HomeMy WebLinkAboutagenda.council.worksession.20230221AGENDA
CITY COUNCIL WORK SESSION
February 21, 2023
4:00 PM, City Council Chambers
427 Rio Grande Place, Aspen
I.Work Session
I.A City Council Goals Update
I.B
The Aspen Sustainability Action Plan (ASAP)
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Goals Update__02.21.23 Final.docx
Attachment A Council Goals Resolution.pdf
Housing Strategic Plan - May2022
ASAP Memo - February 21 2023_2.8.23_final.docx
Attachment A - Aspen Sustainability Action Plan (2023).pdf
Attachment B - ASAP Stakeholder Engagement.docx
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MEMORANDUM
TO:Mayor and City Council
FROM:
Liz Axberg, Housing Policy Analyst
Ben Anderson, Community Development Deputy Director
Diane Foster, Assistant City Manager
Matthew Gillen, Executive Director of APCHA
Megan Monaghan, Kids First Co-Manager
Scott Miller, Director of Public Works
Nancy Nichols, Kids First Co-Manager
CJ Oliver, Environmental Health and Sustainability Director
Jennifer Phelan, Development Manager Asset Management
Robert Schober, Asset Management Director
Tessa Schreiner, Climate and Sustainability Programs Administrator
Phillip Supino, Director of Community Development
THROUGH:Sara Ott, City Manager
MEMO DATE:February 8, 2023
MEETING DATE:February 21, 2023
RE:City Council Goals Update
_____________________________________________________________________
REQUEST OF COUNCIL:
Council will be updated on the progress and status of the City Council goals primarily from August
2022 through January 2023. No action is requested from Council at this time.
SUMMARY AND BACKGROUND:
On July 20, 2021, the Aspen City Council met and participated in a Retreat. At that retreat Council
developed Council Critical Goals. Since that time, staff members provided a comprehensive
update on August 2, 2022, and have provided progress updates and asked for Council action for
individual projects on the following additional dates:
August 16, 2022 Burlingame Child Center
September 12, 2022 Waste Code Revisions
September 19, 2022 Council Goal: Childcare Capacity Goal Update
September 26, 2022 Building Code Adoption
November 14, 2022 Affordable Housing Strategic Plan Update
December 5, 2022 Childcare Capacity Goal Update; Burlingame Early Childhood
Education Center
December 12, 2022 Fleet Electrification Update; Affordable Housing and the Land Use
Code; Rent Relief Subsidy Waiver Program for Yellow Brick
Childcare Tenants
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January 17, 2023 Presentation at joint City Council and Board of County
Commissioners meeting regarding residential demolition
January 24, 2023 Adoption of the 2021 Building Codes
The City Manager’s Office is working with Ron LeBlanc to plan a Council Retreat and Goal setting
session for May 22, 2023.
DISCUSSION:
This report provides an overview of progress and next steps since the adoption of these Council
Goals. This staff report provides an overview of the specific projects being undertaken to achieve
the goals.
Increase number of Affordable Housing Units
a. Convening a City Housing Retreat
Status: Complete
b. Creating an affordable housing strategic plan
Action Item Owners: Diane Foster
Accomplishment/Status: Complete
In April 2022, Council approved to adopt the 2022-26 Affordable Housing Strategic Plan.
The plan sets a goal of 500 affordable housing units within the next five years. Half of
these units would be achieved through development neutral strategies. Since the Strategic
Plan was adopted, staff across departments have been contributing to progress of the
action items and projects set forth by the plan.
On November 14, 2022, Liz Axberg presented a Strategic Plan update to City Council.
Below is information about specific projects identified within the Strategic Plan that are not
represented elsewhere in another Council goal. Council will next be updated on progress
made to the AH strategic plan in May 2023 work session.
Replacing Expiring Deed Restrictions – Staff from the City Manager’s Office, APCHA,
Asset, Finance, and Community Development are studying and modelling strategies that
could make the 324 expiring deed restrictions permanent. Since the last update, one unit
has been removed from the count through the procedural deed restriction replacement
process.
Financial Resources for Construction, Expiring Deed Restrictions and Land
Banking – After receiving vote support for an excise tax on short-term rentals (STRs), the
City will begin collecting on bookings that happen after April 30. This tax will eventually
contribute to additional resources for the affordable housing program. Finance will start
recording a portion of the new tax revenue into the affordable housing fund when the city
collects May taxes. Up to 30 percent of the tax will go toward environmental initiatives and
capital maintenance.
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Partnerships - Forest Service Lot negotiations are ongoing. Additional massing and
constraint studies are in progress to determine potential density on the site.
Regional Collaboration - The West Mountain Regional Housing Coalition is developing
its strategic plan and received a few grants to support the development of the nonprofit.
The Coalition has also developed program outlines for buy-downs and rental assistance.
City of Aspen staff continue to attend WMR Housing Coalition board meetings and
represent the City of Aspen.
c. Completing Council directed affordable housing development projects
Burlingame Ranch Phase 3
Action Item Owners: Chris Everson
Accomplishments/Status: Construction on the 79-unit condominium unit project is nearing
completion, and units are anticipated to be ready for sale in 2023. The Capital Asset
Department staff are working with construction suppliers and third-party consultants to
make sure that construction quality is fully remediated to appropriate standards before the
sales process can begin. An approach to the lotteries for the project is in the works with
APCHA.
Identified Next Steps: A Council work session on the sales and right-sizing approach is
scheduled for March 27.
Lumberyard Housing Development Project
Action Item Owners: Chris Everson
Accomplishments/Status: The Lumberyard Project is anticipated to yield approximately
277 affordable housing units on 11 acres of land located south of Aspen airport business
center.
Based on direction received from Aspen City Council at a work session on September 26,
2022, the Lumberyard affordable housing development application (277 units and 467
bedrooms) was formally submitted to the City of Aspen Community Development
Department on November 2, 2022. The complete Lumberyard development application,
with access to all plans and exhibits, is available for download at
www.aspencommunityvoice.com/lumberyard. On December 6, 2022, City of Aspen
Community Development Department staff provided written notice that the Lumberyard
development application had been reviewed for completeness and was deemed to be
complete.
Identified Next Steps: Public hearings with the Planning and Zoning Commission and with
Aspen City Council are anticipated to be scheduled into the second quarter of 2023. Public
notice will be provided in accordance with municipal code requirements for those public
hearings when the schedule is available. Construction is scheduled to begin in 2024,
starting with deconstruction and recycling of existing facilities and with infrastructure
construction to follow. Upon commencement of the infrastructure construction phase, staff
will pursue competitive proposals for private development and long-term operation of
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housing facilities, with construction of those facilities to begin upon completion of the
infrastructure phase.
Expected Completion Dates: Phase 0 Infrastructure 2025; Phase 1 / Building 1 (104
Rental Units) 2027; Phase 2 / Building 2 (91 Rental Units) 2029; Phase 3 / Building 3 (82
Ownership Units) 2031
d. Continuing to seek additional affordable housing development opportunities
Convert Old Mountain Rescue property to affordable housing use
Action Item Owners: Jennifer Phelan, Rob Schober, Scott Miller
Accomplishments/Status: Staff received direction from Council to convert this property
to affordable housing. Staff is studying current zoning and development options for the
property to present to Council. Two departments, special events and transportation, are
officing in this building. A Council work session regarding updates for several city-owned
buildings took place on Feb. 6.
Identified Next Steps: Staff will apply for land use approvals in April 2023. Construction
documents finalized by April 2023. Land use review completion estimated July/August
2023. Building permit application and RFP for a contractor initiated by August 2023.
Contractor contract finalized November 2023.
Expected Completion: 2024
e. Leveraging and amending regulations and policies in support of affordable housing
Policy Analysis
Action Item Owners: Ben Anderson
Accomplishments/Status: The Residential Building Moratorium resulted in several new
policies and regulations in support of affordable housing development within the Land Use
Code:
Amended affordable housing mitigation requirements for single-family and duplex
development – particularly in demolition and redevelopment scenarios.
Administrative, streamlined review process for code-compliant affordable housing
projects.
The addition of three and four-plex affordable housing development as an allowed
density across most of Aspen’s residential zone districts.
Removal of unintended obstacles and inconsistencies throughout the land use
code in further supporting development of affordable housing.
Identified Next Steps: Following a work session on December 12, 2022, staff will be
returning to Council with a policy resolution to initiate code changes in support of
improvements to the Certificates of Affordable Housing Credits Program on February 28,
2023. The eventual amendments would bring additional flexibility to the types of projects
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that would be eligible for credit generation. It is anticipated that an Ordinance for Council
consideration will be presented in Q2 of 2023.
f.Supporting continuous improvement with the APCHA program, including
ensuring adequate resources
Voluntary Rightsizing
Action Item Owners:Matthew Gillen
Accomplishments/Status: The APCHA Board formally voted to make clear that any
rightsizing would be only voluntary. APCHA owners were surveyed on their possible
interest in a “rightsizing” program. Analysis of responses showed that there was
considerable interest in ‘rightsizing’, with a majority of owners of three bedroom plus
homes saying they would consider moving to a smaller home in the future. After debate
by the APCHA Board on incentives to facilitate this process, the Board decided to
explore a pilot program based on a “swap” model (homeowners getting a bigger home
and those getting a smaller home would buy each other’s property).
Identified Next Steps: APCHA Board is examining details of the pilot program to
approve five voluntary swaps. Upon approval, APCHA staff will publicize the program
offer. APCHA staff will give regular updates. APCHA is also working closely with City
staff on a proposal to make a small number of Burlingame III properties available to
APCHA owners willing to downsize to a smaller property.
Housing Sustainability
Action Item Owner: Matthew Gillen
Accomplishments/Status: APCHA has instituted seller standards for all sales in the
APCHA system; an independent formal home inspection, funded by APCHA, is
conducted to give full transparency to the buyer as to the state of the property. By
signing a new deed restriction, the Owner will start with an updated “purchase price” with
the 10% capital improvements based on that updated value. Five homes have been put
back into the APCHA system in the past year as a result of compliance actions (Housing
Strategic Plan goal: 15 homes over five years).
Identified Next Steps: The APCHA Board is debating a pilot emergency grant fund
giving APCHA owners the opportunity to apply for grants to cover emergency repairs to
their homes. The APCHA Board is seeking to balance demonstrated need with the
moral hazard of providing money to owners. Once approved by the APCHA Board,
APCHA staff will approach the Aspen City Council and Pitkin County Board of
Commissioners to formally request funding. The estimated request for the pilot program
is $200,000 total. APCHA is starting to strengthen ties with the more than 80
Homeowner Associations (HOAs) whose owners own homes in the APCHA system.
APCHA will start sessions with an HOA expert lawyer (“lunch and learn” format), and
explore helping HOAs assess their capital reserves.
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Compliance
Action Item Owner: Matthew Gillen
Accomplishments/Status: APCHA is focused on enforcement of the three basic APCHA
rules: Work in Pitkin County 1500 hours per year, live in your APCHA unit and do not
own another home in the owner exclusion zone (from Aspen to Rifle). Community
members can now report possible violations anonymously through the website and
APCHA hired a Hearing Officer which removes the burden of compliance cases from the
citizen board members. The Hearing Officer has heard four cases in the past year,
including one extremely complex case that required three all-day hearings.
Identified Next Steps: APCHA is currently hiring a new position of compliance analyst
which will conduct random audits and other compliance actions for APCHA owners and
renters. Another tool for the new hire will be cross-referencing/auditing the biennial
APCHA ownership survey which all APCHA owners will complete this year. APCHA
compliance cases will be tracked (stripped of personally identifiable information) on the
APCHA website. The initial qualifications and biennial requalification (for renters)
processes are being revamped to ensure applicants are in compliance with APCHA
rules.
Communication
Action Item Owner: Matthew Gillen
Accomplishments/Status: Starting in 2022 APCHA publishes a three times a year
newsletter (in English and Spanish) to all APCHA clients with “tips and tricks” about
services offered by APCHA, information on the program, and responsibilities of owners
and renters under the APCHA program. APCHA executive director Matthew Gillen
conducts monthly Facebook live sessions on a variety of topics, giving the community
the opportunity to interact directly. Facebook Live sessions are also occasionally held in
Spanish. A Facebook/newsletter series “MythBusters” addresses some of the most
common misconceptions about APCHA. This theme of explaining what APCHA really is,
and what APCHA really does, was further explored in an essay written by Matthew
Gillen in the local papers in December 2022.
Identified Next Steps: APCHA will continue to reach out to the community through the
newsletter and online. Future target audiences are HOA decision makers, and APCHA
residents. APCHA will host “meet and greets” in the manner of the highly successful
Aspen Police Department “Coffee with Cops” program.
Increase the number of available childcare spaces
a. Plan, design to repurpose or build new buildings to add physical capacity to increase
available childcare space.
Burlingame Child Center
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Action Item Owners: Megan Monaghan and Jennifer Phelan
Accomplishments/Status: Completed activities include site selection, RFP, design
contract, Design Advisory Group meetings, public outreach and completion of schematic
design. City Council provided direction regarding furthering the design and gaining
entitlements on Dec. 5.
Identified Next Steps: Staff will be working with the design team to develop a scope of
services that will get the ECE center design through the land use review process and
receive entitlements phases of the project. Any necessary amendments to the existing
contract should be completed within Q1 of 2023. Any change order will be scheduled
before Council in early 2023.
Yellow Brick
Action Item Owners: Megan Monaghan and Nancy Nichols
Accomplishments/Status: Four rooms within the Yellow Brick became available in July
2022 for a new childcare provider. The city signed a lease in December 2022 for rooms
2, 4, 5 and 6 with Ajax Cubs to provide childcare for children ages 2 months -5 years for
a minimum of two hundred days a year.
Identified Next Steps: Ajax Cubs are finalizing licensing and staffing for the newly
renovated space and anticipate opening initially with one toddler classroom on February
27 and open the other classrooms as they are staffed. This program has been heavily
subsidized by Kids First with start-up funding, materials, equipment, and coaching. Kids
First will work with the Ajax Cubs directors to ensure they participate in the Kids First
grants, teacher incentive program, and coaching to promote professional development
and increase quality.
CMC Infant Room
Action Item Owners: Megan Monaghan and Nancy Nichols
Accomplishments/Status: Little Steps College opened on December 5
th. This program
has been heavily subsidized by Kids First with start-up funding, materials, equipment,
and coaching. Little Steps College is open and operating. They are serving eight families
in the community and have 6-7 babies each day.
Identified Next Steps: Kids First will work with Little Steps College director to ensure they
apply for and participate in the Kids First Infant Toddler Grant, Kids First grants, teacher
incentive program, and coaching to promote professional development and increase
quality.
Preschool of the Arts at the Jewish Community Center
Action Item Owners: Megan Monaghan and Nancy Nichols
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Accomplishments/Status: The Preschool of the Arts, opened officially in September.
They are serving eight-twelve families with children 3-5 years-old in the community.
They applied for and are participating in the Kids First City of Aspen Wage Enhancement
Program.
Identified Next Steps: Kids First will work with the Preschool of the Arts director to
ensure they participate in the Kids First grants, teacher incentive program, and coaching
to promote professional development and increase quality.
b. Increase the recruitment and retention of qualified early childhood teachers
Yellow Brick Building Pilot Rent Relief Waiver Program
Action Item Owners: Megan Monaghan and Nancy Nichols
Accomplishments/Status: City Council directed staff to provide a rent relief waiver for all
licensed childcare programs in the Yellow Brick Building effective January 1, 2023, to
December 31, 2023, as the first year of a two or three year pilot program. Aspen City
Council and Kids First Advisory Board have specified that the rent relief savings be
passed along to benefit and support staff.
Staff rolled out the rent relief waiver application to programs in the Yellow Brick Building
starting January 2023, and all three programs in the building are participating.
Identified Next Steps: Kids First staff will meet with directors to discuss reporting from
the first quarter of 2023 in April. The first quarter dollar amounts waived totals
$33,498.00. Childcare directors will complete a narrative and be prepared to discuss
accounting for funds, descriptions of staff programming or benefits that are a result of
the funding, anecdotal information from staff, additional needs or thoughts about
program changes, and how the Rent Relief waiver program supported staff recruitment
and retention.
Wage Enhancement Program
Action Item Owners: Megan Monaghan and Nancy Nichols
Accomplishments/Status: City Council directed staff to provide a Wage Enhancement
Grant to childcare programs inside City limits. This program provides $500 a month to
full time and $250 to part time childcare employees for all licensed childcare programs in
Aspen. Each childcare program will develop and deliver to Kids First, a plan of how to
increase program revenue over time, to fully absorb the cost of this grant funding on
their own. This funding grant will continue for 5 years with each annual renewal at a
diminished level. The goal here is for each program to develop an increased revenue
stream, over that 5-year period, so that they can maintain this level of support to their
employees on their own.
As a secondary support towards the above goal, Kids First will provide additional
business and financial planning analysis training to each program. This training will be
provided to each program’s management team, without cost, by Kids First and outside
organizations, so that each program can develop the skills necessary to develop a
fiscally sound financial plan and leadership skills.
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Kids First staff rolled out the Wage Enhancement Grant to childcare programs inside
City limits starting January 2023, and all four programs are participating.
Identified Next Steps: The first quarter checks have been requested totaling $46,250.00
for thirty-three full time and one part time teacher.
Kids First staff will meet with directors to review reporting from the first quarter of 2023
in April and discuss the success of the program and how Wage Enhancement supported
staff recruitment and retention.
VIP Incentive and New Teacher Hiring Bonus
Action Item Owners: Megan Monaghan and Nancy Nichols
Accomplishments/Status: The VIP award program rewards staff and is designed to
retain high quality staff in early childhood education programs and encourage teachers
to further their training and education. The last cycle of the VIP Incentive program paid
out $54,900 to 55 teachers based on professional development and education. Between
September to January, we paid 16 new teachers $16,000 for the new teacher hiring
bonus.
Identified Next Steps: Continue to implement VIP incentive and new teacher hiring
bonus. Evaluate impact of programs based on feedback.
Development of a Regional Waitlist
Action Item Owners: Megan Monaghan and Nancy Nichols
Accomplishments/Status: Rocky Mountain Early Childhood Council (RMECC) has
signed a contract with BridgeCare. BridgeCare is a user-friendly, web-based tool that
connects local families with available childcare openings. It also allows providers to
market their programs, highlight their services and staff, and manage enrollment and
their waitlists. Kids First staff and community partners have been working to plan the
rollout of this program. Community wide rollout is key to program success. At this time
because of statewide contract commitments with the Universal Preschool program,
implementation is delayed until later this year.
