
younger generation of Aspen is shifting to become largely financially supported by outside
incomes. This is unsustainable. The changes that are required to make these changes will
require Aspen to make changes that won't directly benefit visitors, second-homeowners,
and those who already have a stable situation. The City will have to pick favorites, and
some people will be angry. There is no pleasing everyone. We desperately want to stay in
Aspen, but I don't believe that we will be able to.
•Less new home construction, maintenance and contractor traffic. It's too much
•I think the City works hard to improve conditions and to keep up the parks. I feel there is
too much private construction in the spring and summer, which never seems to end. Very
noisy all the time. Unable to enjoy the outdoor parks because of this. There are a lot of
good programs and the bus service is excellent.
•Clean up the affordable housing
•The time required to get feedback on buildings is too long, even when compared to other
cities similar to Aspen. Codes are attempted to be enforced even when common sense,
safety, and practicality would demand a different response.
•Slow down corporate development, encourage smaller businesses to thrive. Keep
employees in their housing when they retire, do not allow the NextGen to squeeze them
out -older, wiser folks are necessary for a healthy well rounded community to be well
rounded. Have stricter remodeling and building requirements -this town does not
resemble the town it used to be. Money uber alles has been the name of the game in
Aspen City Government on and off over the last 30 years. Torre, curb this and keep the
town from changing too much more.
•Have the library more supported.
215
Responses Provided For
Other/Write In
216
For which of the following reasons, if any, is Aspen's air quality important to you?
Other/write in responses
76
•I care about the future generation’s health.
•All air pollution concerns me.
•We live in a large valley-don’t want to be like LA. Our air is not better than in 1985 except
for the road dust.
•Air or any kind of pollution hurts our quality of life.
•Senior
•Living things thrive best in clean air.
•Aspen is too beautiful to have noxious air floating around.
•For everyone’s health and wellbeing
•Prefer to breath clean air
•I have asthma.
•Quality of health/life for long term residents
•Want to stay healthy
•Bad lungs
•Air pollution will kill you.
•General health of humans and wildlife
•It's important for the environment.
•Health impact on citizens
•Health
•General health
•It reflects too much traffic.
•Our opportunity to provide an environmentally concerned model for others
•I breathe.
•This is the air I breathe.
•Quality of life
•When the airport is busy during holidays the air at my house stinks.
•It is important that Aspen continue to be a steward of global greenhouse gas emissions
reduction; air pollution reduction tends to be a good proxy for—and tends to result in—
GHG reduction.
•General concern for our valley and all who live and visit here
217
For which of the following reasons, if any, is Aspen's air quality important to you?
Other/write in responses (continued)
77
•It's part of why I chose to live here.
•Aspen needs to be a community leader to set a precedent for future of clean air
everywhere both state and nation wide.
•It’s generally important.
•I am a cancer survivor.
•For my own health
•I care about breathing clean air.
•I want to breathe clean air. Let's hold people accountable.
•Fresh Air = Overall health
•I live here.
•A healthy environment...
•Environment
•I moved here specifically for the clean air, low air pollution from vehicles and airplanes.
•I am concerned for the wildlife.
•Lung health for everyone
•How could one not be concerned?
•I’m a human being and need to be able to breathe!
•What we put into the air affects the whole planet.
•The street cleaner trucks do not use water, thus stirring up dust more than anything else in
town.
•Resided here in 1985-it is becoming worse now in 2019, will get worse!
•Concern for those with compromised health and for future generations
•Common sense
•Our clean air will benefit others downwind.
•I live in the center of town.
•Asthma, all health conditions
•Generally concerned about the planet
•Concern about human health and health of ecosystems
•I generally enjoy breathing.
•Air quality everywhere is a concern.
218
For which of the following reasons, if any, is Aspen's air quality important to you?
Other/write in responses (continued)
78
•Future illnesses due to poor air quality -I'm aging and more susceptible.
•I care about my lungs and the health of us all.
•Clean air is vital to our future
•Clean is healthy
•General quality of life
•Overall environmental responsibility
•It's why I live here.
•Air quality for my personal health is very important no matter what I do outside. However
specifically riding my bike on Aspen's streets I see tremendous dust and exhaust from RFTA
busses. That also gets into my house from leaving windows open for enjoyment and no air
conditioning.
•I like my lungs and hope everyone else does.
•I exercise outside.
•Respect planet
•I want to stay healthy when walking or exercising near town.
•Clean air period
•All and any reason for good air quality
•I was born and raised here, I hope to do the same with a family of my own soon.
•Sensitive to perfumes
•Important for health
•Health of the planet
•You do not need a reason -air quality is IMPORTANT!
•Concerned with my health and others
•Leaving things better than we found it, sustainability and public health
•In general, I think the overall air quality is a health issue for everyone, even healthy people
and the animals.
•Good air quality is essential to all life.
•Air quality is a measure of greenhouses gases in the air which contribute to global warming.
•Feel that it is important
•Good air quality is a sign of good environmental stewardship.219
Have you (or your Homeowners Association) taken any actions to prepare for potential wildfires?
Other/write in responses
79
•Stucco & metal exterior on house
•Pay attention to climate conditions
•Hired assessor to update replacement value of building
•Evacuation notices would be given.
220
In your opinion, which of the following types of affordable housing should APCHA provide?
Other/write in responses
•Enforce Residency Requirements.
•Housing for retirees to downsize regardless of finances increased while working
•More Short term housing like Marolt. Make land available for Tiny homes at Philips trailer
park. If people are willing to live simple and small please let them
•Improve current services
•Easy to say YES to all of the above but who will pay for it all???
•Appropriate housing for families planning to adopt children
•What we need are non APCHA free market mid-higher end good quality rentals.
•Large businesses have emp. required housing
•Senior
•Missing middle housing 150-200% AMI for working families
•Must stop Ah owners from being forced to sell
•I cannot assess these needs.
•Too much growth has brought problems. Not taxpayers problems. Not a haven for all that
the city should take care of enough GROWTH.
•Businesses should bear the greatest burden of employee workforce housing.
•No more subsidized housing
•My rent is 50 percent of my monthly income. Looking for a 2 bedroom to share expenses
and can't find category 3.