Identified Next Steps: Consider an interim waitlist maintained by staff or others until
BridgeCare is up and running for our region.
c. Generate funding to support the development of new childcare spaces
Support for Regional Efforts
Action Item Owners: Megan Monaghan and Nancy Nichols
Accomplishments/Status: Kids First staff participates in regional efforts including the
Basalt Early Childhood Coalition, the Rocky Mountain Early Childhood Council, and the
Confluence Early Childhood Coalition.
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Identified Next Steps: These are long-term efforts that we participate in regularly, but
that will continue to build on relationships and shared funding creating regional impact.
These include:
CECEC Colorado Early Childhood Coalition is proposing to establish the first Early
Childhood Special District in Colorado. This would create a publicly elected board
with the goal to raise a public funding stream for programs benefitting young children
in the region from Aspen to Parachute. The CECEC is proposing a local tax- sales or
property- to create sustainable local funding to help families pay for early education,
expand capacity and quality of early care and education, and pay for the program
admin and evaluation. Partners include:Aspen Skiing Company, Garfield 16 School
District, MANAUS, Aspen Community Foundation, Family Visitor Programs,
Mountain Voices Project, Rocky Mountain Early Childhood Council, Early Childhood
Network, City of Aspen- Kids First, Compass for Lifelong Discovery, Valley
Settlement, Gould Construction, Roaring Fork Schools, Garfield School District No.
Re-2, Yampah Mountain High School, Parent Expert Team, Aspen School District
Basalt Early Childhood Coalition is working to fill the Stott’s Mill space which has
been dedicated to childcare.
Ski-co is dedicating a space in a new building at the Hub in Willits to childcare and
Blue Lake Preschool director Michelle Oger was selected as the operator. Their
estimated price tag is $8-12 million for build-out for 5-7 classrooms.
Honey Tree in El Jebel recently expanded to add two classrooms.
Reduce Aspen’s Greenhouse Gas emissions
a. Maximizing efficiency and minimizing carbon emissions in all of Aspen’s
emissions inventory sectors including: Waste Reduction and Diversion,
Transportation, and the Built Environment
Building Energy Use
Action Item Owners: Tessa Schreiner, Clare McLaughlin, Ben Anderson, Garrett Larimer
Accomplishments/Status: In April 2022, City Council passed the Building IQ ordinance,
requiring energy and water benchmarking for City-owned, commercial, and multi-family
buildings over a certain square footage and a building performance standard to be
developed by October 2023. In June 2022, as a part of the moratorium process, City
Council passed ordinances establishing residential demolition and redevelopment
standards, requiring enhanced building and energy performance as a test case for
eventual adoption in the building and energy codes, and requiring energy and water
benchmarking for residential projects that have that have triggered the Demolition
threshold. Staff is currently implementing the benchmarking phase of the Building IQ
ordinance and developing the building performance standard phase. Adoption of the
Building and Energy Codes passed on second reading on January 24, 2023, which carries
through embodied carbon reporting, energy reporting, building energy performance and
stormwater requirements to other building permits beyond what was required with the
residential demolition regulations.
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Identified Next Steps: Now through September, staff will be working with stakeholders to
develop building performance standard recommendations to present to Council for
adoption.
Waste Reduction
Accomplishments/Status: Staff presented an ordinance that prohibits the landfilling of
organic waste in the trash at a first reading on February 14, 2023. The second reading is
scheduled for February 28, 2023.
Identified Next Steps: Staff anticipates the Organic Waste Diversion Ordinance to be
adopted and in effect by Q3.
Expected Completion Date(s): Expected passage of February 28, 2023. Staff continues
to work on the Construction Mitigation Plan (CMP) waste diversion standards and a plan
to improve the City of Aspen organization's diversion rate. An updated bag fee ordinance
will be presented in March that takes into account new statewide regulations on single-
use plastic bags. Stakeholder engagement regarding single-use plastic regulations is
being pursued.
Fleet Electrification
Action Item Owners: Tessa Schreiner, Tim Karfs
Accomplishments/Status: As of August 2022, the City of Aspen now has 13 electric
vehicles in its fleet with APD's purchase of five Teslas this year. In May 2022, Council
directed staff to develop an internal fleet electrification plan; a roadmap and process for
strategically transitioning the City of Aspen's fleet to electric and zero emissions. In July
2022, the City of Aspen became a GoEV City, joining a cohort of forward-thinking
communities in Colorado dedicated to electrifying their fleets to reach a zero emissions
goal by 2050. Since fall 2021, the City has installed two new DC fast chargers at City
Hall and Galena St. Following the EV Masterplan adopted by City Council, the City
introduced charging fees for Level 3 (DCFC Fast Charging) stations in August 2022 and
established rates through policy for Level 2 charging fees, which will be rolled out in Q2
in 2023.
Staff on December 12, 2022, introduced the Fleet Zero Emissions Roadmap (FZER)
which is an internal guiding document developed in collaboration with multiple City
departments to ramp up the adoption of electric and zero emission vehicles and
equipment at the City. The city will continue to install chargers in public spaces and
rights-of-way in accordance with the EV Public Charging Masterplan.
Identified Next Steps: The Zero Emissions Roadmap will be implemented and new
charging stations will be installed in 2023. Staff will continue to revisit charging fees and
policies to ensure they are in line with best practices.
Expected Completion Dates: Winter 2023 / Ongoing
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Long-range Planning
Action Item Owners: CJ Oliver, Tessa Schreiner
Accomplishments/Status: In January 2022, staff completed the 2020 greenhouse gas
emissions inventory for the community and the city as an organization. In summer 2022,
staff began working on a technical update to the City of Aspen's Climate Action Plan.
This update incorporates actions for all sectors including Transportation, Waste
Reduction, Energy, Airport, and Buildings and provides a pathway to achieve 63% GHG
reductions by 2030 and zero carbon by 2050. This long-range plan will be centered in
equitable community engagement principles. Staff worked with the Climate team's Equity
and Community Engagement Fellow on conducting community listening sessions. In
addition to this updated plan, staff is working to better align policy across the Community
Development agency and broader organization, including the building code, land use
code, waste code, with the City's broader climate goals.
The newly renamed Aspen Sustainability Action Plan (ASAP) is being presented to
Council at the February 21 Council work session.
Expected Completion Date: Spring 2023
b. Leading climate policy and legislative efforts at local, regional, national, and global
scales
Action Item Owners: CJ Oliver, Tessa Schreiner, Ainsley Brosnan-Smith. Tim Karfs, Clare
McLaughlin
Accomplishments/Status: In addition to programs and policy-making at the local level, staff
are engaged in and actively influencing climate and environmental policy that is in
alignment with Council goals at the state and federal level; this work is done through policy
organizations such as Colorado Communities for Climate Action (CC4CA). In November
2021, the City of Aspen signed on to Race to Zero through ICLEI - Local Governments for
Sustainability. By joining, Aspen has committed to reducing its fair share of emissions by
63% by 2030 and 100% by 2050 (using 2017 as a baseline year) - these are Aspen's new
science-based targets for community emissions reduction. This state legislative session
which convened on January 12, 2022 and ended on May 11, 2022 saw the passing of HB-
1355 producer responsibility legislation, HB-1362 updates to the statewide energy code,
and HB-1244 which will improve how the state tackles hazardous air pollutants. At the
federal level, Council advocated for more protections for Bureau of Land Management
Lands as part of the administration's America the Beautiful Initiative. In July 2022, City
Council signed a resolution for Aspen to join GoEV City, a coalition of Colorado cities and
counties committed to reaching 100% electric and zero emission vehicles by 2050.
Identified Next Steps: The 2023 Colorado Legislative Session began on January 9, 2023
and will go until May 8, 2023. Staff will continue to actively engage and influence climate
policy at the state and federal levels. Staff is also actively tracking state and federal funding
opportunities, including the Inflation Reduction Act (IRA) and the Infrastructure Investment
and Jobs Act (IIJA), and providing feedback on funding allocation.
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ENVIRONMENTAL IMPACTS:Increasing access to and creating additional affordable housing
units has an environmental impact, as people living closer to their jobs do not have to travel long
distances and makes choosing other modes of travel such as walking or biking easier. Leading
climate policy and action work in multiple fronts will have local impacts related to our Climate
Action goals. Advocacy on state and national issues will also positively impact the environment.
CITY MANAGER COMMENTS:
APPENDIX: Resolution #76, Series 2021
2022-2026 City of Aspen Affordable Housing Strategic Plan
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RESOLUTION #76
Series of 2021)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ASPEN, COLORADO,
ADOPTING THE 2021-2022 CITY COUNCIL GOALS
WHEREAS,the City Council has a long history of establishing goals to direct priorities for the
City; and
WHEREAS, City Council endeavors to be strategic in its deliberations regarding these goals
to ensure that current opportunities, needs and challenges facing the community are fully
considered; and
WHEREAS, the goals of City Council guide the actions of City Council and the City
Administration in budgeting and programming initiatives; and
WHEREAS, City Council desires to formally adopt year 2021-2022 goals to guide the City in
shaping its future; and
WHEREAS, City Council wishes to articulate the most critical goals for the upcoming work of
the City, while continuing the essential services; and
WHEREAS, Aspen has been a leader for decades in acknowledging the essential nature of
affordable housing to the long-term sustainability of the community through the successful
implementation of policy, and facilitating the construction of affordable housing units; and,
WHEREAS, in spite of this success,Aspen, like many peer communities,faces new challenges
related to housing affordability that have been exacerbated by real estate trends emerging from
the COVID-19 pandemic. These challenges have been documented in the recently released
Mountain Migration Report, published by Northwest Colorado Council of Governments in July of
2021; and,
WHEREAS,the importance of the affordable housing issue demands meaningful actions that
best leverage the resources of the City of Aspen in meeting this critical community need; and
WHEREAS, Aspen has recognized the needs for high quality early childhood education as an
important foundation for young children, as a critical support for working families and the Aspen
economy, and has actively supported and funded early childhood education since 1989; and
WHEREAS, City Council has identified an increasing need for childcare spaces that requires
leadership and strong community-wide partnerships to provide physical space and teachers; and
WHEREAS there is a global climate crisis that requires coordinated local efforts and
meaningful action by government leaders worldwide, and
15
WHEREAS the global climate crisis has direct impacts to regional ecology, community
resiliency, and the City of Aspen's ability to deliver services, and
WHEREAS the scientific community emphasizes that the next eight years are the most critical
to reducing greenhouse gas (GHG) emissions to levels that will hold global warming to the critical
1.5° Celsius threshold, and
WHEREAS Aspen has a responsibility to reduce the local carbon footprint of the community,
and
WHEREAS waste generation contributes to Aspen's greenhouse gas footprint and must be
reduced to achieve global carbon reductions, and
WHEREAS the City of Aspen has been and is committed to remaining a global climate action
leader, and
ADD WHEREAS the next eight years are critical for greenhouse gas reductions, the City will
utilize the United Nation's Race to Zero Program as well as other climate partnerships including
Colorado Communities for Climate Action (CC4CA),The Mountain Pact and others to support our
efforts;
WHEREAS, City Council has identified Critical Goals, where a critical goal is defined as one
where there community is at significant risk of failure without adjusting present course, need to
chart a critical path.
NOW,THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ASPEN, COLORADO,
Section 1. That the City Council of the City of Aspen hereby adopts the following City of Aspen
2020-2021 Council Goals, and does hereby authorize the City Manager to pursue said goals.
Critical Goals
1. Increase number of Affordable Housing Units: In order to deliver an affordable housing
system that is high quality, sustainable, and results in a lived-in community, Council will continue
to evaluate, identify opportunities, plan, partner, facilitate, and leverage existing and new
resources to invest in the development and maintenance of affordable housing.
This will be accomplished through:
a. Convening a City Housing Retreat;
b. Creating an affordable housing strategic plan;
c. Completing Council directed affordable housing development projects;
d. Continuing to seek additional affordable housing development opportunities;
e. Leveraging and amending regulations and policies in support of affordable housing; and
16
f. Supporting continuous improvement with the APCHA program, including ensuring
adequate resources.
2. Increase the number of available childcare spaces
This will be accomplished through:
a. Plan, design to repurpose or build new buildings to add physical capacity to increase
available childcare space.
b. Increase the recruitment and retention of qualified early childhood teachers
c. Generate funding to support the development of new childcare spaces
3. Reduce Aspen's Greenhouse Gas emissions: Take meaningful action and provide leadership
in reducing the Aspen community's contribution to greenhouse gas emissions by the amount
which is scientifically proven to limit global temperature change.
This will be accomplished through:
a. Maximizing efficiency and minimizing carbon emissions in all of Aspen's emissions
inventory sectors including:Waste Reduction and Diversion,Transportation,and the Built
Environment
b. Leading climate policy and legislative efforts at local, regional, national, and global scales
INTROQQCED, READ AND ADOPTE by the City Council of the City of Aspen on the
day of 0-
Torre, Mayor
I, Nicole Henning, 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, August 10, 2021.
Nicole Henning, City Clerk
17
AFFORDABLE
HOUSING
STRATEGIC
PLAN
CITY OF ASPEN
2022-2026
18
CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
2
COMPREHENSIVE STRATEGIC PLAN OF ACTION
TO GENERATE & SUSTAIN AFFORDABLE HOUSING UNITS
POLICY
• APCHA Compliance Actions
• APCHA Policy Actions to
improve sustainability of existing
affordable housing
NEW
DEVELOPMENT
• Complete Burlingame
Phase 3 Project
• Complete Lumberyard Project
• Partnerships
• Regional Collaboration
• Land Banking
DEVELOPMENT
NEUTRAL
HOUSING
SUSTAINABILITY &
COMPLIANCE
FOUNDATION: 3,200 CURRENT UNITS IN THE APCHA HOUSING PROGRAM
• Replace Expiring Deed Restrictions with
Permanent Deed Restrictions
• Incentivize voluntary rightsizing
• Other future development
neutral items
• Community Development Policy Actions
• Affordable Housing Certificates Program
• Develop Financial Resources for Construction,
Expiring Deed Restrictions
& Land Banking
• APCHA Policy Actions to increase
numbers of available units
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CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
5CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
4
INTRODUCTION
With approximately 3,200 deed restricted affordable homes in the Aspen/Pitkin County area, our affordable
housing programs are the envy of every ski town in the US.
The forethought of elected officials to begin investing in affordable housing in the 1970s and their tenacious
commitment to it since that time has resulted in a vibrant, lived-in community. Interspersed throughout the
community, these 3,200 homes have helped the Aspen community fight the adverse effects of a historic rise
in housing costs, yet we are struggling to now keep up with the market shift in utilization of many homes from
residential to commercial in the form of short term rentals.
The historic and current day support for affordable housing by Aspenites of all economic strata remains strong.
This high level of community support is evidenced by voter-supported funding of the affordable housing program
and the fierceness with which the community defends this valuable and essential asset.
Compared to our peer ski town communities, we are fortunate to have this legacy of success with the development
of affordable housing. Yet, in the present context, several intersecting factors have created a scenario that
leaves the community challenged in sustaining important aspects of our economic and social fabric. In August of
2021, the Aspen City Council established three Priority Goals, with Affordable Housing being one of those. The
adopted Goal Resolution language set out five steps to accomplish this goal, with the first being the December
2021 Aspen City Council Housing Retreat and the second being this output of that retreat, the Affordable
Housing Strategic Plan.
The City Council made clear their intent for this Affordable Housing Strategic Plan to be more than an aspirational
document; they wanted a plan that is actionable. Accordingly, this plan prioritizes a series of actions to happen in
the next five years that can have a significant and positive impact on the quantity of units and overall sustainability
of our community’s affordable housing program.
The Aspen City Council has and will continue to be committed to addressing the need for more affordable
housing – and, as they have stated clearly, “We can’t do it alone.” To solve this challenge, we will need every tool
available to us and we’ll need every partner to do their part.
Thanks to the team who came together to develop this plan (in alphabetical order):
Ben Anderson
Chris Everson
Diane Foster
Matthew Gillen
Ron LeBlanc
Scott Miller
Sara Ott
Pete Strecker
Phillip Supino
ASPEN CITY COUNCIL’S DIRECTION & IDEAS ARE MEMORIALIZED IN THIS PLAN:
Mayor Torre — Rachel Richards — Ward Hauenstein — Skippy Mesirow — John Doyle
City Of Aspen Affordable Housing Strategic Plan _____________________________________________________________________6
What Is The Housing Strategic Plan Goal? .......................................................................................................................6
How Will The Goals Of The Plan Be Achieved? ..............................................................................................................6
A Focus On Action ......................................................................................................................................................................7
Pillars Of The Strategic Plan ...................................................................................................................................................8
Strategic Focus Areas ................................................................................................................................................................8
For Whom Is Affordable Housing Intended? ....................................................................................................................9
Where Will New Units Be Located? .....................................................................................................................................9
Livability Standards For Affordable Housing ....................................................................................................................9
Aspen Area Community Plan: Housing Policies & Policy Categories _________________________________________10
Looking Back, Moving Forward: Where Have We Been Successful ____________________________________________11
Looking Back, Moving Forward: What Can We Do Better In The Future ____________________________________12
Council’s Support Of Outcomes ..........................................................................................................................................12
Assessing The Need For Affordable Housing In Our Community ______________________________________________13
Summary Of Already-Completed Assessments .............................................................................................................13
Addition Of Updated Data That Informs The Needs ...................................................................................................13
Community Support Of The Need For Affordable Housing .....................................................................................14
Readiness Assessment ____________________________________________________________________________________________________________15
Staffing ............................................................................................................................................................................................15
Financial Capacity on Requested Timeline ......................................................................................................................16
Swot Analysis __________________________________________________________________________________________________________________________17
Action Plan Decision Matrix _____________________________________________________________________________________________________18
City Council’s Affordable Housing Goal ___________________________________________________________________________________19
Actions __________________________________________________________________________________________________________________________________20
Replace Expiring Deed Restrictions With Permanent Deed Restrictions..... ....................................................20
Complete Lumberyard Project ..............................................................................................................................................21
Complete Burlingame Phase 3 Project .............................................................................................................................22
Community Development Policy Actions .........................................................................................................................23
Certificates Of Affordable Housing Program Enhancements .................................................................................24
Develop Financial Resources For Construction, Expiring Deed Restrictions & Land Banking .................25
Incentivize Voluntary Rightsizing.........................................................................................................................................26
Partnerships .................................................................................................................................................................................27
APCHA Compliance Actions ................................................................................................................................................28
APCHA Policy Actions To Increase Number Of Available Units ............................................................................29
APCHA Policy Actions To Improve The Sustainability Housing Inventory ........................................................30
Additional Development Neutral Program Elements...................................................................................................31
Land Banking ...............................................................................................................................................................................32
Regional Collaboration ............................................................................................................................................................33
Actions Not Currently Prioritized __________________________________________________________________________________________34
Review Process _____________________________________________________________________________________________________________________35
Appendix _______________________________________________________________________________________________________________________________36
Appendix A: Housing Chapter Of Aspen Area Community Plan ..........................................................................36
Appendix B: Community Afordable Housing And Livability ....................................................................................42
TABLE OF CONTENTS
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CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
7CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
6
The City Council will continue to evaluate, identify opportunities, plan, partner, facilitate, and leverage
existing and new resources to invest in the development and maintenance of affordable housing. This will be
accomplished through:
(City Council Goal Resolution August 2021)
CITY OF ASPEN
HOUSING STRATEGIC PLAN
WHAT IS THE HOUSING STRATEGIC PLAN GOAL?
To provide an action plan to support the continued availability of affordable housing that is high quality, sustainable,
and results in a lived-in community and a healthy workforce. City Council has set a goal of of 500 affordable housing
units within the next five years. Nearly 50% of this goal number will be achieved without new development.
HOW WILL THE GOALS OF THE PLAN BE ACHIEVED?
POLICY PROGRAMS PARTNERSHIPS
Aspen Area Community
Plan & Land Use Code
encourage, support &
require the creation of
affordable housing within
the urban growth boundary.
City Council’s policy
direction regarding land
acquisition is to consider
any and all acquisitions,
including partnerships.
The Affordable Housing Certificates Program has been
in place since 2010 – with the first project completed
in 2012. This program encourages developers to build
affordable housing by providing a credit for each
affordable housing unit built. That credit can then
be sold to another developer who can use it to fulfill
employee mitigation requirements on a separate project.
The program has included new projects, conversions
of freemarket units to deed-restricted, and historically
designated properties.
The Aspen Pitkin County Housing Authority manages
the sales, rental, management and sustainability of deed
restricted affordable housing.
Development of affordable
housing through private and
public partnerships has and
will continue to provide
an alternative to the
City-as-Developer approach.
With reduced availability of
freemarket housing in the
Roaring Fork Valley, the need
for regional affordable housing
partnerships increases.
Supporting
continuous
improvement with
the APCHA program,
including ensuring
adequate resources
Convening a
City Housing
Retreat
Creating an
affordable housing
strategic plan
Completing
Council directed
affordable housing
development
projects
Continuing to
seek additional
affordable housing
development
opportunities
Leveraging
and amending
regulations
and policies
in support of
affordable
housing
Every member of the Aspen City Council – both before and during the December 2021 City Council Housing Retreat
– identified the importance of a specific Action Plan within the Affordable Housing Strategic Plan.
Every one of the fourteen items within the Action Plan have been identified by City Council as a priority action items
for staff. Items that are not a priority are identified on page 33 or are not included in this plan.
PRIORITY
• APCHA Compliance Actions
• APCHA Policy Actions to Increase Number Of Available Units
• APCHA Policy Actions to Improve The Sustainability Housing Inventory
• Additional Development Neutral Program Elements
• Land Banking
• Regional Collaboration
HIGHEST PRIORITY
• Replace Expiring Deed Restrictions with Permanent Deed Restrictions
• Complete Lumberyard Project
• Complete Burlingame Phase 3 Project
TOP PRIORITY
• Community Development Policy Actions
• Certificates of Affordable Housing Program Enhancements
• Develop Financial Resources for Construction,
Expiring Deed Restrictions & Land Banking
• Incentivize voluntary rightsizing
• Partnerships
A FOCUS ON ACTION
Marolt
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8
PILLARS OF THE STRATEGIC PLAN
Increase the
quantity of
affordable
housing
Increase
quality of new
& existing
affordable
housing
Preserve
affordability
Provide
community
housing
Ensure the
sustainability
of the
program
Support the
policies
identified in the
Aspen Area
Community Plan
1 2 3 4 5 6
STRATEGIC FOCUS AREAS
SAFE & LIVED-IN COMMUNITY OF CHOICE: 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.
COMMUNITY ENGAGEMENT: Ensure a trusted dialogue and relationship
in the community that encourages participation, consensus building, and meaningful
engagement.
PROTECT OUR ENVIRONMENT: Ensure that policy decisions, programs and
projects manage impacts to the environment, climate, and public health and well-
being.
SMART CUSTOMER FOCUSED GOVERNMENT: Provide value to the
community by continuously improving services and processes based on feedback,
data, best practices, and innovation.
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.
LIVABILITY STANDARDS FOR AFFORDABLE HOUSING
• environmental sustainability • accessibility
• quality of construction • parking & storage
• unit size • open space & trails
• natural light • public transportation
WHERE WILL NEW UNITS BE LOCATED?
Third Priority:
Outside of City limits
(This is a change from prior policy)
>> To allow for closer proximity to
major medical centers
>> Partnerships with Pitkin County
>> Other regional partnerships
FOR WHOM IS AFFORDABLE HOUSING INTENDED?
Affordable Housing in the Aspen area is both workforce housing and community housing.
The Housing Vision statement in the Aspen Area Community Plan (AACP) makes this clear:
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.
The AACP cites the benefits of affordable housing to the Aspen community; it “helps to ensure a vital, demographically
diverse year-round community” made up of “a healthy mix of people, including singles, families and seniors.”
While affordable housing supports the community’s workforce, according to the Mission Statement in the Aspen Pitkin
County Housing Authority’s Regulations, affordable housing is also intended for retirees and people with disabilities who
have been actively employed within Pitkin County prior to retirement and/or disability.
1
2
3
Top Priority:
Within the roundabout,
including in the Core
Second Priority:
Within the
Urban Growth Boundary
Housing developments should endeavor to balance the principles of community, livability and quality against
impacts such as unreasonable levels of cost and construction activity intrusion. Housing structures should utilize
land as efficiently as possible and should seek construction efficiencies to levels that do not sacrifice livability
beyond levels that are not consistent with these goals. Architecture should be sensitive to neighborhood context
to the extent possible while achieving these goals. A myriad of design elements all combine to make a development
livable. As discussed further in Appendix B, these elements include, but are not limited to:
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10
ASPEN AREA COMMUNITY PLAN (AACP):
Housing Policies & Policy Categories
The policies outlined in the Housing chapter and related housing mitigation policies in the Managing Growth for
Community & Economic Sustainability chapter are intended to meet these challenges as the community continues to
provide affordable housing. A full copy of the Housing section of the Aspen Area Community Plan, pages 36-41, can be
found in Appendix A.
At the same time, the 2012 AACP calls for further research on the physical limits to development in the form of ultimate
build-out, projected future impacts related to job generation, demographic trends, the conversion of local free market
homes and other factors. This kind of statistical analysis will help inform future decision-making and goal-setting in a more
meaningful way.
This plan emphasizes the need to spread accountability and responsibility for providing affordable housing units beyond
the City and County governmental structures, and continuing to pursue affordable housing projects on available public
land through a transparent and accountable public process.
While past plans have supported "buy-down" alternatives, there has been little comprehensive effort in this regard. A
"buy-down" program may be an expensive proposition, but this plan calls for exploring it more thoroughly. The idea is to
finally determine if the community is willing to pay the price for providing long-term affordable housing by converting
existing free market homes, and/or affordable housing, rather than building new homes.
Little Ajax
(Source: 2012 Aspen Area Community Plan)
LOOKING BACK, MOVING FORWARD:
Where have we been successful?
With a total of approximately 3,200 deed restricted units within the Aspen/Pitkin County area, 72% (2,303) of which are
located within Aspen City limits, this area is home to what is likely the largest affordable housing program in the nation on
a per capita basis. In the early 1970s, responding to a loss of free-market employee housing, Pitkin County and the City of
Aspen started separate housing programs. Early recognition of the problem and immediate action and sustained investment
has created a housing program that is not only the envy of every ski town, it has been the key to maintaining the soul of the
community.
In 1982 Aspen and Pitkin County
joined together to form the Aspen
Pitkin County Housing Authority.
The City and County jointly fund this
program that is now operating under
the Sixth Amended and Restated
Intergovernmental Agreement,
signed in May 2019.
Importantly, and unlike some other
western ski resort communities, the
Aspen community has consistently
supported affordable housing
through both the 1% Housing Real
Estate Transfer Tax and 45% of the
.45% Housing and Day Care Sales
Tax. These funds have supported
the City in the role of developer —
although private sector companies
are hired to build the units— and
have also allowed the City to join
with private sector developers to
build new affordable housing units.
The aforementioned housing policies
implemented through the Land Use
Code, such as the Affordable Housing
Credits Program and the Growth
Management Quota System, have also
resulted in new affordable housing unit
generation.
COMPLETED PUBLIC PROJECTS: 2000 - 2021
YEAR FACILITY UNITS OWN/RENT
2000 Snyder 15 Own
2001 7th and Main 12 Own
2002 Truscott II 87 Rent
2005 Annie Mitchell 39 Own
2006 Little Ajax 14 Own
2007 Burlingame Ranch I 91 Own
2015 Burlingame Ranch II 86 Own
2020 802 West Main 10 Rent
2020 517 Park Circle 11 Rent
2021 488 Castle Creek 24 Rent
TOTAL COMPLETED 389 257 Own/ 132 Rent
TOTAL FTEs 840
FTEs: Number of full time employees housed
GENERAL RESIDENTIAL DATA (WITHIN THE CITY OF ASPEN)
YEAR 2000 2010 2020
TOTAL HOUSEHOLDS 4,354 5,929 6,197
% CHANGE 2000-2010 // 36.2% 2010-2020 // 4.5%
OCCUPIED HOUSEHOLDS 2,903 3,516 3,540
% CHANGE 2000-2010 // 21.1%% 2010-2020 // 0.7%
VACANT HOUSEHOLDS 1,451 2,413 2,657
% CHANGE 2000-2010 // 66.4% 2010-2020 // 10.1%
% OF VACANT UNITS
(free market and affordable combined)33%41%43%
Source: Colorado State
Demographer’s Office compiled
decennial US Census Data from
2000-2020; and APCHA data
derived from HomeTrek.
Deed Restricted APCHA
Units in COA (Source: APCHA)Total: 2,303
Free-Market Units Total from
Census less APCHA units Total: 3,894
% of Vacant Free-Market Units
(assuming 100% of APCHA units are occupied)68%
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12
LOOKING BACK, MOVING FORWARD:
What can we do better in the future
At its December 2021 City Council Housing Retreat, the Council identified what has been done well
and what could be done better in the future:
YEAR FACILITY UNITS OWN/RENT
*2022 Burlingame Ranch III 79 Own
**2024-2035 Lumberyard 310 2/3 Rent, 1/3 Own
TOTAL In Process 389 177 Own, 212 Rent
TOTAL FTEs 780
* Currently under construction
** Currently in planning, subject to change
COUNCIL’S SUPPORT OF OUTCOMES
When the City is the developer in an affordable housing project, the City Council has a significant role in the
design and development of that project. During the December 2021 City of Aspen Housing Retreat, the City
Council put forward the following statements in support of successful project outcomes:
PUBLIC PROJECTS CURRENTLY IN PROGRESS
Maintain the
quality of the
community through
sustainability and
have the courage
and political will
to preserve the
community
Ensure community
understanding of
why certain actions
are being taken and
help the community
to understand the
20-year outcomes.
Better
organize and
articulate
priorities
Make improvements
to existing programs,
including better use
of existing housing
stock and utilizing
unused bedrooms
already built
Preservation
and restoration
of existing
housing
Adding
housing
without
construction
when possible
Developing
voluntary
programming
around retirees
and seniors still in
housing by creating
a better situation
for them; provide
incentives to
rightsize
Staff will be supported with the resources when they are needed
City Council will take full ownership if we don’t succeed
City Council will not change direction
Council members commit to expressing concerns to staff ahead of time
Trust and have patience with staff
Lead with a public service heart
Burlingame
ASSESSING THE NEED FOR AFFORDABLE
HOUSING IN OUR COMMUNITY
SUMMARY OF ALREADY-COMPLETED ASSESSMENTS
2012 NEEDS ASSESSMENT: In 2012, staff prepared a strategic review of affordable housing document for a joint City/
County housing work session which occurred in September of 2012. The 2012 strategic review hypothesized that from 2012
to 2022, over 650 new housing units would be needed to overcome the forces of job growth, gentrification, and retirement.
2019 NEEDS ASSESSMENT: The 2019 Greater Roaring Fork Regional Housing Study suggested that the need for affordable
housing units in the Aspen-Snowmass area was greater than previously anticipated and growing. A copy of that report can
be found at: https://tinyurl.com/ycpx92hh
2021 EPS LUMBERYARD DEMOGRAPHIC AND MARKET ASSESSMENT: To prepare for the City’s Lumberyard affordable
housing development, in 2021 the City of Aspen commissioned the Lumberyard Demographic and Market Assessment
which found that the Roaring Fork Valley is losing households in APCHA income categories 1 (up to 50% AMI) and 2 (51-
85% AMI) and that most of the job growth in Aspen and Pitkin County is in APCHA income categories 2 (51-85% AMI) and
3 (86-130% AMI).
The 2021 Lumberyard Demographic and Market Assessment goes on to suggest that rental units should be created
primarily in APCHA income category 2 (38%), followed closely by category 3 (33%) and then category 1 (22%), and with
a few rental units in category 4 (7%). The 2021 study also suggests that ownership units should be created primarily in
APCHA income category 3 (34%), followed by categories 4 (26%) and 2 (23%) while providing some units in category 5
(17%).
A similar income mix should be considered for the 79 units at Burlingame Ranch Phase III which will be available for sale in
in the Fall of 2022.
2021 EMPLOYMENT DATA
The 2021 EPS study also showed 1,668 new jobs in
Pitkin County between 2010 and 2019. These jobs were
added primarily by the tourism-related job sectors of
Accommodations, Food Service, Arts and Recreation and
Retail Trade. 39% of job growth was under 80% of Pitkin
County Area Median Income (AMI) and an additional 35%
fell between between 80% and 120% of AMI.
EPS then applied an average of 1.6 earners per household
and then converted that job growth to APCHA's
Categories, which are based on Area Median Income. The
result showed the greatest job growth in Pitkin County
between 2010 and 2019 was in Category 3 and then in
Category 2 households.
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2022-2026 — Affordable Housing Strategic Plan
14
COMMUNITY SUPPORT OF THE NEED FOR AFFORDABLE HOUSING
One needs only to read one of the two daily newspapers or listen to the local NPR broadcast to understand the need for
additional affordable housing in our community, as well as for its preservation. These observations are well supported by
longitudinal empirical data.
The recently published results of the 2021 Pitkin County Community Survey also highlighted the community
interest in affordable housing: “Respondents were asked to identify County services and initiatives provided
by the County that they thought should receive the most emphasis, from County leaders, over the next two
years. Forty-nine percent (49.4%) of respondents selected the County’s efforts to address affordable housing,
including quality and quantity, as one of the most important services for the County to provide.”
>>> https://tinyurl.com/3tdze9z4
The 2018 City of Aspen Resident Survey cited “Ensuring the availability of adequate workforce housing at a
reasonable cost to rent/purchase” as an essential area for the City government to take action, falling just behind
protecting the quality and quantity of water in the Roaring Fork River.
>>> https://tinyurl.com/bddzm337
Similar results are seen in the 2016 Resident Survey, where “Ensuring the availability of adequate workforce
housing at a reasonable cost to rent/purchase” again fell just behind Roaring Fork River water quality and
quantity concerns, but tied with “Managing traffic in town more effectively” for third place.
>>> https://tinyurl.com/yucw4wru
The 2015 Resident Survey did not include a Roaring Fork River question. In this survey, “Ensuring the availability
of adequate workforce housing at a reasonable cost to rent/purchase.” was the top response.
>>> https://tinyurl.com/493ny3yr
Burlingame Ranch
2021 Pitkin
County
Community
Survey
2018 City
of Aspen
Resident
Survey
2016
Resident
Survey
2015
Resident
Survey
READINESS ASSESSMENT
STAFFING
Department & City’s Affordable Housing Development Fund
Currently, the City of Aspen has one full time employee in the Capital Asset Department dedicated to the planning
process for new affordable housing developments. Other full-time staff members from the Capital Asset Department
provide construction management support during City-developed projects.
Collaboration with staff from other departments is often leveraged during the planning process and may include
staff from the City Manager’s and City Attorney’s offices, Finance, Community Development, Engineering, Building,
Transportation, Parks, Utilities, Environmental Health and the Aspen Pitkin County Housing Authority.
Funds from the City’s Affordable Housing Development Fund are otherwise typically used to staff projects as needed with
third party professional and/or technical consultants on a project-by-project basis.
Community Development
Community Development has several staff members who focus on the development, implementation, and refinement of
policies that support affordable housing development. During the 2022 Moratorium, Community Development staff will
be working directly on new policies to support City Council’s affordable housing goals. As part of this work, significant
analysis will be conducted that will support improvements to affordable housing efforts beyond the period of the
Moratorium.
APCHA
Compliance: APCHA has two primary staff members who work part time on compliance, namely the Compliance, Policy
& Systems Manager and APCHA’s outside attorney. APCHA’s Executive Director and Deputy Director also participate in
compliance efforts.
Qualifications: Two Qualification Specialists at APCHA ensure that the people who rent or purchase APCHA deed
restricted property meet the requirements as defined in APCHA Regulations.
APCHA Housing Sustainability: General upkeep of rental and ownership properties.
• Rental housing sustainability for city-owned properties (Truscott, Aspen County Inn and Marolt), is managed by
APCHA’s two-member Property Management Team and four-member Maintenance Team.
• Housing sustainability for individual ownership units is a topic the APCHA Board began to address in April 2021,
supported by the Assistant City Manager, APCHA Executive Director, Deputy Director and the Compliance,
Systems and Policy Manager.
• Housing sustainability by Home Owners Associations of condominium and other multi-family developments is a
topic the APCHA Board would like to address in the future. APCHA staff will propose hiring a HOA Specialist
in the future to support this effort as well as to help HOAs of APCHA deed restricted properties with capital
reserve planning.
City Manager’s Office
The City Manager’s Office will be hiring a full time Housing Policy Analyst in the spring of 2022. Additionally, the City’s
Assistant City Manager works part-time on housing topics.
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2022-2026 — Affordable Housing Strategic Plan
16
A SWOT Analysis tool helps an organization to identify, at a high level, major internal and external Strengths,
Weaknesses, Opportunities and Threats.
•Strengths and Weaknesses are focused internally: What do we do well and where could we improve?
What resources do we have and what resources do we need.
•Opportunities and Threats are externally focused: Outside of our organization, what
opportunities exist? What threats could harm our efforts? What is happening in the market
that could help or hurt us?