•Downsizing program
•Bigger units for families
•More 2 and 3 bedroom units that would attract more families!
•Senior housing
•Rental
•A well-managed program which it is not currently
•Flexibility for health-related issues
•The old employee housing has turned into retirement housing. This gives younger
community members no chance of living in town. We need the young to live here too!
•CCRC Housing
•After leaving the workforce, people should not be required to leave their homes to move
into another community home after serving our community.
•More rental
221
In your opinion, which of the following types of affordable housing should APCHA provide?
Other/write in responses (continued)
81
•Keep ADA units as ADA now they can be converted back to able bodied units
•Housing for those that are in units with more bedrooms then there are currently living in
the household. A "downgrade" type program so families that are empty nesters can
downgrade, and new families can take over the bigger spaces.
•Should probably focus on getting the current systems working fairly and equitably
•More “aspen middle class” housing.
•Primary purpose should be to House families with school aged children who work in Aspen,
Snowmass and Woody Creek aka the future of Aspen.
•Not raising the rent caps.
•Aspen new employers need to start providing their own seasonal housing.
•Housing for families with a reasonable amount of space is a desegregate need.
•Senior cohousing with youth
•MORE HOUSING
•Affordable housing within the roundabout to mitigate traffic
•Employers need to step in the game.
•Independent, affordable, downsized, retiree housing/community
•Service for citizens who retired and work here all or most of their lives
•Rentals only/no more purchase
•Don't understand enough about new programs to answer
222
When it comes to housing, which of the following issues are most important for policy maker?
Other/write in responses
•Not to tell people to make friends in town to find an Apcha rental place to live in. Make a
lottery just like the buying process.
•Actual enforcement of HOA rules
•More RO housing
•Should be subject to GMQS
•Stop increasing rent every year. The rental raise takes my cost of living raise every year so
there's no getting ahead.
•More single family homes that are affordable
•Shorten time to obtain a unit
•Free market good rentals long term is biggest need not affordable housing or uber end
•Ensuring energy efficiency in rentals and for-sale housing
•Police need to be friendly when walking around town!!!
•Family housing
•Create policy to address what happens to housing stock when owners retire
•More units! More free-market buy-downs!
•Build more
•We are in a position where we would like to transition into RO housing but the cost of city
fees are an obstacle or are prohibitive -there should be some better way to transition from
the AH program to RO or free market for locals wanting to live and work here. The same
development process that makes development hard in the city also makes it difficult for
locals.
•Building more 2 and 3 bedroom units and more single family homes
•Address insufficient parking opportunity for APCHA HOAs caught in rezoning of residential
neighborhood parking
•Make sure quality housing is being built, not rushed through leaving owners with
unaffordable construction defects.
•Review and revise policies on illness-related leaves from the Valley and extended leaves
from work
•More stringent commercial and residential developer requirements: Re: Lift 1 and other
projects that had a pitiful amount of employee housing mitigation, though it was within
code.
•Build units that are meant for families and not shoddy construction or materials
•Improve APCHA governance
•We are losing HOAs to ppl w/ outside income -Smuggler is primary example.
•Building affordable housing within the roundabout. Traffic is bad because too many
workers live outside of the roundabout (ABC, Burlingame, Truscott)
223
When it comes to housing, which of the following issues are most important for policy maker?
Other/write in responses (continued)
•Provide covered bicycle parking
•Provide BREAKS for middle income families in taxes and paying employee housing
mitigation fees
•Provide more 3B units for families to rent or buy
•Provide more upper category housing
•Stop the abuse and fraud
•Burlingame 2 Build Warranty Issues
•Create housing for those who have only been here a short time
•As a single adult, I feel APCHA does NOT look out for me-only families with kids.
•Improve the rights of owners by terminating the city's provision that allows the city to
change the terms of ownership after purchase, thus making ownership precarious (unlike
before)
•Eliminate off-site housing for hotels
•Maintain ADA physically disabled units as ADA units now if someone in complex even can
get an ADA unit over someone who is physically disabled. Category requirements are
inflexible and must be met 1st over Disability needs. Then able bodied individuals live in
ADA units and may convert back instead of meeting the ADA need.
•Pay attention of HOAs
•Setting the top priority for homes as families with school aged children with 5 or more
years consecutive employment in Aspen, Snowmass or Woody Creek. Second priority to
families with school aged children with less than 5 years of consecutive employment in
Aspen, Snowmass and Woody Creek. 3rd priority to in complex bidders. The in complex
priority is ruining family housing opportunities for desperate families. They already have an
adequate home and should not receive priority over new families seeking a home.
•Eliminate contractors/construction from paying off and not providing employee housing /
Increasing the amount of affordable housing for new developments!
•More low income
•Address transportation on 82 when building lumberyard, BG PH III, CMC, fore district and
Comcast housing
•Environmentally sustainable building practices and materials
•Provide "quality, non defective" new construction
224
Which of the following would you most like to see added or expanded by the City of Aspen Recreation Department?
Other/write in responses
•Enforce state health laws in the pool and the 6 lane lap swim times
•Racket ball courts
•Basketball courts
•The building is poorly designed from the start -this was a missed opportunity, not sure
what to do now, but would be good to have a facility where everything isn't underground
e.g. the weights/fitness classrooms -I don't use this facility because these areas are in the
basement without natural light. seems like all the nice space is wasted.
•Indoor walking track like Breckenridge has in its recreation facility
•Indoor Cycling i.e.: Zwift/Powertap
•Aerobic
•Warmer lap pool
•Fix the basketball courts
•People staying away from public facilities when ill
•Return ARC pickleball courts to a tennis court as it was for many years! They can build their
own courts.
•Indoor basketball court
•New senior center attached to Rec Center
•Redo the red brick. It seems like it has a mold problem.
•Yoga/workout class space
•Saltwater pool
•Add group fitness programs, i.e. TRX, HIIT
•Cold water plunge opportunity at Roaring Fork River
•Racket ball
•Basketball court
•Outdoor skating rink
•More variety of exercise: stretch, yoga classes, and better variety of time selection.
•Dance
•Adult spaces
•Indoor Soccer court
•Recreation facilities in the Core
•Salt water pool! Can’t swim in current pool, too chlorinated! Crazy wish list item: a surf
wave!!!