STRENGTHS
• Community Support
• City Council Commitment
• Financial Resources
• Knowledgeable Staff
• 3 ,200 Affordable Housing Units
• Pitkin County Partnership
• Ability to hire outside private-sector
resources
WEAKNESSES
• Maintenance Costs
• Ability to access financial resources quickly
• No one solution will solve the problem
• Staff workload limits ability to take on new
projects
• Buying-down existing free-market
residential and converting to affordable
housing is prohibitively expensive
• Highly dependent on outside expertise/
staffing
OPPORTUNITIES
• Land Acquisitions
• Partnerships with
private & public entities
• Pitkin County potential for county-wide tax
• Regional partnerships
• Re-balance the cost to create affordable
housing with the current drivers of demand
for additional affordable housing
THREATS
• Scarcity of land
• Cost of Construction
• City of Aspen is sole source of funding
• Increased housing costs in entire
Roaring Fork Valley
• Deferred maintenance and escalating cost of
capital repairs in privately-owned affordable
housing HOAs
• Inability of affordable housing residents to
move into free market units in the future
• Politically motivated attempts to undermine
program/redefine need
HELPFUL
SWOT ANALYSIS
HARMFUL
EXTERNALINTERNALFINANCIAL CAPACITY ON REQUESTED TIMELINE
Since 2000, over $240 million in dedicated revenues has been invested into the
ongoing operation and expansion of the Aspen Pitkin County Housing Authority
affordable housing inventory. This includes the development of the completed
projects listed above as well as funds invested in upkeep and operation of existing
City-owned facilities.
Funds from this revenue stream are also budgeted annually toward the operation
of the Aspen Pitkin County Housing Authority (APCHA), and those funds are also
matched by Pitkin County. (The table to the right does not include such Pitkin County
funds.)
Funds have also been invested in land banking opportunities for future housing
developments.
Year Housing Fund
Revenues
2000 $5,302,335
2001 $4,845,133
2002 $4,751,964
2003 $8,543,109
2004 $8,090,180
2005 $12,773,154
2006 $14,000,177
2007 $14,075,761
2008 $12,001,447
2009 $8,373,748
2010 $8,321,575
2011 $9,752,953
2012 $8,986,581
2013 $9,584,101
2014 $11,590,103
2015 $13,039,396
2016 $10,084,871
2017 $13,422,231
2018 $13,042,701
2019 $13,784,319
2020 $21,009,309
2021 EST $38,147,667
2000-2021 $243,808,166
Truscott
26
CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
19CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
18
City Council has established a goal of 500 affordable housing units. This goal will be achieved:
• During the 2022-2026 timeframe;
• Within the City of Aspen’s Urban Growth Boundary;
• Can be an affordable housing unit achieved through either through development neutral means or
through new development; and
• Includes units created by private sector, other public sector organizations or City of Aspen.
CITY COUNCIL’S
AFFORDABLE HOUSING GOAL 2022-2026
GOAL OF 500 AFFORDABLE HOUSING UNITS
WITHIN THE NEXT FIVE YEARS.
Approximately 50% of this goal will be achieved without new development.
Category Action Item Units within 5 Years
Development Neutral Replace Expiring Deed Restrictions with
Permanent Deed Restrictions 200
New Development Complete Lumberyard Project 100
New Development Complete Burlingame Phase 3 Project 79
New Development Partnerships 35
Development Neutral APCHA Incentivize voluntary rightsizing or
voluntary buyout 30
Policy Certificates of Affordable Housing
Program Enhancements 40
Compliance &
Sustainability APCHA Compliance Actions 15
The average of City Council member goal numbers by tactic totaled 499.
That number was rounded up to establish the affordable housing goal:
GOAL OF 500 AFFORDABLE HOUSING UNITS WITHIN THE NEXT FIVE YEARS.
Approximately half of the goal will be achieved without new development.
ACTION PLAN
DECISION MATRIX
Ajax Apartments
Weight on a scale from 1 to 5, where 5 is high 5 3 4 4 5
Category Action Item
Development Neutral Replace Expiring Deed Restrictions with
Permanent Deed Restrictions 4 5 4 5 5 23 96 1
New Development Complete Lumberyard Project 5 4 3 4 3 19 80 2
New Development Complete Burlingame Phase 3 Project 4 3 2 4 5 18 78 3
Policy Community Development Policy Actions 3 4 5 5 2 19 77 4
Policy Certificates of Affordable Housing
Program Enhancements 3 4 5 5 2 19 77 5
Policy Develop Financial Resources for Construction,
Expiring Deed Restrictions & Land Banking 3 4 5 5 2 19 77 6
Development Neutral APCHA Incentivized voluntary
rightsizing or voluntary buyout 3 5 4 5 2 19 76 7
New Development Partnerships 2 4 4 5 3 18 73 8
Compliance & Sustainability APCHA Compliance Actions 1 4 5 5 2 17 67 9
Policy APCHA Policy Actions to increase
number of available units 1 4 5 5 1 16 62 10
Compliance & Sustainability APCHA Policy Actions to improve the
sustainability housing inventory 1 4 5 5 1 16 62 11
Development Neutral Additional Development Neutral Program Elements 3 4 1 5 2 15 61 12
New Development Land Banking 5 2 1 5 1 14 60 13
New Development Regional Collaboration 2 1 3 4 2 12 51 14Quantity of Affordable Housing UnitsProximity to Services Lower Cost: Most efficient use of land & dollarsSupports AACPHow quickly AF units will be realizedRaw ScoreWeighted Score Rank27
CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
21CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
20
ACTION:
Complete Lumberyard Project
ACTION ITEM OWNERS
Scott Miller & Chris Everson
OVERVIEW
The City of Aspen’s Lumberyard affordable housing project site is located just south
of the Aspen airport business center on the east side of Colorado state highway 82.
The City anticipated the development of affordable housing in the area of the current
project site and purchased part of the site in 2007. Later in 2020, the City purchased
the 3-acre Aspen Mini Storage property, bringing the total project site area to about
10.5 acres.
In 2019, Aspen City Council directed the start of a community outreach and conceptual
design process which included a process of community engagement and feedback
to help inform the design process. The 2019 outreach and conceptual design effort
helped to establish that the City should provide a variety of unit types, serving a mix
of demographics, and that the site is appropriate for larger buildings and potentially
higher density than may be appropriate elsewhere. Since parking is challenging at the
airport business center, there was a sentiment that the development should be careful
not to make the parking challenge worse by under-parking any development at the
Lumberyard site. It was also decided that childcare is needed in the community and may
be appropriate at this site
The conceptual design effort studied unit counts ranging from 140 units up to 500+
units, and given the affordable housing crisis in Aspen, City Council set their aim at 310
units of affordable housing to be designed for the site. In order to accommodate the
higher-than-usual density for the site, and to mitigate the impacts of the development
to create a livable neighborhood, it was necessary to explore the use of underground
parking and 4-story building massing. In late 2020, the project team presented a
conceptual master plan with 310 units and 100% underground parking.
Prior to beginning a schematic design process, Aspen City Council had concerns
about impacts of 100% underground parking, building spacing, height, orientation and
highway and airport noise. These concerns and much more are currently being reviewed
through a process of community engagement and City Council feedback, with Aspen
City Council weighing in on the evaluation of four potential site arrangements.
The project aims to create 200+ rental units and 100+ ownership units for the purpose
of housing local community workforce, qualified based on the Aspen Pitkin County
Housing Authority regulations.
To be successful, the project effort will bring together necessary funding to begin
construction of access and infrastructure at the project site in 2024, with phases
of housing development to follow thereafter. With the continued schematic design
process ongoing, a development application is anticipated in mid-2022 and the land use
approval process will be pursued at that time.
In early April 2022, the Aspen City Council decided to make the Lumberyard a more
livable community by reducing the unit number to 266, however that rightsizing will only
reduce the bedroom count by twelve.
ESTIMATED TIMELINE
2022:
Complete Schematic Design, Submit
Development Application for Approval
Process
2023:
PD Recording, Construction Documents,
Building Permit Application Process
2024:
Target for Access & Infrastructure
Construction Start
2025:
Target for First Phase of Housing
Construction to Start
2027:
Target for Occupancy of First Phase of
Affordable Housing
2028+:
Remaining Phases of Housing
Construction and Occupancy TBD
HOW THIS ACTION
INCREASES THE NUMBER
The Lumberyard Project is anticipated to yield
approximately 310 affordable housing units
CONNECTION TO AACP
The creation of affordable housing in the Aspen
area reduces pressures on the valley-wide
transportation system by providing housing
opportunities for local workforce nearer to where
they work and reduces the amount of time spent
commuting for workforce, significantly improving
quality of life. This effort similarly reduces air
quality impacts associated by reducing total
commuter miles.
New Development
ACTION:
Replace Expiring Deed Restrictions
with Permanent Deed Restrictions
ACTION ITEM OWNERS
Scott Miller, Chris Everson, Pete Strecker, Matthew Gillen
OVERVIEW
There are hundreds of deed restrictions with a sunset clause based on some
triggering event in the future. When those deed restrictions expire, they will be
gone forever. The goal should be to preserve the deed restriction permanently
and provide for the preservation of the integrity of the housing unit associated
with that deed restriction.
After identifying all known expiring deed restrictions, several tools for
preservation of those deed restrictions should be identified and the pros and
cons of each one explored.
Those tools include:
• Purchase the deed restriction and re-write the terms.
• Negotiate a trade with the owner of that deed restriction for
something of value.
• Enforce existing land use code, requiring replacement of
some deed restrictions.
• Legislate new land use code, requiring replacement of
some or all deed restrictions.
• Council and staff then need to actively pursue a strategy for
implementing these tools on an as-needed basis as
opportunities present themselves.
ESTIMATED TIMELINE
Spring 2022:
Update the inventory expiring deed
restrictions.
Summer 2022:
Council worksession to discuss recent
attempts to preserve deed restrictions
& explore the list of possible tools.
Summer 2022:
Include the identified tools into the
Housing Strategic Plan.
Fall/Winter 2022:
Land Use Code (LUC) updates, in
coordination with other potential
amendments to the LUC. There is a
high likelihood that other actions will be
necessary beyond changes to LUC.
HOW THIS ACTION
INCREASES THE NUMBER
By preserving existing deed-restriction now, no
ground will be lost. We will not need to replace
these units with new units simply to get back to the
status quo.
CONNECTION TO AACP
The AACP states that “The provision of affordable
housing remains important” but, “we cannot build
our way out of this challenge.” Preserving existing
deed-restricted housing stock eliminates the need
for entitling and building new deed-restricted
housing on a one-to-one ratio. To the extent that
this can be accomplished, this saves the community
development dollars and the environmental
impacts of construction.
Development Neutral
28
CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
23CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
22
Community Development works continually to better coordinate the AACP and the
LUC in the creation of affordable housing development opportunities. During the 2022
Moratorium, staff will work directly on several affordable housing- related improvements
to the LUC. The overview below identifies potential policy changes to be evaluated and
proposed during the Moratorium and beyond.
Additionally, Community Development and APCHA will work collaboratively on a number
of these items.
OVERVIEW
• The Land Use Code (LUC) is the mechanism for exacting housing mitigation (units,
fees, credits) from residential, lodge, and commercial development activities. In the
GMQS standards, the creation of FTEs from development activities is the basis for
the system of private sector affordable housing (AH) development.
• There are numerous tools available to ComDev to alter the regulatory, development,
and finance landscape to deliver additional affordable housing to the community,
including:
• Alter zoning standards to permit more density, intensity, and available land for
AH development within the City Limits.
• Create an AH overlay zone over appropriate zone districts that allows for AH
development where applied and with specific standards.
• Increase employee generation and mitigation amounts to require more AH
from private development.
• Require or incentivize on-site AH development for certain project
and use types.
• Restructure the GMQS to decouple AH FTE generation, unit creation, and fee
extraction from development. Assess a fee or tax or certain uses to generate
revenue for AH development, buy-down programs, land acquisition, and AH
development subsidies.
• Alter development review processes to streamline AH development reviews
that meet specific standards.
• Revise development fees to lower costs to AH development.
• Create an impact fee for certain uses or development types which creates a
revenue stream to offer financial subsidies for private sector AH development.
• Affordable Housing by Right in Every Zone
• In addition to the LUC, the AACP is another key tool for encouraging more AH
development over time. The next AACP update could include the following to ensure
more AH is developed:
• Identify, annex (as necessary), and zone specific lands within the UGB for AH
development.
• Tie utilities extension policies outside the City Limits and existing service area
to AH development standards.
• Create policies for the UGB which preclude development of lands within the
UGB for uses other than or prioritizing AH.
• Create policies tying transit MMLOS and transportation network service
extensions to AH development standards.
• Create policies identifying lands in the UGB for AH-focused TOD
developments.
• Adopt clearly articulated land banking policies targeting specific properties in
the UGB appropriate for acquisition and AH development.
ACTION:
Summary of Community Development Policy
Recommendations
ACTION ITEM OWNERS
Phillip Supino & Ben Anderson
ESTIMATED TIMELINE
Once work on the moratorium is
complete, Community Development
staff will revisit this Action Item to
provide a more robust plan.
HOW THIS ACTION
INCREASES THE NUMBER
By ensuring the City’s regulations, policies, and
development and impact fees extract AH units
and revenue commensurate with the employment
generation and community housing impacts.
Further, by leveraging regulatory processes and
police powers to ensure the community gets the
development needed to achieve adopted City
policy.
CONNECTION TO AACP
The following AACP statements (among others)
support this action item.
I.1. Achieve sustainable growth practices to
ensure the long-term viability and stability of our
community and diverse visitor-based economy.
VII.1. Study and quantify all impacts that are
directly related to all types of development.
VII.2. Ensure that all new development and
redevelopment mitigates all reasonable, directly
related impacts.
VIII.1. Restore public confidence in the
development process.
VIII.2. Create certainty in zoning and the land
use process.
II.5. Redefine and improve our buy-down policy
of re-using existing housing inventory.
III.2. Promote broader support and involvement
in the creation of non-mitigation Affordable
housing, including public-private partnerships.
IV.2. All affordable housing must be located
within the Urban Growth Boundary.
IV.3. On-site housing mitigation is preferred.
IV.5. The design of new affordable housing
should optimize density while demonstrating
compatibility with the massing, scale, and
character of the neighborhood.
Policy
ACTION:
Complete Burlingame Phase 3
ACTION ITEM OWNERS
Scott Miller & Chris Everson
OVERVIEW
Two prior phases have been completed, with a total of 177 affordable units at Burlingame
Ranch. This thriving neighborhood is home to a diverse working population including
many families and children. The third phase of building is currently in process as
of March 2021. The current construction effort will create 79 additional affordable
condominium units in 8 buildings, along with associated landscape and infrastructure.
There are also two remaining single-family units to be constructed before the
subdivision is complete.
The current construction effort utilizes factory-built modular building construction
to shorten the construction timeline and to minimize on-site construction impacts to
the surrounding neighborhood. Foundations are constructed on the site, and modular
buildings are trucked in, lifted and carefully placed, and assembled to completion on the
site. Site retaining, roadway infrastructure, and landscape work is also part of the effort.
The Burlingame Ranch Phase 3 project effort will deliver 79 new affordable ownership
condominiums to Aspen and Pitkin County’s inventory of affordable housing, and sales
are expected to begin September 2022. The architectural character, unit sizes and
interior configurations are consistent with the previous phase
Phase 3 includes carport structures which allow each unit to have one assigned, covered
carport parking space with attached storage closet. There will also be an equal number
of uncovered surface parking spaces to reach an overall parking capacity of 2 parking
spaces per unit. Terms of use for all parking spaces is expected to be governed by the
new phase 3 condominium homeowner’s association, which will be set up in the same
manner as the two existing condominium associations which exist at Burlingame Ranch
already.
Adjacent to public parks and Open Space, the landscape for phase 3 will be integrated
with the prior phases and includes numerous open lawn areas, hundreds of trees and
shrubs, and walkway connections to create a highly accessible community. Those internal
walkway connections are also integrated into the larger trail connection plan, and the
facility will utilize an irrigation system equipped with a raw water source to avoid the use
of potable water for the purpose of watering.
The phase 3 residential program consists of approximately 84,000 square feet of livable
area within a total of 79 condominium units. The condominium units are a mix of flats
and multi-level townhomes with (25) 1-bedroom flat units, (12) 2-bedroom flat units, (5)
2-bedroom townhome units, (23) 3-bedroom flat units, and (14) 3-bedroom townhome
units.
Unit sales for these 79 new affordable homeownership units beginning September
2022 are anticipated to be facilitated by the Aspen / Pitkin County Housing Authority
(APCHA) and are expected to be done via a lottery process. The income levels to be
served by these units is expected to be APCHA income categories 2 through 5, although
the specific details of the number of units in each category and further details of the
sales process will be more closely defined throughout the remainder of 2021 and in the
coming months.
ESTIMATED TIMELINE
Burlingame Phase 3 units
scheduled for sale fall 2022.
HOW THIS ACTION
INCREASES THE NUMBER
Burlingame Phase 3 will result in 79 new ownership
units.
CONNECTION TO AACP
The first phase of Burlingame Ranch affordable
housing was built in 2006.
While land banking is not specifically called out
in the AACP as a strategy, the primary outcome
of the 2007 Housing Summit was to encourage
additional “land banking,” which ultimately resulted
in the purchase of the BMC West property, a
parcel at 488 Castle Creek Road and others.
The 2008 Affordable Housing Plan evaluated
15 potential sites for affordable housing units,
identifying a range of up to 685 possible housing
units.”
New Development
29
CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
25CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
24
OVERVIEW
The current cost to develop an affordable housing unit in Aspen is approximately $1
million. Having the right portfolio of funding sources and funding partners is critical
to gain affordable housing units through development neutral means as well as new
development.
Taxes
• Current tax collections dedicated to affordable housing (1.0% RETT and 45%
of 0.45% sales tax) sunset 12/31/2040 (Resolution #81, 2008).
• Sales tax collections have been relatively stable, with annual escalation of
about 4-5% per year. RETT collections are extremely volatile & after the recent
two years of record transaction and price appreciation, it is anticipated that
there will be softness in the coming year(s) that will affect collections.
Debt Obligation
Types of debt issuances possible depend on project:
• General Obligation debt – full faith and credit of the City would back this
issuance, but then would require voter approval. Will ensure best borrowing
rate possible. This could allow for an ownership type product to be produced
and sold, and would allow for some immediate payback into the fund when
units are sold.
• Tax Revenue Bonds – This would again require voter approval and would be
limited in the size of the issuance to the pledged resources (tax collections
generated by the sales or RETT taxes) to meet annual repayment terms. Best
leveraged in conjunction with extension of existing taxes noted above, to
maximize the duration for the payback term.
• Certificates of Participation (COPs) can be issued if willing to pledge a city-
owned asset of equal value (either can be the project itself or another asset(s))
– if it were the project, it would then mean the project would be rental units.