225
Which of the following would you most like to see added or expanded by the City of Aspen Recreation Department?
Other/write in responses (continued)
•An indoor track that will provide seniors with a safe place to walk in the winter. This is
especially important for people with dementia who cannot use treadmills and for whom
walking can help ease anxiety. Other communities have malls where people can walk
indoors. We have nowhere. Aspen's only indoor track is only for young people who have
many recreational options year round.
•Exercise space class
•Senior fitness at the arc
•Outdoor pool!!!!!!!!
•Gardening: Food & flowers
•Batting cage, Improvement to space and equipment for weight rooms, Saunas, hot tubs and
Improved locker rooms and lockers for Lewis Ice Center.
•Fitness class space
•More time for the rugby team on Wagner
•Outdoor exercise opportunities (exercise stations in public spaces/parks)
•Yoga
•Aerobic room expansion
•More use of Ice Garden. Public use during day.
•Trampoline, climbing, indoor track, true fitness room. Indoor space additions would be
beneficial to community.
•Proper dance studio space and floor
•Basketball gym!
•Fitness classes
226
The City of Aspen Parks and Recreation Department sponsors recreational programs for Aspen residents. Thinking of
the past 12 months, which of the following, if any, have impacted your participation in these programs?
Other/write in responses
•6 lane lap swim is a joke, its just a kid free swim pool, I stopped swimming at the pool and
the life guards are joke
•Open the facility at 5 a.m. so you can work out before work. No descent trail to walk to the
ARC
•Crowded/small spaces
•Loner athlete-none of this just want to ski, hike, premier pass prices could sure be lower
•Open hours too restrictive
•Dirty people
•This is an active community -classes should be suitable for advanced level athletes.
•Never use not interested
•Sick people show up and infect others with colds/flu.
•No indoor tennis courts
•Classes have "limited access" to quality instructors
•I have never used an Aspen Rec program facility as an adult.
•Ice garden isn’t very supportive of curling and give bad ice time to curling, games start at
22:30!!! SO late.
•Mobility
•Would like a better selection of stretch, and yoga classes on weekends
•Cost of rec center
•Exercise classes infrequently change and are obsolete need more weekend classes at red
brick and evenings
•Pool is too chlorinated. Is saltwater possible?
•Classes need to be available on Sat/Sun at red brick.
•Please add more: Adult; swimming, tennis, YOGA (at Red Brick), early morning classes.
•Traffic getting to arc after work!
•Season
•Poor behavior by cliques encouraged by the Aspen Pickleball Group
•No way for adults to get better at hockey that doesn’t involve playing (pick-up, leagues)
•Need more space-find a permanent home for gymnastics elsewhere.
•Not within the roundabout
•Overcrowding of the weight/cardio room facilities
227
What are your preferred ways to receive information from the City of Aspen?
Other/write in responses
•Grassroots TV
•Instagram -See Aspen PD's amazing account that people actually want to follow and they
get informed in the process.
•TV city & county meetings
•The ability to ask questions that are actually answered
•Email preference above all
•Make open houses family friendly these are outdated techniques focus on engaging
community on social media and low waste options (i.e. no flyers)
•Instagram
•Road banners
•Do not send out mailings that are non recyclable
•Need to update website for city meetings , info is not current for agendas and web casts of
meetings
228
For which of the following reasons have you visited the Red Brick Building over the past 12 months?
Other/write in responses
•Thrift art sale
•Kids gymnastics
•Lawn events
•Community picnic, birthday parties
•Race packet pickup
•Theater Aspen performance
•Repair
•Joshua Johnson event
•Gymnastics
•Rec. Dept.
•Meet with friends
•Buddy Program
•There are adult art classes?! More outreach to community, please.
•Cookout
•Attend parks open house for parks Dept tot lot feedback
229
What visual arts programming should the City of Aspen expand, if any?
Other/write in responses
•It's unfortunate that the current art studios in town are above the locals as they only cater to the rich
visitors. It's hard to support that.
•Photography Studio Coop
•More for our Young Generation for they can stay busy
•Too much art stuff not enough other, too much of information overload like the ridiculousness that
Ideasfest has become.
•More displays similar to the CORE one on Snowmass and at Andersen Ranch
•Valley arts programs
•Indoor and outdoor meeting space for all
•Museum needs to be more welcoming
•Keep expanding youth options and after school options. Are there ways do more ‘arts collaboration’
like tours of the wheeler for after school red brick kids or a stronger tie into the schools? Are your
youth teachers trained in love and logic or can they attend some school training programs?
•Trades training
•More arts, etc. at ISIS
•Health class
•Pottery/ceramics
230
What types of performances or events at the Wheeler Opera House did you attend over the past 12 months?
Other/write in responses
•Opera
•Opera, opera mater classes
•Ballet
•Crossroads Church Christmas Eve service
•Physics lectures
•Lecture
•Poetry
•Plays
•Physics lectures, Historical Society
•Talk
•Lectures
•Aspen Ideas Fest
•Opera and Bauhaus ball
•Sunset Sessions, gatherings in the mezzanine
•Theater, supporting CMC.
231
ASPEN CITIZEN SURVEY 2019
QUESTIONNAIRE
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233
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Protecting the local natural environment
Being a customer-focused government
Fostering economic vitality
Maintaining financial health
Ensuring a safe community
Ensuring a strong year-round community
Supporting community engagement
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Air quality
Water quality in local rivers and streams
Water volume (amount of water) in our rivers and streams
Protection of wildlife habitats
Amount of residential and commercial waste generated
Community-wide greenhouse gas emissions
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Vehicle exhaust from
traffic
Dust Storms Vehicle exhaust
from idling
Restaurant Grill
Smoke
Dust from
construction
Wildfire smoke Woodburning
fireplaces
Secondhand
smoke or vape Dust from streets Airplane
emissions 240
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242
Current rate of
commercial
development in Aspen
Current rate of
residential development
in Aspen
Preservation of historic
resources
Quality of the built
environment (please see
question for definition)
Quality of public
spaces
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244
Ease of walking in town Ease of bicycling in town Ease of travel by bus Ease of travel by rideshare Ease of travel by car
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246
Drinking water taste Water services overall Electrical service
reliability Electric services overall
Condition of City
streets (excluding
Highway 82, a state
highway)
Timeliness of snow
removal in the
commercial core
Timeliness of snow
removal in residential
areas
Ability to find a parking
spot in my
neighborhood
Ability to find a parking
spot in the commercial
core
Overall parking
experience in Aspen 247
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249
250
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252
Mental health services
Healthcare
Recreation facilities (e.g. ARC, Red Brick Rec Center)
Recreation programs (e.g. swimming, tennis, golf, etc.)