This would likely yield a borrowing rate that is one notch below the best rate
the City could achieve under a General Obligation type issuance.
• Does not create new resources but rather just changes the availability of
resources to achieve goals sooner (pledges future resources today and
therefore not available in the future)
• Debt is best for creating or acquiring new assets. It is not as good an option for
preservation of deed restrictions (but is possible).
Establishment of New Sources
• Exploration of new fees to supplement existing tax revenues and other
affordable housing mitigation collections (also under review).
• Collaborate with other jurisdictions to further a regional tax to support greater
housing preservation and development.
ACTION:
Develop Financial Resources for New Construction,
Expiring Deed Restrictions & Land Banking
ACTION ITEM OWNER
Pete Strecker
ESTIMATED TIMELINE
HOW THIS ACTION
INCREASES THE NUMBER
Specifics around any projects are needed to
best match debt issuance options for the desired
outcomes and to maximize the City’s credit rating
wherever possible. Until this is developed, any
debt issuance discussion is premature.
New fee creation will be explored during
the current land use moratorium period and
options will be brought forward to Council for
consideration.
CONNECTION TO AACP
Financing is a required component of any new
affordable housing acquisition or development.
Tax extensions and voter approval for debt
issuance authority are subject to regular
election cycles and would need to be
coordinated with that in mind, plus any
voter outreach effort prior to those voting
periods.
Fees can be adopted at any time, via the
City ordinance process. This will require
two readings and public review period.
Policy
OVERVIEW
The AH Certificates program is more than a decade old. The program has included
new projects, conversions of freemarket units to deed-restricted, and the use of
historically designated properties – all completed by developers in the private
sector. Other than the land use reviews, the City of Aspen did not have to expend
any resources in the development of these units. The FTEs generated by a project
are typically determined by the number of bedrooms in each unit in the project.
Categories of the units are assigned in the deed-restrictions. For the completed
projects, all have been created in Categories 2, 3, and 4. There have been 109
FTEs generated by completed projects to date, with another 43 – either with Land
Use approval or in Land Use Review.
A number of program enhancements have been identified as necessary to improve
program effectiveness, respond to market dynamics, ease program administration,
and ensure the maximization of the benefits to the community and developers
provided by the program. Those program enhancements include:
• permitting program participants to leverage outside tax benefits and
financing to develop AH units for credits;
• aligning the value of a credit with the real-world occupancy of an AH unit;
• ensuring alignment between the value of a credit and the cost to build an
AH unit;
• offering City financial incentives to credits developers to lower barriers to
credits projects;
• improved tracking of credit market dynamics including sale price and
supply and demand.
• Evaluate the potential for the City to purchase credits.
More detailed program analysis is needed to determine the full list of possible
program enhancements which could include queue priority for building permit
reviews as the potential for developer assistance or partnering. As it is included
in the Land Use Code, the normal LUC
amendment process is required to alter the
program.
Since its inception, the AH Certificates
program has succeeded in motivating private
sector development of non-mitigation
AH units. The credits created by those
developments has provided flexibility
to private sector development to meet
its mitigation requirements through the
extinguishment of those credits. This
symbiotic relationship has provided benefits
to both sides of the credits equation.
However, analysis is needed to determine if
the credits program has resulted in more AH
units that would have been required of the
same private sector development activities
over the same period of time.
ACTION:
Certificates of Affordable Housing Program Enhancements
ACTION ITEM OWNERS
Phillip Supino & Ben Anderson
ESTIMATED TIMELINE
2022-2023:
program analysis, stakeholder outreach,
ordinance development, Council action
HOW THIS ACTION
INCREASES THE NUMBER
Maximizing the effectiveness of the program will
incentivize private sector AH developers to build
new units, or convert free-market into deed-
restricted affordable units.
CONNECTION TO AACP
The following AACP statements (among others)
support this action item.
I.1. Achieve sustainable growth practices to
ensure the long-term viability and stability of our
community and diverse visitor-based economy.
I.5. Through good land use planning and sound
decision-making, ensure that the ultimate
population density of the Aspen Area does not
degrade the quality of life for residents and the
enjoyment of visitors.
V.2. Facilitate the sustainability of essential
businesses that provide basic community needs.
VII.2. Ensure that all new development and
redevelopment mitigates all reasonable, directly
related impacts.
II.1. The housing inventory should bolster our
socioeconomic diversity.
II.2. Affordable housing should be prepared for
the growing number of retiring Aspenites.
III.2. Promote broader support and involvement
in the creation of non-mitigation Affordable
housing, including public-private partnerships
TABLE 7. AH CERTIFICATES
PROJECTS SINCE 2012
Completed Projects FTEs Generated
301 W. Hyman 14
313/317 AABC 24
210 W. Main 18
518 W. Main 29.66
834 W. Hallam 18.75
815 Vine 3
829 W. Bleeker 1.25
TOTAL 109 FTEs
Projects with approval
or in review
FTEs Proposed
611 W. Main 15.9
1020 E. Cooper 14.1
1235 E. Cooper 12.7
TOTAL 42.7 FTEs
Policy
30
CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
27CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
26
ACTION:
Partnerships
ACTION ITEM OWNERS
Chris Everson & Scott Miller
ESTIMATED TIMELINE
HOW THIS ACTION
INCREASES THE NUMBER
Under the right conditions, partnerships
can increase the pace of affordable housing
development or redevelopment.
CONNECTION TO AACP
2012 AACP appendix
III.2 Promote broader support and involvement
in the creation of non-mitigation Affordable
housing, including public-private partnerships.
(Collaborative Initiative, Incentive Program)
II.2.a Establish a working group of people who
represent the City, County, public agencies,
and the private sector to implement the policy.
Explore models of producing affordable housing
units, including quasi-public housing development
corporations. (I - APCHA, Housing Frontiers,
City and County Managers, private sector, taxing
districts)
II.2.b Explore the creation of a program where
the City or County would provide a tax benefit,
payment or life-estate planning or other financial
incentive to a free-market homeowner to include
their property in the City/County’s land banking
for future affordable housing. (I - City Manager,
County Manager)
II.2.c Explore creating a program for deed
restrictions for a defined duration. (I - APCHA)
II.2.d Explore the benefits of expediting specific
affordable housing projects through the
development and construction phase.
OVERVIEW
Partnerships for Affordable Housing typically fall into three categories, (1) between
one or more governmental jurisdictions, (2) between a government and a non-profit,
and (3) between a government and private sector organizations.
The most common type of partnerships between one or more governmental
jurisdictions involves a city partnering with other cities to create an entity similar
to a housing authority. Some housing authorities have taxing authority, others do
not (APCHA). Local governments frequently form partnerships with non-profit
organizations to operate a housing program or manage a public housing project.
Sometimes the non-profit organization is eligible for grants that a governmental
jurisdiction is not. Non-profits also appeal to philanthropic organizations and
individuals who can claim tax deductions for making contributions.
Public–private partnerships (P3s or PPPs) often involve agreements among one or
more government entities and one or more private sector companies to design,
build, finance, operate, and/or maintain projects, facilities or operations which may be
funded and operated through a partnership of government and one or more private
sector companies. PPPs can be effective, but also bring challenges such as land cost,
funding, connections to the free market, expiring deed restrictions, and misalignment
of values.
Agreements to design, build, operate and maintain can be complex and can be effort-
intense to put in place and may incur significant legal fees due to the need to hire
attorneys to write complex, binding legal agreements which include arrangements
and terms that require certain obligations and guarantee and secure the cash flows
and involve outside funding mechanisms as well as management terms.
But PPPs can bring some benefits to the development process. Project risks can
be transferred to private partners, and greater price and schedule certainty can be
achieved. There can be opportunity for innovative design and construction techniques,
and public funds can be freed up for other projects or purposes. These potential
benefits come with limitations such as increased financing costs, limited flexibility and
often few bidders to partner with on such projects.
The amount of effort and/or risk taken on by a government or quasi-government entity
may be modified by including more or less of a role in the service or facility being
created. A PPP may be created so that the government or private sector partners
take on more or less of the work to create the service or facility sought.
Risks and/or activities transferred in PPP Agreements may include design,
construction, financing, operations, maintenance and may even include reversionary
rights. Financing risks may include financing costs, inflation, design/construction risks,
unforeseen project site conditions, permitting, and more. Operation and maintenance
risks may include facility maintenance and operations, future unforeseen conditions,
underutilization of assets, rent risks, and more.
In considering where to place itself on the spectrum, public agencies need to consider
questions about benefits of private sector innovation, benefits to accessing private
financing, private-sector performance incentives, and other private-sector tools which
public agencies may have difficulty managing.
New Development
No specific timeline can be
established for partnerships
at this point.
ACTION:
Incentivize voluntary rightsizing to recapture & utilize
unused bedrooms in the existing inventory
ACTION ITEM OWNERS
Chris Everson & Matthew Gillen
OVERVIEW
There are potentially 400+ underutilized bedrooms within the existing inventory.
Subsidies for the creation of each new bedroom can be some $150,000+ per
bedroom for new development. If incentives can be provided for owners/tenants
with unused bedrooms to move to a smaller unit and free up the unused bedrooms
so that they may be utilized to house people, and if this can be done at a lower cost
than developing new bedrooms, then this can save resources such as development
dollars, staff time and the environmental impact of construction.
Actions/tools needed may include:
• Incentive calculation which multiplies the fee in lieu at the category of the
bedroom being traded in by the number of FTE slots being freed up and
adjusting for depreciation. The amount of the incentive should be less than
the subsidy of developing a new bedroom.
• The household which is rightsizing may apply their incentive, which is
provided from the 150 Fund, to the purchase or rental of an existing or new
unit, when available, and will receive lottery priority to do so.
• Research and inventory specific units with vacant bedrooms and
communicate incentive to owners/tenants
Draft policy for implementation may include:
• Allow priority in lottery for re-location of target households, target
households should be able to use their priority to move to an existing or
new smaller unit as those come available.
• Implement policy with approval from APCHA board and City Council (for
use of 150 funds)
• Prepare incentive offers and agreements, target specific households for
solicitation of incentive
• Possibly of offering the rightsizing household the ability to qualify using
their original category or current category, whichever is lower
• Evaluate the potential use of the Affordable Housing Certificates program
ESTIMATED TIMELINE
Spring/Summer 2022:
Research and inventory specific units
with unutilized bedrooms
Spring/Summer 2022:
Draft policy for implementation - Include
incentive calculation methodology
and priority in lottery for re-sales and
available rentals for re-location of
target households, target households
should be able to utilize their rightsizing
incentive for a move to an available
existing (smaller) unit or a newly
developed (smaller) unit as those come
available
Summer/Fall 2022:
Discussions with APCHA Board &
Aspen City Council
Winter 2022/2023:
Implement policy with approval from
APCHA board and City Council (for use
of 150 funds)
Winter/Spring 2023:
Prepare incentive offers and target
those specific households for solicitation
of incentive
HOW THIS ACTION
INCREASES THE NUMBER
By incentivizing rightsizing to recapture and utilize
unused bedrooms in the existing inventory, we can
maximize the utilization of the existing housing
stock.
CONNECTION TO AACP
The AACP states, “Deed-restricted housing
units should be utilized to the maximum degree
possible.” For every unused bedroom that
can be recaptured and utilized, this saves the
community development dollars, staff time and the
environmental impact of construction.
Development Neutral
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OVERVIEW
APCHA has a responsibility to maximize value to the community and efficiency
and impact of APCHA housing. A simple measure of that impact is ensuring that
APCHA houses the maximum number of individuals possible in the available
housing units. Such a simple measure however, does not take into account
the wishes, goals and needs of APCHA residents, for whose benefit APCHA
properties were constructed. People’s needs and desires change over the years,
thus APCHA must seek voluntary, flexible, incentivized programs to maximize
occupancy in APCHA units.
• Maximum age of Dependent: In November 2021 APCHA lowered the
maximum age of a dependent from 24 to 19 in the employee housing
regulations, to free up space previously used by adult dependents.
• Monitoring “Excess” Units: Through the new HomeTrek system APCHA
can now better monitor and assess unit usage.
• “Buy-Down/Right Sizing”: The APCHA board will examine possible
programs to incentivize people, voluntarily, to move to small units, after, for
example retirement.
• In Complex Bidding: Currently bidders in the same housing complex have
a priority over outside bidders. This policy is an effort to sustain community
ties.
ACTION:
Potential APCHA Policy Actions to
increase number of available units
ACTION ITEM OWNER
Matthew Gillen
ESTIMATED TIMELINE
HOW THIS ACTION
INCREASES THE NUMBER
By providing residents who have outgrown their
properties an incentive – and importantly no
disincentives -- those residents may voluntarily
want to move to another unit.
CONNECTION TO AACP
The plan clearly says: “All deed-restricted housing
units should be utilized to the maximum degree
possible.”
These are ongoing policy actions,
some of which have recently been
implemented – such as the Dependent
Age – and others are still under
development or under consideration
by the APCHA Board.
Policy
OVERVIEW
APCHA has a compliance program to ensure affordable housing units are housing
people who qualify with APCHA’s rules and regulations, as created by APCHA’s
Board of Director. Concurrently, APCHA fully supports keeping qualified people
in their units.
APCHA’s compliance process starts with qualifications. APCHA is continually
seeking to improve performance to ensure that qualified buyers and renters
receive all due consideration during the qualification process, and that unqualified
applicants do not proceed in the process and are clearly and transparently
informed. Similarly, APCHA residents must comply with APCHA regulations,
including but not limited to, residency and work qualifications. It is APCHA’s
responsibility to the Aspen community to resolve noncompliance fairly and swiftly.
• Automated identification of violations: APCHA cross references the list
of all APCHA property with the City’s short term rental database.
• Investigations: While the qualification process is rigorous and requires
income and asset documentation similar to what is required when applying
for a home mortgage, there are rare instances where a renter or owner
has violated the terms of their deed restriction, such as posting their unit
on a Short Term Rental website or putting their APCHA unit into a Trust.
APCHA staff work with an outside attorney to conduct investigations of
possible deed restriction violations.
• Voluntary reporting of violations: “Report a Concern” is a button on
APCHA’s website homepage. This allows members of the community to
notify APCHA of violations. Importantly, it can be difficult for APCHA to
investigate some compliance cases if the reporting individual is anonymous.
• Hearing Officer: APCHA has hired and outside hearing officer to resolve
compliance cases where needed.
• Outreach and Communication: The best way to maintain compliance
is education. APCHA is revamping its communication and outreach
strategies with an emphasis on interactive, accessible forums and
education.
ACTION:
APCHA Compliance Actions
ACTION ITEM OWNER
Matthew Gillen
ESTIMATED TIMELINE
HOW THIS ACTION
INCREASES THE NUMBER
Compliance actions are important because
they ensure that affordable housing units
are being occupied by individuals who meet
the qualifications as outlined in the APCHA
Regulations. Because Compliance is a handled on
a case by case basis and it time intensive, it does
not result in a significant increase in available units.
CONNECTION TO AACP
The plan says, “all deed-restricted housing
units should be utilized to the maximum degree
possible”, which includes ensuring that units are
used by qualified residents.
This is an ongoing effort.
Compliance &
Sustainability
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OVERVIEW
This program has not yet been fully fleshed out. Staff from multiple departments,
including and importantly, Community Development, will need to work on this post
moratorium.
The development neutral program will pursue two different paths. First, policies
and investments will be explored that would lead to the conversion of existing
free-market units into deed-restricted affordable units. Second, the potential of
new streams of revenue form currently unmitigated economic activities and the
high value of real estate will be evaluated.
The revenue would mitigate impacts to the community from real estate
speculation, development, and resulting demands for services. The development
neutral program supports of number of complimentary policies, including
promoting appropriate residential density, re-using and sustaining existing
buildings, mixing free-market and AH units within neighborhoods, and requiring
development to mitigate for its impacts.
Specifically on the topic of “buy-downs”/ purchase of free market property for
the purpose of converting to affordable housing: While past plans have supported
“buy-down” alternatives, there has been little comprehensive effort in this regard.
A “buy-down” program may be an expensive proposition, but this plan calls for
exploring it more thoroughly. The idea is to finally determine if the community is
willing to pay the price for providing long-term affordable housing by converting
existing free market homes, and or affordable housing, rather than building new
homes. This type of program has two significant cost-related challenges:
1. Purchase of free market residential property is typically 1.5X the cost of
developing new residential property, and
2. Converting purchased free market residential property to practical, usable
affordable housing will add additional cost to this effort and could cause
the purchase/conversion process to cost 3X to 4X that of developing new
affordable housing.
It is unlikely that this could be accomplished at any meaningful scale without a 3-
to 5-fold increase to the current affordable housing tax revenues.
ACTION:
Additional Development Neutral Program Elements
ACTION ITEM OWNERS
Phillip Supino &
Pete Strecker
HOW THIS ACTION
INCREASES THE NUMBER
By exacting taxes to generate new revenue, the
City will increase funds available to purchase free
market units to bring into the AH system.
CONNECTION TO AACP
The following AACP statements (among others) support
this action item.
I.1. Achieve sustainable growth practices to ensure the
long-term viability and stability of our community and
diverse visitor-based economy.
I.5. Through good land use planning and sound
decision-making, ensure that the ultimate population
density of the Aspen Area does not degrade the
quality of life for residents and the enjoyment of
visitors.
II.1. The housing inventory should bolster our
socioeconomic diversity.
II.5. Redefine and improve our buy-down policy of re-
using existing housing inventory.
III.2. Promote broader support and involvement in
the creation of non-mitigation Affordable housing,
including public-private partnerships.
IV.2. All affordable housing must be located within the
Urban Growth Boundary.
IV.3. On-site housing mitigation is preferred.
IV.5. The design of new affordable housing should
optimize density while demonstrating compatibility
with the massing, scale, and character of the
neighborhood.
The current buy-down policy permits development with
an AH mitigation requirement to fulfill that requirement
through the purchase and deed-restriction of a free-
market housing unit, adding it to the APCHA system. In
the years since the creation of this policy, free market
housing has increased exponentially in value. Therefore,
individual buy-down units are a far less financially viable
option for development with a mitigation requirement
versus the purchase of AH credits or paying cash-in-lieu.
Simultaneously, the community has seen a significant
decrease in commercial development and, therefore,
the creation of new FTEs requiring housing units as
mitigation. This and other trends have reduced the
prevalence of the development of on-site AH units.
These dynamics have combined to decrease the number
of AH units brought into the system by the private sector,
relying instead on AH credits and City-built projects
to deliver the bulk of new AH units in recent years. It
has also increased the rate of population decline in
residential neighborhoods, undermining city policies
related to a healthy lived-in community, a diversity of
housing types and occupants in neighborhoods, and the
maximum utilization of residential housing units in town.