Fitness options
Special events (e.g. marathons, conferences, X-games)
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Number of special events
(weddings, large events,
tournaments, etc.) held
in City Parks and Trails
Number of rangers in the
field
Enforcement of dog-
related rules and codes
Amount of parks and
open space
Preservation of trees
in town
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257
The City staff considers
community feedback when
making decisions
The City Council considers
community feedback when
making decisions
The City responds promptly
to requests for information
When I contact the City I can
easily reach the person I
need to
The City Council
implements policies that
reflect my values
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259
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THANK YOU
Office (719) 590 –9999 info@elevatedinsights.com
Elevated Insights is a full-service market research agency
headquartered in Colorado Springs that provides
qualitative and quantitative research, evaluation, and
data mining for both the private and public sectors.
EI is differentiated from other firms by its strategic
consultancy approach and its breath of experience to
harness both qualitative and quantitative insights into
smart, strategic action. With vast Fortune 500 experience,
Elevated Insights is a nationally recognized leader in
marketing research techniques, method development,
and quality assurance.
Over the past five years, Elevated Insights has focused on
utilizing impactful research solutions to make a difference
in the state of Colorado, partnering with multiple
government, non-profit, and educational organizations.
Note: Elevated Insights is a dba for Balch Consulting, a 100% female-owned S-
Corp registered in the state of Colorado since 2000.
272
Strategic Planning
Process Case Studies
2019
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1
(Page Intentionally Left Blank)
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2
Table of Contents
City Summaries & Process Descriptions
Hayward, California ......................................................................................................................... 5
Coral Springs, Florida ...................................................................................................................... 7
Germantown, Tennessee .................................................................................................................. 9
Kansas City, Missouri .................................................................................................................... 11
Ft. Collins, Colorado ...................................................................................................................... 13
Commons Themes & Insights Gained………………………………………………………………. 15
Appendices
Appendix (1) – Consulting & Third-Party Vendors ..................................................................... 17
Appendix (2) – Standard Interview Questionnaire Template ....................................................... 18
Appendix (3) – List of Documents Available ............................................................................... 19
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3
Executive Summary
The Aspen Quality Office undertook a project to identify best practices for strategic planning. The goal
of the project was to inform Aspen city leadership of current approaches to strategic planning utilized by
cities of varying sizes in different geographical regions. A diverse set of five cities were interviewed.
Cities were selected because they had distinguished themselves through their strategic planning processes.
For example, three have been awarded the Baldrige National Quality Award, and a fourth recently
received an ICMA Strategic Leadership and Governance award. The following cities were interviewed:
Hayward, California
Coral Springs, Florida
Germantown, Tennessee
Kansas City, Missouri
Fort Collins, Colorado
A standard template was used to interview relevant person(s) involved in the crafting and execution of
each city’s processes. Questions focused on plan development, implementation and management. Five
interviews with eight people were conducted in total.
Summary of key findings:
Community Outreach and Surveys
All five cities incorporated some degree of community outreach into their planning processes.
Methods and amount of outreach varied among cities. For example, some cities, such as Germantown, TN
sought input from residents and businesses at the outset in order to set planning goals. Others, such as
Hayward, CA, collected citizen feedback to check and adjust course after goals had been drafted.
Resident and business community surveys were a component of outreach in all interviewed cities,
though not the only component. Survey scope and utilization varied greatly. For example, Coral Springs,
FL used survey results to identify short term strategic goals and set forward looking priorities, whereas in
Ft. Collins, CO annual surveys were a smaller component of their overall community outreach.
Role of consultants
Consultants and vendors were used throughout all the cities, but primarily for reporting and
monitoring purposes. The majority of interviewees stressed the importance of doing the bulk of the
planning process internally within the city organization to emphasize ownership of the process and
eventual absorption into everyday operations.
Monitoring and Reporting of Progress
An established cadence of plan status checks with key members of city leadership was highlighted as
a best practice. Additionally, regular monitoring and publication of metrics through a dashboard type
application occurred in most interviewed cities. This was identified and recommended as a best practice.
276
4
Timeline and Relationship between Plans and Budgets
Cities which appear to have the most mature and thorough processes created long term city visions,
generally in a 10-15 year outlook. These cities published recurring shorter-term strategic plans, generally
with a 2-5 year outlook. All cities completed some version of an annual work/business plan; all cities link
or intend to link budgets strategic plans.
Process Approach and Development
Development of each of the cities strategic plans was a lengthy and carefully planned process. For
example, the development of Hayward’s strategic plan took nearly a year, whereas a more established
organization such as Coral Springs, FL each iteration of their strategic plan takes roughly six months.
Each city utilized a “core team” to guide and eventually finalize the process. Contributors to the core
team vary, but generally included Department Heads, City Executive leadership, individual staff
members, and members of the community. For most contributors, involvement in these processes
represented a large commitment in both time and energy.
The strategic planning processes all attempted to capture issues and priority areas in order to improve
the quality of life for the community. While in development, some processes were internally focused yet
sought external input along the way. Other cities were externally focused and guided by community
members, eventually they were transitioned to city staff for refinement.
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5
Hayward, CA
City Description: Hayward, CA is a community in the San Francisco Bay Area with a population of
169,000 and median household income of $65,000. Hayward is in the midst of their inaugural Strategic
Plan. As such, their strategic planning process is still underway with anticipated adoption by City Council
in early 2020.
Internal vs. External Staffing: Hayward utilized a third-party consultant as part of their planning
process and strategic plan development. The consultant’s role was to assist with the community survey,
participate in and facilitate community outreach efforts, and guide the drafting of plan documents.
Engaging a consultant was viewed as a positive experience, particularly as it provided a neutral third
party to interface with stakeholders.