ESTIMATED TIMELINE
2022: City Council discussion, economic
analysis, case studies and legal analysis,
legislative development
2023: legislative process, TABOR vote
Ongoing: program development and
management
Development Neutral
OVERVIEW
With affordable housing in the Aspen area in such short supply, APCHA has a
responsibility to obtain maximum impact and value from existing APCHA housing
stock, while also protecting residents’ rights and benefit under APCHA regulations.
Part of this effort is maintaining the sustainability and lifespan of APCHA housing
stock. Each APCHA housing unit that has lifespan extended reduces the need for
a new unit.
Owners of APCHA deed-restricted housing units are responsible for upkeep
and maintenance of their homes, but, unlike the free-market housing cannot
recoup the full value (generally restricted to 10 percent), of home improvements
upon sale. Coupled with the fact that, due to the scarcity of housing in the Valley,
sellers find buyers willing to buy less than adequately maintained homes, there are
disincentives for APCHA deed-restricted homeowners to invest and maintain their
homes. Further, some APCHA units, such as mobile homes have a limited lifespan,
and must be periodically replaced.
Some of these actions may require public money for implementation.
Actions:
• Home Inspection Program prior to Resale: APCHA has difficult role while
facilitating the sale of APCHA deed-restricted units, representing both the
seller (and preserving equity gained during the home’s ownership period),
and the buyer (ensuring the home is in acceptable or good condition to buy).
In January 2022, APCHA fully implemented a home inspection program to
improve transparency as buyers and sellers negotiate.
• Mobile Home Pilot Program: APCHA is exploring a pilot program to assist
owners of mobile homes in replacing their homes.
• Sellers Standards/Capital Repairs: APCHA will continue to monitor
and seek ways to maintain the standard of units sold by APCHA owners,
balanced with the equity of the seller.
• Additional Ten Percent Capital Improvement Cap: The APCHA Board
recently voted to allow homeowners to update their deed restriction to
receive an additional ten percent capital improvement allowance to support
the maintenance of homes. This updated deed restriction also allows for
capital improvements above the ten percent cap for approved energy and
water efficiency and life/safety improvements.
• Encourage HOAs to Prepare Capital Reserve Studies: Homeowner
associations should be aware of their potential needs for capital improvement.
APCHA will be looking at the issue of HOA Capital Reserves in the future.
• Hire Contract Grant Writer: APCHA has funding and will hire a grant
writer for funding sources to support individuals who want to make repairs
to their APCHA Deed Restricted Property
ACTION:
APCHA Policy Actions to improve the sustainability of
the APCHA deed restricted housing
ACTION ITEM OWNERS
Matthew Gillen & Diane Foster
ESTIMATED TIMELINE
HOW THIS ACTION
INCREASES THE NUMBER
Maintaining existing housing units is minimizes the
need to replace or perform extensive repairs on
units.
CONNECTION TO AACP
The Aspen Area Community plan calls for
deed-restricted housing units to “be used
and maintained for as long as possible, while
considering functionality and obsolescence.”
These are ongoing policy actions,
some of which have recently been
implemented – such as the Home
Inspection Program – and others are
still under development or under
consideration by the APCHA Board.
Compliance &
Sustainability
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OVERVIEW
At the direction of the City Manager, City and APCHA staff have been active
participants in the Roaring Fork Valley Roadmap process, facilitated by Pitkin
County. The group has embraced the concept of collaboratively address the topic
of workforce sustainability. In October approximated fifty stakeholders participated
in a series of focus groups that included representatives from Roaring Fork Valley
nonprofits, local governments and agencies and the private sector. This group
recommended a specific focus on a regional affordable housing project, there was
also strong support for addressing issues related to diversity, equity and inclusion
as well as mental wellness.
While this project is still in its early stages, there has been active and consistent
participation from all of the Roaring Fork Valley local government staff, along with
DOLA staff. The collective and overwhelming consensus of stakeholders that more
affordable housing is needed in the Valley aligns well with City Council’s critical goal
of increasing the number of affordable housing units.
Concurrently, the Roaring Fork Roadmap team has been in discussions with a
Housing Coalition group that initiated discussions about forming some type of more
formal regional housing group. While that group had a temporary hiatus during the
early part of the pandemic, the group has been meeting again to develop a plan for
better regional collaboration around affordable housing.
These two groups have discussed how working together and in collaboration with
DOLA could yield results. Staff will keep Council updated as this project moves
forward.
In February and March 2022 the Aspen City Council, along with a number of other
local governments in the Roaring Fork Valley, adopted an MOU in support of the
creation of a Regional Housing Non-Profit. It is likely local governments from the
Colorado River Basin will also join this effort
Unrelated to the item above, during the December 2021 City Council Housing
Retreat, the City Council expressed support for Pitkin County considering a county-
wide tax to support affordable housing. The City Council has not taken, nor have
they been asked for a formal position on this topic.
ACTION:
Regional Collaboration
ACTION ITEM OWNER
Diane Foster
ESTIMATED TIMELINE
HOW THIS ACTION
INCREASES THE NUMBER
Affordable housing is an issue facing all
communities in the Roaring Fork Valley and
beyond. Where state and federal funding for
affordable housing will likely be available, a
regional effort is more likely to be successful than
individual localities seeking funding.
CONNECTION TO AACP
While the AACP encourages partnerships, the
AACP is generally silent on regional collaboration
Staff will provide City Council an
update on progress later in 2022
New Development
OVERVIEW
By definition, land banking is the process of acquiring and holding land for future
development, re-development, or land trade.
Success requires cohesive partnerships among a variety of stakeholders, funding
partners, and all levels of government, as well as confidentially. As land is a finite
resource, acquiring sites for future use as affordable housing preserves future
opportunities for the City to act typically in partnership with a private contractor.
The investment in the land can serve as a way to secure more financing options
and at more favorable terms. Land banking positions the City to take advantage of
favorable market conditions.
One of the challenges inherent in land banking is that it takes money away from
today’s projects. Nonetheless, land banking can offer a significant benefit to future
development, in the land costs are nearly always lower now than in the future.
Due to the nature of property acquisition in the public sector, specific properties
cannot be mentioned. Infill development alone cannot address mounting
affordable housing demands. City Council’s policy direction regarding land
acquisition is to consider any and all acquisitions, including partnerships.
Actions:
1. Continue to seek appropriate land for land-banking.
2. Consider an incentive program for sellers ??? Dedicate housing to family
name, other family incentives of value? Consider a tongue in cheek “cash
for homes” marketing effort, which would probably make national news.
3. Consider creating or enabling fast-track for Council approval of potential
contract to buy when needed. For example, 1.22 acres at 688 Spruce
Street was purchased by a private buyer before staff could bring it to
Council’s attention. Land purchase price was in range of other City
projects, ended up a missed opportunity for potentially around 20 new
units.
4. Consider purchase of parcels discussed with Council in executive session.
Consider a means of public discussion for potential conversion of other
City assets.
5. AACP Appendix
III.2.b Explore the creation of a program where the City or County would
provide a tax benefit, payment or life-estate planning or other financial
incentive to a free-market homeowner to include their property in
the City/County’s land banking for future affordable housing. (I - City
Manager, County Manager)
ACTION:
Land Banking
ACTION ITEM OWNERS
Scott Miller & Chris Everson
ESTIMATED TIMELINE
HOW THIS ACTION
INCREASES THE NUMBER
The availability of additional land creates more
housing opportunities, quantifying the number
is very difficult. The increase of AH units is
dependent on several factors: zoning, mass and
scale, NIMBYism, the useful amenities available
to the community, good design, incorporation of
smart growth principles.
CONNECTION TO AACP
The AACP provides guidance with respect to:
• Continuation of the Aspen Idea
• Environmental Stewardship
• Sustainable development
• Emphasis on quality and livability
• Addresses Housing and Daycare needs
While land banking must be an ongoing
action item, the benefits of land banking
actions are not realized until the future.
New Development
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An outcome of the July 2021 City Council Retreat, City Council adopted three Critical Goals in August 2021.
The Housing Critical Goal reads as follows:
Increase number of Affordable Housing Units: In order to deliver an affordable housing
system that is high quality, sustainable, and results in a lived-in community, Council will continue
to evaluate, identify opportunities, plan, partner, facilitate, and leverage existing and new
resources to invest in the development and maintenance of affordable housing.
This will be accomplished through:
• Convening a City Housing Retreat;
• Creating an affordable housing strategic plan;
• Completing Council directed affordable housing development projects;
• Continuing to seek additional affordable housing development opportunities;
• Leveraging and amending regulations and policies in support of affordable housing; and
• Supporting continuous improvement with the APCHA program, including ensuring adequate resources.
Since August 2021 Council has been presented with updates to the Housing Critical Goal and specific actions to further
that goal on a regular basis at Regular Meetings where Council has approved policy, work sessions to provide staff
direction on various affordable housing projects and program and through Information Only Memos.
The three departments primarily responsible for delivering on the Housing Critical Goal – the Capital Asset Department,
Community Development and Housing/APCHA – have all already scheduled appearances before City Council and
Information Only Memos for the entire 2022 calendar year. Rather than a wholesale review of this Housing Strategic Plan,
this Plan is a living document whose contents will be updated throughout the year.
That being said, staff does plan to do an annual review of overall progress and make whatever modifications are necessary
to the plan at that time.
REVIEW PROCESS
In any strategic plan that contains action items, it is also important to identify what action will not be pursued. Below
is a list of action we will not undertake at this point due to one or more of the following reasons
• Council asked staff NOT to pursue this strategy; and/or
• Lower chance of success than other strategies
These items could be pursued at a later date should Council’s policy direction change or is market conditions
change.
• Encourage new free market development in order to receive required affordable housing mitigation results
• Vail InDeed Model – Not pursing this model because
• It creates additional RO units; not the Category of units we need the most
• No rental caps
• No appreciation cap
• Buy-Downs: Buying down existing free-market single family residential and converting to affordable housing
is prohibitively expensive, given available resources and compared to the actions which have herein been
prioritized. Even though Buy-Downs are not a prioritized strategy, this does not preclude entertaining offers
such as a below market-rate offer to the City to buy or create a reverse mortgage for a home.
ACTIONS NOT CURRENTLY PRIORITIZED
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38
2012 Aspen Area Community Plan
HousingHousing
Vision
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.
Philosophy
We are committed to providing affordable housing because it supports:
• A stable community that is invested in the present and future of
the Aspen Area.
• A reliable workforce, also resulting in greater economic
sustainability.
• Opportunities for people to live in close proximity to where they
work.
• A reduction in adverse transportation impacts.
• Improved environmental sustainability.
• A reduction in downvalley growth pressures.
• Increased citizen participation in civic affairs, non-profit activities
and recreation programs.
• A better visitor experience, including an appreciation of our
genuine, lights-on community.
• A healthy mix of people, including singles, families and seniors.
Many of the philosophical statements in the 2000 AACP still ring true
today:
“We believe it is important for Aspen to maintain a sense of
opportunity and hope (not a guarantee) for our workforce to
become vested members of the community. ... (We seek) to
preserve and enhance those qualities that has made Aspen a
special place by investing in our most valuable asset – people.”
“Our housing policy should bolster our economic and social
diversity, reinforce variety, and enhance our sense of community
by integrating affordable housing into the fabric of our town. A
healthy social balance includes all income ranges and types of
people. Each project should endeavor to further that mix and to
avoid segregation of economic and social classes ...”
Living in affordable housing is not a right or a guarantee, but a
privilege, carrying with it responsibilities to future generations, such as
long-term maintenance and regulatory compliance.
The creation of affordable housing is the responsibility of our entire
community, not just government. We should continue to explore
methods that spread accountability and responsibility to the private
sector, local taxing districts and others.
We continue to support the following statements from the 1993
and 2000 AACP: “Housing should be compatible with the scale and
character of the community and should emphasize quality construction
and design even if that emphasis increases [initial] costs and lessens
production, [within reason].” At the same time, new construction
should emphasize the use of durable and renewable materials in order
to improve our environmental stewardship.
We should demonstrate our commitment to future generations by
providing educational outreach regarding long-term maintenance
and regulatory compliance by adopting a strategic plan for long-term
maintenance of publicly-owned rental properties, and for handling
“unique” properties, such as those with a sunset on deed restrictions.
APPENDIX A:
HOUSING CHAPTER OF
ASPEN AREA COMMUNITY PLAN
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40
2012 Aspen Area Community Plan
Housing
What’s New in the 2012 AACP
Linkages
The creation of Affordable housing can help reduce pressures on the
valley-wide transportation system by providing housing opportunities
for our local workforce in the Aspen Area, while reducing air quality
impacts associated with a commuting workforce. Affordable housing
is also critical to a viable economy, and helps to ensure a vital,
demographically diverse year-round community. At the same time,
limited opportunities and funds mean we cannot build our way
out of the housing problem, and we recognize that new affordable
housing includes infrastructure costs ranging from transportation
to government services, schools and other basic needs. Controlling
growth and job generation can reduce the pressure to provide
affordable housing.
Housing
Growth &
Economy
Transportation
Community
Character
The re-use of philosophical language from past community plans is
due largely to the long-term support in the Aspen Area for affordable
housing as a critical tool to maintain a strong year-round community.
Some shifts in policy direction for the 2012 AACP can be attributed to
the long-term growth and maturation of the housing program, bringing
greater awareness of the need for long-term capital reserves and
maintenance for individually-owned and rental properties, as well as
publicly-owned rental properties.
Another difference in the 2012 AACP is the decision not to establish a
specific number of housing units to be developed during the 10-year
life of the plan. This should not be perceived as a wavering of support
for affordable housing units. The plan calls for exploring the potential
of a new housing unit goal, but specific research on this topic was not
conducted as part of this plan.
This plan focuses on the ongoing challenges of establishing and
maintaining a “critical mass” of working residents. The policies outlined
in the Housing chapter and related housing mitigation policies in the
Managing Growth for Community & Economic Sustainability chapter
are intended to meet these challenges as the community continues to
provide affordable housing.
At the same time, the 2012 AACP calls for further research on the
physical limits to development in the form of ultimate build-out,
projected future impacts related to job generation, demographic
trends, the conversion of local free market homes and other factors.
This kind of statistical analysis will help inform future decision-making
and goal-setting in a more meaningful way.
Instead, this plan emphasizes the need to spread accountability
and responsibility for providing affordable housing units beyond
the City and County governmental structures, and continuing to
pursue affordable housing projects on available public land through a
transparent and accountable public process.
While past plans have supported “buy-down” alternatives, there has
been little comprehensive effort in this regard. A “buy-down” program
may be an expensive proposition, but this plan calls for exploring it
more thoroughly. The idea is to finally determine if the community is
willing to pay the price for providing long-term affordable housing by
converting existing free market homes, and or affordable housing,
rather than building new homes.
On the Horizon
As the community continues
to provide affordable housing,
it is important to recognize
and understand future
challenges.
We must continue to track
changes to the Colorado
Common Interest Ownership
Act (CCIOA) and update our
housing policies on a timely
basis.
APCHA should vigorously
promote adoption of CCIOA
by existing associations, and
require new associations to
adopt CCIOA.
Lending practices are
changing, resulting in new and
potentially difficult financing.
39
2012 Aspen Area Community Plan
Housing
At the same time, we need a new focus on the issues surrounding
retirement in affordable housing, as we are on the brink of a rising
retiree demographic. In addition, we should continue to provide
housing that accommodates the needs of people with disabilities.
The provision of affordable housing remains important due to several
factors, including the continued conversion of locally-owned homes to
second homes, a trend of a more costly down-valley housing market
and the upcoming trend towards retirement in affordable housing.
With limited vacant land in the Aspen Area and limited public funds, we
cannot build our way out of this challenge.
Our affordable housing program is continually encountering new
crossroads that demand creative thinking, understanding and
thoughtful action.
What’s Changed Since 2000
Since the adoption of the 2000 AACP, a total of 652 new affordable
housing units have been constructed, with another 181 approved but
not yet built. By any measure, these are impressive accomplishments,
but various relevant trends have continued to challenge the goal of
establishing and maintaining a “critical mass” of working residents, as
stated in the 2000 AACP.
While the ratio of local workers living in affordable housing units
increased from 25% to 32% from 2000 to 2008, the ratio of local
workers living in free market homes dropped from 22% to 13%, the
result of continued conversion of locally-owned free market homes to
second homes.
At the same time, the economic boom period of 2004 to 2007 saw a
dramatic increase in the cost of downvalley land and homes, reducing
opportunities for Aspen workers to find free market ownership options
in the valley. While the recession has rolled back prices, this plan must
assume that the economy will experience another period of prosperity
during the life of the plan. In addition, the number of retirees in deed-
restricted housing is estimated to jump from approximately 310 today
to more than 800 in 2021.
The 2007 Housing Summit considered all these factors and more. The
primary outcome of the Summit was to encourage additional “land-
banking,” which ultimately resulted in the purchase of the BMC West
property, a parcel at 488 Castle Creek Road and others. The 2008
Affordable Housing Plan evaluated 15 potential sites for affordable
housing units, identifying a range of up to 685 possible housing units.
Aspen Area Housing
History
In the early 1970’s free-
market housing that had
primarily housed local
employees was being
demolished and redeveloped
as second homes. By
1974, the City and County
began addressing this trend
by establishing separate
affordable housing programs
and 14 years later formed
the joint Aspen/Pitkin County
Housing Authority (APCHA).
APCHA is currently funded
through a City of Aspen sales
tax and a Real Estate Transfer
Tax (RETT).
The State enacted legislation
in 2001 granting Housing
Authorities across the state
specific powers to raise
revenue through sales taxes,
use taxes, an ad valorem
(property) tax, and/or a
development impact fee. To
date, APCHA has not pursued
these revenue sources. The
City of Aspen has a housing
sales tax, and both the City of
Aspen and Pitkin County have
Housing Mitigation fees.
APCHA operates under the 4th
Amended Intergovernmental
Agreement between the
City of Aspen and Pitkin
County. This agreement has
eliminated APCHA’s role as an
active developer of workforce
housing; that role has been
assumed by the City of Aspen.
Currently, APCHA is principally
involved in the qualification,
sales, and enforcement of
the housing program and is
involved in the oversight of
over 2,800 units of deed-
restricted housing. The
APCHA Board of Directors
alone, or in concert with
other entities, suggests new
policy, programmatic changes,
and legislation, or makes
recommendations, as required
by the City, County or State.
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2022-2026 — Affordable Housing Strategic Plan
40
42
2012 Aspen Area Community Plan
Housing
Policy
Categories
Housing Policies
IV. LAND USE & ZONING
IV.1. Affordable housing should be designed for the highest practical
energy efficiency and livability.
IV.2. All affordable housing must be located within the Urban Growth
Boundary.
IV.3. On-site housing mitigation is preferred.
IV.4. Track trends in housing inventory and job generation to better
inform public policy discussions.
IV.5. The design of new affordable housing should optimize density
while demonstrating compatibility with the massing, scale and
character of the neighborhood.
IV.6. The residents of affordable housing and free-market housing
in the same neighborhood should be treated fairly, equally and
consistently with regard to any restrictions or conditions on
development such as parking, pet ownership, etc.
V. HOUSING RULES AND REGULATIONS
V.1. The rules, regulations and penalties of affordable housing should
be clear, understandable and enforceable.
V.2. Ensure effective management of affordable housing assets.
Incentive Program, Proposed
Code Amendment
Proposed Code Amendment
Work Program for Planning
Department & APCHA,
Proposed Amendment
Data Needs
Proposed Code Amendment
Proposed Code Amendment
Work Program for APCHA
Work Program for APCHA
41
2012 Aspen Area Community Plan
Housing
Policy
Categories
Collaborative Initiative
Collaborative Initiative, Work
Program for APCHA
Collaborative Initiative, Work
Program for APCHA
Collaborative Initiative
Incentive Program, Proposed
Code Amendment
Housing Policies
I. SUSTAINABILITY AND MAINTENANCE
I.1. Affordable housing should have adequate capital reserves for
major repairs and significant capital projects.
I.2. Deed-restricted housing units should be utilized to the maximum
degree possible.
I.3. Deed-restricted housing units should be used and maintained for
as long as possible, while considering functionality and obsolescence.
I.4. Provide educational opportunities to potential and current
homeowners regarding the rights, obligations and responsibilities of
home ownership.
I.5. Emphasize the use of durable and environmentally responsible
materials, while recognizing the realistic lifecycle of the buildings.
II. PROGRAM IMPROVEMENTS
II.1. The housing inventory should bolster our socioeconomic diversity.
II.2. Affordable housing should be prepared for the growing number of
retiring Aspenites.
II.3. Employers should participate in the creation of seasonal rental
housing.
II.4. Employers who provide housing for their workers through
publicly-owned seasonal rental housing should assume proportionate
responsibility for the maintenance and management of the facility.
II.5. Redefine and improve our buy-down policy of re-using existing
housing inventory.
II.6. Eliminate the Accessory Dwelling Unit (ADU) program, unless
mandatory occupancy is required.
III. FISCAL RESPONSIBILITY
III.1. Ensure fiscal responsibility regarding the development of
publicly-funded housing.
III.2. Promote broader support and involvement in the creation of non-
mitigation Affordable housing, including public-private partnerships.
Community Goal
Community Goal, Work
Program for APCHA
Collaborative Initiative,
Incentive Program
Collaborative Initiative,
Incentive Program
Work Program for APCHA
Proposed Code Amendment
Collaborative Initiative
Collaborative Initiative,
Incentive Program
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42
CONNECTION TO AACP
Within the introduction of the 2012 Aspen Area Community Plan, two of the stated central themes are “Emphasize the quality and
livability of affordable housing.” and “Provide for a critical mass of year-round residents.”
Within the housing implementation portion of the appendix of the AACP is an implementation step that, in part, states, “Amend the
Housing Guidelines to establish livability standards that promote pride of living in affordable housing.”
And although the AACP also encourages area employers to participate in the creation and maintenance of seasonal rental housing,
the sections shown above, along with many other such statements in the AACP, support the Housing Philosophy stated within the
AACP, which aims to nurture a stable, year-round community, with a reliable workforce with an opportunity to live near where they
work, and with a healthy mix of people, including singles, families and seniors.
LIVABILITY AND COMMUNITY ENGAGEMENT
For public affordable housing developments, the City of Aspen performs typically performs rigorous community engagement, seeking
input from the community at large and neighborhood stakeholder groups. A significant portion of such community engagement is
typically devoted to affordable housing elements related to livability.
At each stage of the design development process, input received from the community engagement process is typically filtered
through Aspen City Council. This often results in a careful balance of various priorities such as livability, quality, neighborhood
impacts and project cost. And there are many more detailed project elements that require balancing as well, such as environmental
sustainability, accessibility, total cost of ownership or tenancy, constructability and more. These topics are interconnected with the
meaning of livability among the Aspen affordable housing community.
LIVABILITY – GENERAL PRINCIPLES
Goals: Housing developments should endeavor to balance the principles of community, livability and quality against impacts such as
unreasonable levels of cost and construction activity intrusion. Housing structures should utilize land as efficiently as possible and
should seek construction efficiencies to levels that do not sacrifice livability beyond levels that are not consistent with these goals.
Architecture should be sensitive to neighborhood context to the extent possible while achieving these goals.
Density: Density should be considered as more than just a number and should consider neighborhood context, available open space,
amenities and other considerations related to community character. Successful housing developments have been created in Aspen
with density ranging from around 7 units per acre up to nearly 80 units per acre.
Quality: Quality construction should be employed to mitigate sound and vibration transmission and to promote energy efficiency. It
is important to people not to feel as densely housed as they actually are, and it is possible to invest in construction quality, up to a
point short of diminishing returns, to make a densely populated facility feel as livable as possible given available resources.
Environmental Sustainability: Environmental sustainability standards which are consistent with community goals should be integral
to the construction quality program. Investments in sustainability measures should be carefully prioritized to be consistent with
housing development goals.
Housing Unit Sizes: Housing for a diverse population of income levels should not discriminate livable space based on incomes.
Creating equitably sized housing units of standardized sizes can create construction efficiencies and increases flexibility to transfer
units among households of different income levels. The Colorado Division of Housing has established “indicators of modest but
decent housing” with suggested sizes of 500 square feet for studio or efficiency units, 700 square feet for one-bedroom units, 900
square feet for two-bedroom units and 1,200 square feet for three-bedroom units.
necessary and where a high level of livability is otherwise demonstrated, with reduction criteria such as significant storage space,
above average natural light, efficient/flexible unit layout, site amenities including parks and open space, and above ground unit
versus below ground units.
APPENDIX B:
COMMUNITY AFFORDABLE HOUSING
AND LIVABILITY
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CITY OF ASPEN
2022-2026 — Affordable Housing Strategic Plan
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2022-2026 — Affordable Housing Strategic Plan
44
facilities should meet local codes and guidelines related to “wildlife-proof” requirements and recommendations and should otherwise
be consistent with wildlife management practices. Mail and transit stop facilities should attempt to keep people separated from
areas which could potentially attract bears or other wildlife.
Site Lighting & Facilities: Site lighting should provide safety while remaining contextually sensitive and where possible should
employ the use of timers and/or sensors to be as energy efficient as possible. Guide-on principles can be equally safe and less
intrusive than flooding large areas with light. External availability of water and electrical sources are amenities that tenants and/or
homeowners highly appreciate. “Dark skies” and other code-related requirements and recommendations should be rigorously met.
Public Transportation: Access to public transportation is a must. Reduction of daily automobile trips should be encouraged through
availability of convenient, multi-modal transportation alternatives.
LIVABILITY – CHECKLIST
The outline below is a useful inventory of decision points for considering characteristics which affect livability.
Density, Environmental Sustainability, Accessibility
Family oriented vs. non-family oriented
Working vs. retirement orientation
Flats versus multi-level townhomes & accessibility
On-grade access, stairs to get to unit, below-grade, partial below grade units
Ceiling heights greater than 8 feet, 8’-6” to 9’-0 where possible
Minimum bedroom size, 10 feet
Storage
Internal to the unit, Kitchen cabinets, Laundry, Foyer/mud – front and rear, linen closets, oversize bedroom closets (upper
shelves for seasonal storage), Additional unfinished areas, storage closets under stairways
Lockable external storage, enclosed preferred to cages, proximity to unit, outdoor gear storage, bikes, kayaks, skis,
snowboards, fishing, etc.
Trash/recycling/compost & mail facilities
Proximity to units, aesthetics, durability, parcel boxes, wildlife-proofing, separating trash from mail due to wildlife safety,
lighting
Outdoor living
Private outdoor space is preferred by most people, grill, patio, enlarged covered balconies, avoid drip through, snow
barriers/trellis
Parking
Location on site and relationship to pedestrians, streets/alleys
Quantity per unit, per bedroom
Above grade uncovered, above grade covered, lots, street, head-in, parallel, angle, on-site, offsite
Guest / visitor / service usage, loading zone
Accessible parking
Proximity to unit
Dimensions of spaces / access, geometry of getting in and out
Integrated storage with parking
Snow removal, snow storage, haul-off, street clearing, secondary clearing
Public space/recreation
Location, trail, pedestrian access, on-site open site areas, landscape
Flexible use spaces, fencing, demarcation, open
Child safety, dog parks, community gardens, programmed spaces
Access to public transportation
Secure, covered bike storage at transportation nodes
The APCHA Affordable Housing Development Policy includes the following Minimum Unit Sizes and defines an “occupancy standard”
based on 400 square feet per “employee”.
Unit Minimum Net Sq Ft Occupancy Standard
Studio 500 1.25
1-Bedroom 700 1.75
2-Bedroom 900 2.25
3-Bedroom 1,200 3.00
In practice, the occupancy standard is less of an actual counting mechanism for occupancy and more of a conversion tool and
general benchmark related to the 400 square feet per “employee” standard.
The APCHA Affordable Housing Development Policy allows for the reduction of unit sizes by up to 20% in cases where both
necessary and where a high level of livability is otherwise demonstrated, with reduction criteria such as significant storage space,
above average natural light, efficient/flexible unit layout, site amenities including parks and open space, and above ground unit
versus below ground units.
Accessibility: Affordable housing facilities should be accessible above and beyond code requirements where possible. Varying
levels of accessible dwelling units include Type A Full Accessibility, Type B Adaptable and Type C Visitable. Type A Full Accessibility
units should be included at or above code minimums, and all other unit should be Type B Adaptable where possible. Townhome units
or units which otherwise include a stairway internal to the unit should be Type C Visitable, and Universal Design should be used in
common area facilities.
Noise and Air Quality: Locations for affordable housing should be sought which have favorable noise and air quality characteristics.
For locations where noise and air quality characteristics are not without flaws, mitigation techniques should be implemented to
reduce adverse impacts to reasonable levels.
Pedestrian Safety and Automobile Circulation: Whenever possible, housing developments should prioritize pedestrian movement
over automobile movement and pedestrian safety over automobile circulation.
Community Open Space: Community open space should be created to maximize the use of available land and should be landscaped
to facilitate peaceful, playful and socially interactive enjoyment with turf or low-grow grasses as well as strategically placed shrubs
and trees to facilitate demarcation of areas and/or privacy where needed. A mix of non-programmed and lightly programmed areas
are encouraged.
Parks and Trails: Parks and trails provide community benefits and should be connected to housing developments where possible.
The use of boulder retaining walls can create material cost efficiencies and can be a contextually sensitive means of retaining earth
as opposed to engineered alternatives.
Parking and Storage: Parking and storage are key attributes that relate to day-to-day interaction with a housing facility. Local
workers may not use their cars every day, but they have a right like everyone else to keep a car in their possession, particularly
because Aspen is a remotely located City. Affordable housing units do not generally afford the amount of space that suburban
living in America generally affords so convenient access to a reasonable amount of storage space is a key attribute to any housing
unit. Parking and storage should be located within reasonable distance to one’s housing. The use of carport structures can be an
equitable means of providing covered parking without a high level of expense and can be used where needed to retain earth or
serve as sound barriers from nearby sources of noise.
Total Cost of Ownership: Total cost of ownership or total rent should be considered in affordable housing designs. The use of
durable assemblies and materials as well as low-maintenance mechanical systems along with operational efficiency considerations
such as ease of snow removal and landscaping can help keep long-term costs down. Thoughtful design for management of snow,
ice, moisture and freeze/thaw conditions can eliminate the need for gutters and downspouts and can help keep maintenance costs
down.
Wildlife: Sensitivity to wildlife and surrounding open areas is extremely important. Trash, recycling and compost staging
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Noise
Unit-to-unit transmission, wall/wall, floor/ceiling, STC, IIC
Outdoor noise, mitigation, berms, trees, façade
Lighting
Natural light
Indoor lighting
Exterior lighting
Ventilation / heating / cooling
Low voltage & electric - controls, network outlets, electric outlets, cable/satellite, utility usage, lighting, etc.
Laundry in unit versus common, size & fit, maintenance, availability
Heating – type
Heat pumps (cooling?), mini splits, ducted, radiant, baseboard, cove
100% electric where possible
Common vs. in-unit
Hot water heating – common versus in-unit, tank, tankless, efficiency, accessible location, floor drain
Solar and PV accessibility/orientation, roof space for p/v, rooftop decks
Pets, service animals, emotional support animals, cleanup, bags, dna testing
Landscaping
Turf, native grasses, low-grow, low water
Upkeep, Irrigation
Hose bibs
Community gardens
Stormwater, raingardens
Kitchen
Single, double sinks
Electric appliances, refrigerator, dishwasher, disposal, range type, microwave, range hood externally vented
Solid countertops, island or space for dining table
Trash, recycling, compost
Storage, cabinets, soffits, natural light/windows
Bathrooms
Quantity per unit
Lighting
Tubs, showers, toilets
Storage
Ventilation
Finishes, durability, aesthetics
Sinks, single vs. double, fixture counts, types
Maintenance
Access to HVAC equipment, accessible filter locations, spare filters
Appliances, Floor coverings
NOTES
41
www.aspen.gov // 427 Rio Grande Place, Aspen, CO 81611
42
MEMORANDUM
TO:Mayor and City Council
FROM:Tessa Schreiner, Sustainability Manager
Tim Karfs, Sustainability Programs Administrator
Ainsley Brosnan-Smith, Waste Diversion and Recycling Program
Administrator
Clare McLaughlin, Sustainability Programs Administrator
THROUGH:CJ Oliver, Director of Environmental Health and Sustainability
Phillip Supino, Director of Community Development
MEMO DATE:February 13, 2023
MEETING DATE:February 21, 2023
RE:The Aspen Sustainability Action Plan (ASAP)
REQUEST OF COUNCIL:
The purpose of this memo and corresponding work session is to provide Council with an
update of the City of Aspen’s Climate Action Plan, now called the Aspen Sustainability
Action Plan (ASAP). Staff’s request of Council is to approve the updated ASAP and
support its implementation over the next several years.
PREVIOUS COUNCIL ACTION:
2017 Climate Action Plan. Aspen’s previous plan, the Climate Action Plan (CAP), was
adopted by Council in December 2017 along with new greenhouse gas reduction goals
of 30% by 2020 and an 80% reduction by 2050. Aspen’s 2017 inventory showed that the
Aspen community reduced emissions by 21% compared to the 2004 baseline. For the
2020 inventory, the city used updated methodologies and emissions inventory boundary
to better reflect our emissions profile.
City Council Carbon Goal.In August 2021, Council adopted a 2-year carbon reduction
goal via Resolution #76_Series 2021, which directed staff to reduce Aspen’s greenhouse
gas emissions by taking meaningful action and providing leadership in reducing the
community’s greenhouse gas emissions. This updated Aspen Sustainability Action Plan
serves as the roadmap to achieve and sustain greenhouse gas emissions reductions.
Aspen’s Science-based Targets. In January 2022, Aspen City Council signed on to
Race to Zero and adopted new science-based targets, or greenhouse gas emissions
reduction goals, that reflect our fair share of global greenhouse gas emissions needed to
keep global heating to below 1.5 degrees Celsius. These targets use 2017 as the baseline
year and are:
63.4% reduction by 2030
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2
100% reduction by 2050
Since the inception of the Canary Initiative in 2005, successive City Councils have
supported ambitious and effective action to both cut emissions and respond to the
impacts of climate change. This legacy of leadership has set the stage for Aspen’s
updated Sustainability Action Plan, which provides a framework for continuing and
expanding Aspen’s leadership on climate action.
BACKGROUND:
Climate change is an existential threat to Aspen’s unique mountain ecosystem, recreation
and placed based economy, and community way of life. The impacts from climate change
in Aspen include hotter temperatures, shifting rain and snow patterns, and more
precipitation arriving as rain rather than snow. The number of consecutive frost-free days
in Aspen has increased to 120 days in recent years which represents a loss of thirty days
of winter since 1980.
Aspen has demonstrated leadership in the sustainability space for nearly two decades
and is considered one of the leading communities in the country driving forward-thinking
policy and programs. From adopting the innovative REMP program in 2000 to going 100%
renewable in 2015, Aspen has taken forward-thinking strides towards reducing
greenhouse gas emissions.While Aspen’s GHG emissions have decreased since the first
inventory was conducted in 2004, achieving the community’s 2030 and 2050 goals will
require a significant step-up in efforts. The intensity of scaling up these efforts should not
be understated - in order to reach the community’s climate goals, in the next 37 years,
the grid must transition to 100% renewable energy (Aspen Utilities has accomplished this,
and Holy Cross Energy plans to accomplish this by 2030), buildings will need to electrify
and become highly efficient, transportation will need to electrify and shift even more
towards multi-modal options, and all materials will need to be diverted from the landfill.
Recent bold action taken by Council, such as adopting Building IQ, the focus on building
energy and materials efficiency, and updated building codes demonstrate the momentum
and progressive steps needed across the organization to address the climate crisis. The
adoption of this action plan is an essential step forward in the achievement of Council’s
carbon goal and the community’s greenhouse gas reduction and environmental policies.
Regularly updating the ASAP is important to ensure the plan remains a relevant, working
document that adapts to and incorporates changing priorities, community feedback, and
new opportunities. The ASAP incorporates Aspen’s new greenhouse gas reduction goals
(science-based targets), an updated greenhouse gas emissions inventory from 2020, and
new stakeholder feedback to establish an organizational and community roadmap
addressing our shared climate emergency.
DISCUSSION:
ASAP at a Glance:
The Aspen Sustainability Action Plan is our guiding document for reducing the
community’s greenhouse gas emissions at levels necessary to reach 2030 and 2050
44
3
goals, and to do our part to reduce global emissions and model community-scale climate
action for others.
The ASAP recommends 58 actions across five sectors: energy, buildings, transportation,
waste, and airport/aviation. The action items are prioritized based on level of impact and
what can be implemented in the next five to seven years (or ongoing). As discussed later
in this memo, staff recommends updating the ASAP annually to ensure a living, current
document. Action items that cannot feasibly be accomplished in the next five to seven
years will be included in future iterations of the plan as new technology and opportunities
develop.
Full descriptions of the five sectors and their corresponding recommended action items
can be found in their respective sections of the plan. The recommended actions were
built on the 2017 Climate Action Plan’s foundation and with new stakeholder input
gathered over six months in 2022. The implementation of this plan requires collaboration
and alignment across all internal departments and with the whole community in working
towards the same goal.