Core Team for Development and/or Updates: City Manager, Assistant City Manager, Fire Chief,
Management Analyst, and consultant(s).
Description of Planning Process:
1.Hayward city government published an RFP for consulting services and a identified suitable
consulting contractor.
2.Core team was created to work with consultants.
3.Core team and consultants identified a five-year city vision and six priority areas.
4. A working group was assigned to each priority area. Working groups consisted of Department
Heads and city executive staff. Assignments to the individual working groups were based on
natural fit of department functions relative to the assigned priority area. Additionally, city
executives were able to assign themselves or key staff to individual working groups. Each working
group designated a lead for reporting purposes.
5. Core team and consultants conducted residential satisfaction survey and provided results to City
Council.
6.Core team and consultants presented vision and priority areas to City Council and asked for
Council’s review. Council members were encouraged to use results from the residential
satisfaction survey to inform their own priorities for consideration within the strategic plan.
7. Individual working groups developed projects that fit within each of the six priority areas.
Core team and consultants conducted community outreach casting a wide net attempting to capture
the geographic and demographic diversity of the city. Outreach involved events at a local farmers
market, a city library, and a local college.
8.Department Heads will be tasked with development of metrics for their assigned projects.
9. City Council will be presented final draft of Strategic Plan for adoption.
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6
Ongoing and Performance Management:
Hayward’s plan is still under development and yet to be official finalized. The intention moving forward
is to conduct quarterly meetings with Department Heads to review progress of projects contained in plan.
Eventually, departmental budgets will be linked to priority areas within the city’s strategic plan.
Key Observations:
A driving factor that led to the beginning of the strategic planning process was employee
engagement survey results which revealed employees felt disengaged in big picture outcomes of
their work.
Community engagement was meant to more inform and verify versus to seek input and
suggestions.
Hayward was the only city that utilized a consultant throughout the whole lifecycle of the plan
whereas other cities utilized consultants for components such as process kick-offs or community
surveys.
The five year vision reads well, illustrates a picture of what they want the community to look like
in five years and does a great job of “telling the story.”
The city uses a Vision Priority Area Projects cascading framework within their planning
process.
Strategic Plan Document:
https://www.hayward-ca.gov/sites/default/files/documents/draft-hayward-strategic-priorities-projects-191025.pdf
279
7
Coral Springs, FL
City Description: Coral Springs, FL is a suburban community located in southeast Florida outside of Ft.
Lauderdale. The city has a population of approximately 130,000 with a median income of $71,000. Coral
Springs was the first municipality to win the Baldrige Award in 2007. The city’s Strategic Plan captures a
two-year strategic outlook that fits within a five-year fiscal cycle.
Internal vs. External Staffing: A one-time futurist consultant was used during the city’s long-term
visioning kick off. Consultants are also used to carry out residential and business community surveys and
present results to the City Commission. The majority of the planning process, development of annual
work plans, and monitoring is done internally.
Core Team for Development and/or Updates: City Manager, Director of Finance & Strategy, Analyst
in Finance Department.
Description of Planning Process:
1.Every ten years, the city embarks on a Visioning Summit. Up to one hundred community
members participate in a two-day event, led by city staff which explores possible futures for the
city and recommended directions. Outcomes from the Visioning Summit are used to inform
subsequent two-year outlook(s) which are captured in the city’s strategic plans.
2. A vendor uses results from business community or residential surveys (alternate years) coupled
with city facilitated “study circles” with residents to draft five strategic goals for the upcoming
two-year strategic plan.
3.Vendor presents a draft “top five” strategic goals to City Commission to for review and
preliminary approval. Commission may also suggest additions or modification of goals presented.
4.Department Heads and core team propose projects and associated performance metrics to
measure progress towards strategic goals.
5.Department Heads will determine budget implications and add or adjust projects to work plan. If
supplemental funds are deemed necessary these will be requested and included within the five-
year financial forecast.
6.City Manager presents projects to the City Commission. An emphasis is placed on how the
projects will accomplish the strategic goals during the presentation.
7.Department Heads reconvene to reverify that proposed budget numbers will be sufficient to
accomplished identified projects.
8.City Leadership presents the two-year strategic plan City Commission for approval with focus on
budget implications.
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8
Ongoing and Performance Management:
Monthly meetings are held between the Director of Finance & Strategy and each Department Head to
review metrics and discuss progress towards plan. This information is used to prepare a Quarterly
Performance Management Report. This report is posted online for public awareness coupled with a
quarterly presentation to City Commission by the City Manager.
Additionally, employee performance evaluations have an emphasis on contributions towards annual plan
and project accomplishment.
Key Observations:
The strategic plan is interconnected to the city’s business plans, operating, and capital
budgets which is documented in a detailed process map.
City Manager makes a conscious effort to prevent City Council from adjusting or modifying
annual work plans once approved as they tie into the two-year strategic plan.
Job descriptions and personnel evaluations all start with the city’s mission, core values and
speak to how they contribute to respective department meeting its objectives within the
strategic plan.
Staff feel it is important to have contractor conduct survey and present to City Commission
instead of internal staff in order to provide an impartial third party.
Strategic Plan Document:
https://www.coralsprings.org/government/other-departments-and-services/budget-strategy/strategic-plan
281
9
Germantown, TN
City Description: Germantown is suburban city outside of Memphis with a population of 40,000 and an
average household income of $154,000. The city’s strategic planning began as an effort to focus more on
customers’ needs versus the City Board’s projects. Germantown began their strategic planning processes
in 2010 and won the Baldrige National Quality Award in 2019.
Internal vs. External Staffing: The strategic planning process was done internally using resources
within the city organization. A one-time futurist consultant was used to kick off the process but was not
involved crafting and finalizing the strategic plan.
Core Team for Development and/or Updates: City Manager, Assistant to the City Manager, and
Steering Committee (appointed by City Board)
Description of Planning Process:
1. City Aldermen appointed 30-member Steering Committee composed of Germantown residents.
2.City staff completed a situational analysis which included community/employee surveys, SWOT
analysis, focus group interviews, and reviews of demographic and economic trends.
3.Steering Committee conducted a deep dive to establish a vision statement and identify key
performance areas for the city.
a.Vision statement and key performance areas were tested within the greater community at
public forums and roundtables.
b.City Department Heads were available to the Steering Committee at each meeting and
provided access to any and all literature and materials.
4.Nine task forces were created to develop Strategic Objectives for each of the Key performance
areas. Select residents who had unique and applicable skill sets and had attended public forum
meetings were asked to apply for task force membership. Steering Committee and key City staff
rounded out the composition of each Task Force.
5.Task Forces met five times in order to develop Strategic Objectives, action plans, and KPIs for
their assigned Key performance area.
6.Department Heads include key performance areas and associated KPIs within annual business
plans.
7.City Leadership utilizes an importance/satisfaction gap analysis to drive budgeting decisions. The
gap analysis is derived from community survey results and identifies how important (%) certain
items are and how satisfied (%) residents are with those associate city services associated. These
measures may result in budgetary action items to improve satisfaction or the reallocation of
resources to improve satisfaction in another area. Items with a gap of less than 10% are
considered stable with no action needed.
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Ongoing and Performance Management:
The City Manager meets quarterly with individual department heads to review progress on annual work
plan and review metrics that illustrate progress towards strategic objectives. Within each department there
are operational measures with regards to their work plans, however KPIs are used exclusively to measure
strategic success.
Every other, year individual city department staff will complete in person focus groups with their key
community customers to gauge progress against plan. Additionally, Clear Point Solutions software is used
track metrics and provide a publicly accessible performance dashboard.
Key Observations:
Appointed Steering Committee and Task Forces are uniquely citizen driven.
o Steering Committee: Appointed by City Board and composed of 30 city residents
o Task Forces: Select residents who had unique and applicable skill sets and had attended
public forum meetings were asked to apply for task force membership. Steering
Committee and key City Staff rounded out the composition of each Task Force.
12-month process to draft and publish strategic plan. Very thorough process that involved
hundreds of people.
Projects within departmental budgets have to be linked to areas in the strategic plan.
Strived to keep in mind what the government’s role actually was within the community to help
guide what they could and couldn’t do.
It took several years and iterations for the City Manager and Department Heads to find a good
rhythm for reviewing progress and potential barriers to success. Eventually the cadence became
part of their everyday approach. On a departmental level, it took several years to refine business
plan measures for tactical reporting purposes.
The city uses a Vision Key Performance Area Strategic Objectives Projects cascading
framework within their planning process.
Strategic Plan Document:
https://www.germantown-tn.gov/home/showdocument?id=16941
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11
Kansas City, MO
City Description: Kansas City is a large urban center with a population of almost 500,000 and a median
income of $45,000. Their strategic planning process began in 1997 and recently adopted the seventh
edition of their plan. The city recently won the 2019 Strategic Leadership and Governance Award through
ICMA.
Internal vs. External: Development and implementation of the strategic plan and process is done
internally with no consultants used. Staff are considering the potential of using consultants for the
beginning stages of the next iteration. The intent is to alleviate any potential conflicts between staff and
council and provide an unbiased third party.
Core Team for Development and/or Revisions: Budget Manager, Budget Operations Manager, and
Analyst
Description of Planning Process:
1.City Manager tasked Budget Manager to start formulating a comprehensive strategic plan. In turn
the Budget manager created a core team for Strategic Planning purposes.
2.Core team create a Mission and Vision Statements and identified seven overarching goals that
aligned closely with the City Council’s seven committees.
3.The core team presented mission, vision and city goals to the City Council for review and
comment. Concurrently, City Council was tasked to create lists of focus areas which they felt
were important city issues. These focus areas were categorized as four-year objectives which are
intended to meet one of the seven city goals.
4.Department Heads added to and/or consolidated list of objectives prepared by City Council and
discussed what they were currently doing programmatically that spoke to those objectives.
5.Department Heads modify annual work plans to ensure projects were working towards meeting
objectives.
6.Annual updates to strategic objectives are included within the city-wide plan and are linked to the
annual budget. All budget items have to be linked to a city strategic objective and in the rare
cases where they are not, proposals need to specifically state that they are not associated with a
city strategic objective.
7. City staff conduct public outreach in the form of “Resident Work Sessions” throughout the
planning process in preparation for the next annual business plan.
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Ongoing and Performance Management:
Goal Teams, which consist of staff from applicable city departments and the Core Team meet monthly
and create progress report which summarize progress towards each of the City’s seven goals. This report
is submitted to the City Manager for review and awareness. Additionally, a quarterly report prepared for
the City Manager which contains measures against the city’s performance targets, similar to a balanced
scorecard.
The City Manager presents a separate quarterly report to City Council which is organized by goal. Staff
includes success stories, updates, and challenges. Each year one council work session per year is
dedicated to the annual Citywide Plan.
Key Observations:
Kansas City had a series of one-year plans and fixes but they did not adequately connect to
each other. This disconnect was the catalyst for the City Manager to revamp the process.
Timeframe for plan and strategic objectives is tied to election cycle. Additionally, the
strategic plan is codified, preventing any change throughout its respective term.
Resident work sessions used a roundtable format, during which participants commented on
areas in which they were most interested, followed by rotating participants to a different topic
to capture input on remaining goal areas.
Kansas City uses Stratex Solutions software to track progress of actions within the City’s
Business Plan. The software allows the city to assign resources to tasks and track the hours
spent to achieve the objectives. The system periodically identifies the need to confirm
priorities and rethink timelines.
The city uses a Goals Objectives Strategies Actions cascading framework within
their planning process.
Strategic Plan Document:
https://drive.google.com/file/d/1cFB9SXs2zDf8RHxmwyYopeQDc3KnL1pp/view
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Ft. Collins, CO
City Description: Ft. Collins, Co is a medium sized city located on the Front Range of Colorado. The
city’s population of 165,000 with a median family income of $83,000. Their planning process is mature,
currently on its fourth iteration. The city won a Baldrige National Quality Award in 2017.
Internal vs. External: Process completed entirely with internal resources. Outside vendor is used to
complete community surveys.
Core Team for Development and/or Updates: Chief Financial Officer, two Deputy City Managers,
Budget Officer, and four (4) Analysts from Performance Office
Description of Planning Process:
1. City government updates the ten-year comprehensive plan every five to seven years. The
comprehensive plan is influenced by both city staff and extensive public outreach using
community partners, plan ambassadors and individual residents. The most recent comprehensive
plan established seven key outcome areas.
2.Core team and key city staff create a priorities matrix, which lists strategic objectives that support
each of the seven key outcome areas. These priorities are influenced by outreach that includes
community groups, departmental staff, and City Boards and Commissions. Feedback from these
groups is gathered using a mix of events such as meetings with business groups, high school
government classes, and pop up events throughout the city.
3. City Council attends and completes a retreat after each election cycle once the new council is in
place. During the retreat the core team presents a prepopulated list of 20+ priorities for the city.
Council is asked to add to or modify this list based on their individual and collective views.
4.The core team compares and contrasts the results from the council retreat to the city staff
prepared priorities matrix. The list of priorities is consolidated where overlap is identified. The
remaining items are designated as strategic objectives, which support and advance key outcome
areas. Each outcome area is targeted to have four to seven objectives.
5.Core team develops metrics for each objective to be included in the strategic plan. Metrics may
stay the same or be added from one iteration to the next.
6.Core team presents a draft strategic plan to the City Council, this session generally takes over
three hours, in which feedback and comments are sought.
7. Core team adjusts plan based on City Council feedback and a resolution is forward for adoption
of the new City Strategic Plan.
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Ongoing and Performance Management:
An executive staff member and Department Heads for relevant outcome area meet monthly for 2-3 hours
to review status and progress. Additionally, a monthly “City Manager’s Update” is prepared and posted
online. This report contains sections that speak to the different outcome areas.
A general dashboard posted to the city’s website is updated quarterly. The dashboard informs the public
of the city’s progress towards in attaining key outcomes.
Key Observations:
The city has a 10-year comprehensive plan with static outcome areas
Strategic Plans are two-year documents that link to the comprehensive plan
o Plan informs budgets for those two years and linked to objectives within longer term
focus areas.
Strategic plan cycle is tied to election cycles and council terms.
Budget is developed to achieve strategic objectives and council priorities.
o City tracks expenditures by outcome area.
The city uses a Comprehensive Plan Key Outcome Areas Strategic Objectives Projects
cascading framework within their planning process.
Strategic Plan Document:
https://www.fcgov.com/citymanager/files/strategic-plan.pdf
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Common Themes
All but one city uses primarily internal resources for strategic planning.
o All cities use vendors for some associated components (surveys, data tracking,
forecasting, etc.)
o All cities stressed the importance of doing work internally.
o Two cities used a Futurist consultant to kick off their long-term visioning initiatives.
Each city provided multiple opportunities and venues for residents and business communities to
take part in the process. Multiple cities stressed the importance of capturing responses from
geographically and demographically diverse cross sections of the community. Identifying who
those communities were and creating opportunities to access them was recommended multiple
times. Examples include targeting the high school student population or conducting a pop-up
event at a farmers market.
City Councils were involved in each respective city’s process; however, City Council members
were not members of the core teams that guided each process. All City Councils were used as a
sounding boards throughout the process and were provided with regular updates. Ultimately, each
plan and associated final documents were approved and adopted by the respective Council.
Three of the five cities tie their strategic planning cycles to election cycles and in each of these
cities their periodic strategic plans link to the cities’ long-term visions.
Regular meetings are convened by members of city leadership to monitor progress and status of
plan execution. Generally, these meetings are held on a monthly or quarterly basis, or a
combination of both intervals.
All cities cascade overarching focus areas or strategies into more specific business plans and
metrics.
o In each city, departments or groups of departments ultimately become responsible for
executing projects that fit within the cascading framework.
Insights Gained
The process needs active management and leadership at the highest level to become entrenched in
the culture of the organization; this was reinforced by all cities and even more so by cities that
have the more mature processes. Gaining buy in from both city staff and City Council was
identified as a challenge, but as worthwhile.
Public outreach should be employed thoughtfully and carefully in order to maximize useful
information received. Additionally, discussion should occur prior to public outreach on how and
where it is incorporated into the process. For example, one city uses public outreach as the
primary determination of strategic goals while others use to simply verify internally developed
goals reflects public sentiment.
o Interviews indicated that despite sometimes not receiving as much public feedback as
hoped for, attempting to capture input from all stakeholders within the community is a
best practice.
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Involvement and continued involvement of Department Head level drives accountability and
actions towards fulfilling strategic plans.
The most thorough and impressive processes took multiple years to mature. Even though
originating a new process took a year or less, once in place, time and repetition is needed to
realize actual results.
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Appendix (1) – Consulting and Third-Party Vendors
Hayward, CA
o Civic Makers, LLC – Plan development and community outreach
https://civicmakers.com/
Germantown, TN
Rebecca Ryan – one-time service used for kick-off of process (note: Rebecca is the futurist
for the Alliance for Innovation)
https://rebeccaryan.com/about
Clear Point Strategy – software for metrics and dashboard
https://www.clearpointstrategy.com/case-studies/city-of-germantown/
NuStats Research – annual citizen survey
http://www.nustats.com/
Coral Springs, FL
o ETC Institute – community and business surveys
https://etcinstitute.com/
Kansas City, MO
o Stratex Solutions – Metrics and Dashboard
https://www.stratexsolutions.com/
Ft. Collins, CO
o National Research Center – Community Survey
https://www.n-r-c.com/
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Appendix (2) – Standard Interview Questionnaire
Jurisdiction: ______________________ Contact: _______________________
Date of Contact: ____________________ Title: _________________________
Phone number: ___________________
Email: __________________________
1.How did you develop and focus your strategic plan?
a) What were the main steps in the development of your plan?
b) Who participated in its development, and how?
c) How did you assure that emerging issues and changes in your customers’ needs were
reflected in the plan? (In particular, we are interested in how you incorporated feedback and
participation from the community at large and key stakeholders?
d) How did you incorporate consideration of innovation and/or use of new technologies into
your plan?
e)Did you use any consulting resources, and if so, would you recommend them or use them
again (who were they)
2. How are you implementing your strategic plan?
a) What steps are you taking to help assure the goals in your plan will be met? For instance,
how have you linked your plan to shorter-term business plans or actions plans?
b) How did you link your plan to performance targets?
c)How are the priorities in the plan linked to your budget?
d)How and when does discussion of progress against the strategic plan occur?
3. What would you definitely do again as a part of a future strategic planning process? What
would you NOT do?
4. What materials do you have that you could share with us?
a)Copies of the planning process and outreach methods used?
b) Copy of the strategic plan?
c)Copies of aligned documents like the budget or business plans?
d)Other useful information
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Appendix (3) – List of Available Documents
M:\city\manager\Strategic Planning Case Studies\Example Documents
Hayward, CA
Draft Strategic Vision and Roadmap
Germantown, TN
Vision Statement
Germantown Strategic Plan
Strategic Planning Process Calendar
Press Release for process kick off
Task Force Process Packet
Community Visioning Results
Baldridge Application Package
Coral Springs, FL
Coral Springs 2018-2023 Strategic Plan
City Business Model
Budget, Strategic Planning & Performance Mgmt. Process Map
Performance Mgmt. Report – Quarterly Update
Baldrige Award Profile Write Up
Formal Employee Evaluation Template
Informal Employee Evaluation Template
Kansas City, MO
Kansas City Strategic Plan
2019 Adopted Citywide Business Plan
City Charter language which documents strategic plan
Ft. Collins, CO
2018 Ft Collins Strategic Plan
City Managers Monthly Review
Strategy Map review
City Strategic Planning Presentation
Community Performance Measurement Dashboard
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Roles, responsibilities, relationships and communication within an organization like the City of Aspen are
complex. Missteps and misunderstandings can heighten conflict unnecessarily; take significant time and effort
to resolve; and may misdirect resources. The bottom line is that such situations can all too quickly have a
negative effect on the City’s ability to provide excellent service and to maintain strong internal and external
bonds. To forge a shared understanding of expectations when it comes to interacting with Council and with
each other, the Department Directors have crafted Principles of Engagement to guide them.
Principles of Engagement:
Our commitments to create well-functioning partnerships with each other and Council
Listen:
Understand What's Being Said
Before Responding, Clarify Underlying Needs, Rationales, Motivations And Intentions
Remain Neutral And Unbiased
Collaborate:
Transparently Converse With Those Who Will Be Most Affected By Proposals And Decisions
Seek Support And Guidance From Knowledgeable Colleagues
Build Trust And Assume Good Intent
Respect:
Invite And Value Each Other’s Varying Points Of View
Create A Safe Space Within Which Crucial Conversations Can Occur
Be Slow To Escalate Emotions
Align:
Understand The Relative Roles And Authorities Of The Council, Mayor, City Manager And Staff
Prioritize Actions In Support Of The Strategic Focus Areas
Look For The Linkages
Celebrate:
Support Each Other's Successes
Call Out Good Work In A Way That Is Meaningful To The Recipient
Encourage Each Other
Respond:
Don't Let Things Sit
Provide Facts And Well-Conceived Options
Be Clear On Expected Results Or Outcomes
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Board of Health Orientation
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What we’ll Cover:
●Why do we have citizen boards like the BOH and why is the BOH
structured the way it is?
●Role of BOH and BOCC
○Why can’t the BoCC take on the BOH role like it did in the past?
Understanding how the BoCC’s job is different the the BOH.
●Where does the BOH fit in the overall county organization?
●Being a highly effective governing body
○Relationship between board and staff
○Relationship between board members
●General Questions
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Different Roles of Appointed Boards and
Commissions:
●Appointed Boards and Commissions are the result
of Progressive Era reforms (1890’s-1920’s).
●Purpose of Appointed Boards and Commissions:
○Improve representation in policy development.
○Provide specific expertise to solve public policy challenges
■This two aren’t always the same!
●Why’s this important? Good public policy requires
an understanding of community passions and
facts.296
Understanding Passion and Facts:
Is There Passion?
Is There a
Need/Facts?
Yes No
Yes Action Report on
shelf
No Danger 297
Perspectives on Elected Boards: How their job is
different from your...
⬜Working Conditions of BoCC:
◼Vague Task Definition
◼No Hierarchy
◼No Specialization
◼Little Feedback
◼Open Meetings
⬜Right vs. Right (Political) Decisions
▫...after all the facts are known, we can legitimately disagree on the
answer to the problem. More information is not going to help solve
the problem. Staff looks to their board to solve these value laden
questions.
⬜Elected Boards & Appointed Boards and Commissions.
◼Governing perspective
◼Roles
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How the County prioritizes its many roles and
responsibilities:
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BOH Areas of Influence:
300
How is Pitkin County Organized? Where does
BOH fit?
●Eight Elected Officials
○5 member board, Assessor, Clerk and
Recorder, Sheriff
●20 Citizen Boards and Commissions
●19 Departments
●280+ employees organized by Strategic Plan and
Charter
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Board and Staff Roles -- Working
Together
Board Sphere
Determine “purpose” scope of
services.
Mission Advise (what organization ‘can’ do
may influence what it ‘should’ do);
analyze conditions and trends.
Pass ordinances; approve new
projects and programs; ratify budget.
Policy Make recommendations on all
decisions; formulate budget;
determine service distribution.
Make implementing decision (i.e. site
selection), handle complaints
oversee administration.
Administration Establish practices and procedures
and make decisions for implementing
policy.
Suggest management changes to
manager; review organization’s
performance in manager’s
performance review.
Management Control the human, material and
informational resources of
organization to support policy and
administrative function.
Staff/Manager Sphere
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●Determine the organization's mission and purpose
●Ensure effective organizational planning and priority
setting.
○Understand what must be done, and what can
realistically be done -- prioritize!
●Ensure resources are adequate to meet priorities.
●Enhance the organization’s public perception.
●Support the Executive Director provide feedback on
performance.
General BOH Responsibilities
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Working together to be an effective board:
●Focus on policy and reduce involvement in
administrative issues.
●Speak with one voice.
○Represent decisions of the board - even when
you were in the minority.
○Remember staff takes ‘board direction’ not
‘board member direction.’
●Respect chain of command.
●Use your representative powers wisely and
humanely.
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Something to Consider: Working Agreements
BoCC 2017
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Thanks for your service!
I don't know what your destiny will
be, but one thing I know: the only
ones among you who will be really
happy are those who have sought
and found how to serve.
-Albert Schweitzer
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