Guiding Principles:
Five guiding principles emerged in the development of this plan and are central to the
plan’s implementation:
Equitable:the rollout of this plan, including the allocation of resources, will be
prioritized equitably and focused on our community members most in need.
Adaptable:we will adapt and update this plan as we receive new information,
resources, and community direction.
Collaborative:the goals, objectives, and action items in this plan cannot be
accomplished without intentional internal and external collaboration
Scope: the contents of this plan are within the City’s scope of control and direction,
where we can meaningfully make progress.
Co-benefits: Nearly all the objectives and action items in this plan have co-benefits
such as fostering economic sustainability, improving local environmental quality,
enhancing public health and safety, and building community resilience.
Key Takeaways:
In addition to the plan’s guiding principles, four key takeaways developed during the
plan’s update that are central to the successfully reaching our goals:
We know the “what” – we need the community’s guidance on the “how”.
o We need the community and region’s input on how we build programs, offer
support, provide resources, and change policies. The ASAP sets the
course for what we need to do to respond to the climate emergency. How
we go about implementation relies on circumstances, opportunities, and the
input of stakeholders and the community.
Regional collaboration is key.
o GHGs know no boundaries, we need to tackle climate challenges and take
advantage of opportunities as a region.
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We need to work fast and smart.
o We are facing a climate crisis, and we need to work quickly to mitigate the
worst effects of climate change through thoughtful, smart action.
Incorporate adaptation and resilience
o As the City adjusts to new climate realities facing the Roaring Fork Valley,
we look to solutions that will strengthen the local and regional environment
Process:
The recommendations presented in the ASAP are the result of a year of work by the
Climate Action team and dozens of key stakeholders and community leaders with
expertise in sectors including energy, water, building science, transportation, waste,
public administration, and community development. This feedback represents the input
of 17 organizations and five City of Aspen departments. Further details on stakeholder
engagement can be found in Attachment B.
With Council support, staff recommends bringing the ASAP in front of Council annually to
present on accomplishments of the previous year and make recommendations for small
updates to the document to incorporate ongoing community feedback and new resource
opportunities (e.g., grants, collaborations, new technology). This will allow staff to be more
responsive to community feedback and suggestions, allow the ASAP to function as a
living document, and to bring regular updates to Council on progress towards the
community’s greenhouse gas reduction goals. This process will also help staff and the
community leverage opportunities and the state and federal level, as broader response
to the climate emergency catches up with our community’s.
Next steps and ASAP implementation:
With Council’s approval of this plan, staff will adopt the ASAP as the new roadmap to
reach the community’s carbon goals. This plan requires ongoing engagement with and
feedback from the community; staff will continue to work with the Communications team
to expand community outreach efforts. Finally, staff will implement a framework for
measuring the success and accomplishments of the plan and will report an annual update
on the plan’s progress in Q1 2024, along with an updated greenhouse gas emissions
inventory (for calendar year 2023).
At the October 4th, 2022, budget work session, Council requested that staff develop
options for accelerating climate work and bring back to Council for consideration and
approval. Should Council adopt the Aspen Sustainability Action Plan, staff will return in
late spring to present options to Council for what elements of the plan can be accelerated
for maximum impact in the next few years.
FINANCIAL IMPACTS:
The ASAP and many of its recommended action items will require additional funding
sources outside of current budget allocations. These funds could come from a variety of
places such as grants (e.g., Inflation Reduction Act and the Infrastructure Investment and
Jobs Act), STR tax revenue, or the general fund supplementary budget requests. As
requested by Council at the October 4th budget work session, staff will bring options for
46
5
accelerated action of the ASAP to Council in an upcoming work session. If these options
are approved by Council and require supplementary funding allocation, staff will bring
new budgetary requests to Council in the 2024 budget development process.
It is important to note that while the cost of climate action is expected to be high, the cost
of inaction is even higher. A 2022 study by Deloitte Center for Sustainable Progress
indicates that inaction on climate change could cost the world's economy $178 trillion by
2070.
ENVIRONMENTAL IMPACTS:
The adoption of the Aspen Sustainability Action Plan is a vital step towards reaching the
community’s and Council’s climate goals. The ASAP directly addresses the five sectors
of the community’s greenhouse gas emissions inventory (energy, buildings,
transportation, waste, and airport/aviation) and sets in motion action items to realize
emissions reductions in each of these critical sectors. The action items contained in the
ASAP demonstrate how the City is working towards reducing the risks associated with
climate change. By successfully implementing the action items, the city can hope to see
both positive short-term and long-term environmental impacts.
System wide transformations across sectors which are necessary to secure the City’s
science-based targets would not be possible without the ASAP. Not achieving regional
and global climate goals will have disastrous impacts on the local environment and natural
ecosystems. Hotter temperatures, more building “cooling degree days”, deteriorating air
quality, changes in precipitation and snowpack, water shortages, and the risk of wildfire,
drought, and landslides are all risks that will dramatically impact business as usual as the
result of changing climate conditions.
ALTERNATIVES:
City Council could reject the final Aspen Sustainability Action Plan as currently written to
either recommend revisions or continue the community’s climate action work without a
formal policy and planning framework.
RECOMMENDATIONS:Staff recommends Council approve the updated Aspen
Sustainability Action Plan (ASAP) and support its implementation over the next five years.
ATTACHMENTS:
Attachment A – Aspen Sustainability Action Plan
Attachment B – Stakeholders Engagement Summary
CITY MANAGER COMMENTS:
47
2023
ASPEN
SUSTAINABILITY
ACTION PLAN
48
2023 // ASPEN SUSTAINABILITY ACTION PLAN 2
ASPEN SUSTAINABILITY ACTION PLAN
The City of Aspen developed the Aspen Sustainability
Action Plan as a roadmap of the goals, objectives,
and action items for us to accomplish our science-
based targets of reducing greenhouse gas
emissions (GHG) by 63.4% by 2030 and 100%
by 2050. This plan looks at what the City of Aspen
can achieve or plan for in the next five to seven
years. This document will be updated regularly as
we accomplish items and adapt to changing science,
climatological conditions, and national dynamics.
Reduce greenhouse
gas emissions
63.4% by 2030 and
100% by 2050.
THE GOALS
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3
TABLE OF CONTENTS
GUIDING PRINCIPLES ........................................... 4
KEY TAKEAWAYS ................................................... 5
VISION FOR A SUSTAINABLE FUTURE ................ 7
ENERGY SUPPLY......................................... 12
BUILDINGS ................................................... 14
VEHICLES & TRANSPORTATION ................ 17
WASTE .......................................................... 19
AVIATION & AIRPORT .................................. 21
CONCLUSION ......................................................... 23
APPENDIX A ........................................................... 24
ACKNOWLEDGMENTS .......................................... 26
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4
Plan implementation
and resource
allocation will be
equitable, focused
on community
members most in
need of support to
achieve community
climate goals.
EQUITABLE
We will adapt and
update this plan
as we receive
new information,
resources, and
community direction.
ADAPTABLE
The goals,
objectives, and
action items in
this plan must be
accomplished with
intentional internal
and external
collaboration.
COLLABORATIVE
The contents of
this plan are within
the City’s scope
of control and
direction, where we
can meaningfully
make progress.
SCOPE
Nearly all the
objectives and
actions in this
plan have co-
benefits such as
fostering economic
sustainability,
improving local
environmental
quality, enhancing
public health and
safety, and building
resilience.
CO-BENEFITS
GUIDING PRINCIPLES
These are values on which the City of Aspen developed and will implement this plan.
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2023 // ASPEN SUSTAINABILITY ACTION PLAN 5
KEY TAKEAWAYS
We will measure the
success of this plan
in two ways:
We know the “what” – we need the community’s guidance on the “how”.
Reaching the City’s climate goals requires decarbonizing the Roaring Fork Valley’s electrical grid,
maximizing efficiency, switching from non-renewable fuels to clean electricity and other sources, and
eliminating the landfill disposal of recyclable and reusable materials. While these actions are clear, we need
the community and region’s input on how we build programs, offer support, provide resources, and change
policies. Getting the community’s input and feedback will be a vital component of
implementing this plan.
Regional collaboration is key.
Greenhouse gas emissions know no boundaries. The Roaring Fork Valley has both unique challenges and
opportunities we’ll need to tackle as a region to be successful.
We need to work fast and smart.
We are facing a climate crisis, and we need to work quickly to mitigate the worst effects of climate change.
Simultaneously, we need to ensure that our progress is driven thoughtfully, intelligently and leaving no one behind.
Incorporate adaptation and resilience.
As the City adjusts to new climate realities facing the Roaring Fork Valley, we look to solutions that will
strengthen our local and regional environment and prepare us to bounce forward when faced with
climate change impacts.
By seeing year over
year reductions in our
emissions inventories.
By accomplishing action
items, which will be reported
in annual sustainability
reports.
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2023 // ASPEN SUSTAINABILITY ACTION PLAN 6
GROUND-SETTING
Aspen has been
committed to protecting
the health, prosperity,
and safety of its residents
and environment through
sustainability efforts for
more than 30 years.
More info:
Appendix (pg. 25)
Aspen’s 2017 inventory showed
that the Aspen community
reduced emissions by 21%
compared to the 2004 baseline.
Since then, we have updated our
methodologies and emissions
inventory boundary to better
reflect our emissions profile.
The Aspen
Sustainability Action
Plan is the blueprint
for what’s next.
We need your help
to implement it.
53
2023 // ASPEN SUSTAINABILITY ACTION PLAN 7
VISION FOR A SUSTAINABLE FUTURE
The picture of what a bright climate future looks like for the community of Aspen if we work together includes:
The City featuring multimodal
corridors that are safe for
pedestrians, cyclists, and motorists.
Aspen investing in the future of its environment
and ecosystems with water, snowpack, and the
risk of wildfire being ever-present issues that we’ll
continue to adapt to.
Buildings receiving energy from
100% renewable sources, which are
produced regionally.
Electric vehicle charging stations around Aspen
providing ample and convenient opportunities
to charge zero-emission vehicles.
Local flora and fauna thriving
throughout the Valley.
Local businesses
are thriving.
Visitors and community
members alike sharing the
same sustainability ethos.
Newly constructed buildings
containing recycled materials
that have been sourced and
processed locally.
Building occupants benefiting
from highly efficient, comfortable
structures that provide a great
place to work, live, and play.
Buildings having been designed
with indoor waste storage to keep
people and local wildlife safe.
Single-use materials are eliminated and all
materials are diverted from the landfill to be
either recycled, reused, or repurposed.
All community members and visitors having
access to efficient, comfortable, and zero-
emissions public transit to get them anywhere
in the Valley.
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2023 // ASPEN SUSTAINABILITY ACTION PLAN 8
We’re facing a climate emergency and need to act, but governments need to work quickly to mitigate climate
change. Business-as-usual operations are not responsive to the emergency.
WHY A SUSTAINABILITY ACTION PLAN?
According to the 2022 report by the Intergovernmental Panel on Climate Change (IPCC), the enormity of climate change impacts is larger than previously estimated and we
need to act quickly to avoid the catastrophic impacts.1
Since the industrial revolution, GHGs attributed to human activities have been responsible for approximately 33.98°F of warming, and Aspen’s emissions are contributing to
this climate reality.
Climate change is evident in Aspen. We are seeing impacts such as warmer temperatures, shifting rain and snow patterns, and more precipitation arriving as rain rather
than snow.
The average number of consecutive frost-free days in Aspen has increased by forty-six days since 1940 and by thirty days since 1980, representing the loss of more than a
month of winter in less than a lifetime.
As a community that relies on its environment as part of its appeal for recreation and tourism, climate change has far-reaching implications.
1 ___ Climate change 2022: Impacts, adaptation, and vulnerability. IPCC Intergovernmental Panel on Climate Change.
https://www.ipcc.ch/report/ar6/wg2/
ASPEN’S BUSINESS-AS-USUAL EMISSIONS FORECAST
Source: City of Aspen 2020 Greenhouse Gas Emissions Report (published in January 2022).
Electricity Natural Gas Fugitive Emissions Propane Vehicles and Transit Aviation WasteEmissions (mt CO2e)2030 Goal: 63%
reduction from 2017
2050 Goal:
Net-zero emissions
55
2023 // ASPEN SUSTAINABILITY ACTION PLAN 9
We have new science-based targets for GHGs reduction.
We need an updated, adaptable roadmap to act on climate and reach our community’s science-based targets.
2007: Aspen’s first Climate Action Plan (Canary Action Plan) was approved which set ambitious goals to reduce GHGs by
30% below 2004 levels by 2020, and 80% below 2004 levels by 2050.
2017: Aspen published its most recent Climate Action Plan and accompanying Greenhouse Gas Reduction Toolkit.
2022: Aspen City Council adopted ambitious science-based targets to reduce GHGs by 63.4% below 2017 levels, and 100%
below 2017 levels by 2050.
2023: The City updated the 2017 Climate Action Plan to create the 2023 Aspen Sustainability Action Plan.
Aspen’s science-based targets are the result of Aspen’s recent commitment to ICLEI’s Local Governments for Sustainability Race to Zero
campaign. ICLEI first asks cities to endorse the Race to Zero principles and then pledge to “get to zero GHGs as soon as possible and by
2050 at the latest.”
Although Aspen has pursued GHGs reduction targets since 2007, it is necessary to update targets to reflect the latest climate change data
and to increase the speed and impact of Aspen’s climate actions. ICLEI used Aspen’s 2017 community-wide GHGs inventory to calculate
Aspen’s science-based targets:
- 63.4% reduction of 2017 GHGs by 2030.
- 100% reduction of GHGs (net-zero) by 2050.
These long-term science-based targets are consistent with Aspen’s portion of its fair share of global emissions.
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2023 // ASPEN SUSTAINABILITY ACTION PLAN 10
SUMMARY OF THIS PLAN
The Aspen Sustainability Action Plan provides recommendations in four high-impact sectors that are based on extensive analysis, modeling,
deliberation, stakeholder input, and community engagement to ensure buy-in and feasibility.
Energy Supply Buildings Aviation & Airport
Generating electricity to
power the community.
Use energy of all types
in commercial buildings.
Aircraft operations and energy
use and transportation directly
attributable to airport operations
and passengers.
STAKEHOLDER ENGAGEMENT
The recommendations in this plan are a culmination of research and feedback gathered from dozens of stakeholders in 2022 and builds on
the extensive research and engagement performed in the development of the 2017 Climate Action Plan. For a list of the stakeholders that
helped us craft this plan, see page 26. Aspen will seek ongoing input and feedback from the community as this plan is implemented.
The City of Aspen performs Greenhouse Gas Emissions Inventories (GHG inventories) of both its community
wide emissions and its municipal operations every 3 years. The 2020 GHG inventory is the latest inventory
depicting Aspen's community wide emissions footprint. The next inventory will be compiled in 2023.
Transportation Waste
The on-road movement of people,
goods, and services in private, transit,
and fleet services.
Solid waste generated in the
community and transported
to the landfill.
ASPEN’S 2020 EMISSIONS BY SOURCES
Source: City of Aspen 2020 Greenhouse Gas Emissions Report
(published in January 2022).
26%
TRANSPORTATION
30%
RESIDENTIAL
BUILDINGS
30%
COMMERCIAL AND
INDUSTRIAL BUILDINGS
16%
SOLID WASTE
0.3%
WASTEWASTER TREATMENT1% FUGITIVE EMISSIONS
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2023 // ASPEN SUSTAINABILITY ACTION PLAN 11
This roadmap is guided by data outlined in the 2019-2020 Greenhouse Gas Emissions Inventory which is a semi-annual (every 3 years)
inventory of both Aspen’s municipal-operations emissions and community-wide emissions.
ASPEN'S GHG EMISSIONS
• The 2019-2020 Greenhouse Gas Emissions
Inventory is different to previous inventories as it
analyzed two years of data to get a more accurate
representation of the impacts of COVID-19
and broader trends both before and during the
pandemic.
• The Greenhouse Gas Emissions Inventory also
encompasses a smaller geographic area. All of
Aspen’s past inventories collected data from a
geographic region that was similar to the Urban
Growth Boundary and included the City of
Aspen and parts of unincorporated Pitkin County
around the city, including ski areas, residential
neighborhoods, and the Aspen/Pitkin County
Airport.
• In 2020, other governments in the region, including
Pitkin County, the Town of Basalt, and the Town of
Snowmass Village, joined in partnership with the
City of Aspen to conduct a region-wide inventory.
According to global reporting protocols, Aspen’s
GHG boundary became about 20% smaller (more
reflective of the City’s municipal boundaries) to
not double count areas where other governments
were claiming responsibility for the emissions. All
areas covered in the previous Emissions Inventory
Boundary that are not included in Aspen’s legal
boundary are captured in emissions totals for
unincorporated Pitkin County.
Basalt
Snowmass Village
Aspen
Unincorporated
Pitkin County
ASPEN EMISSIONS INVENTORY BOUNDARY
The Aspen Emissions Inventory Boundary (EIB) is seen in the
center of the image. The regional EIB includes neighboring
jurisdictions in Pitkin County.
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2023 // ASPEN SUSTAINABILITY ACTION PLAN 12
ENERGY SUPPLY
KEY TAKEAWAYS
• The City of Aspen Utilities’ 100% renewable energy achievement
and Holy Cross Energy’s goal to reach 100% renewable energy
by 2030 provides a strong foundation for GHG reductions in all
sectors.
• By working with partners to eliminate carbon-sourced energy from
Aspen’s grid, the City will be positioned to take full advantage of
electrification initiatives.
• There is still a significant opportunity to shift to local renewable
energy sources, including utility-scale generation.
SECTOR GOALS
• The City will continue to monitor infrastructure development and
support resource allocation and field advancement that serve this
plan’s goals.
• All utilities serving the Aspen community will procure energy
supply solely through renewable energy resources by 2050.
• The City will balance increased demand for electricity with energy
conservation and efficiency and support the development of
electricity infrastructure to lay the groundwork for electrification.
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2023 // ASPEN SUSTAINABILITY ACTION PLAN 13
#Ongoing Energy Objectives (EO)
EO1
Support Holy Cross Energy, Municipal Energy Agency Nebraska
(MEAN), and Black Hills Energy in decarbonizing Aspen’s energy
supply by 2050.
A1
Identify gaps and support opportunities to help Holy Cross Energy, Black
Hills Energy, MEAN, and other regional utilities to move towards 100%
renewable energy.
A2
Support state and federal policy that enables renewables and
decarbonization and provides grants and additional resources for
support.
A3 Participate in regional and state collaboratives of governments,
businesses, and utilities to drive clean energy transition.
A4 Support policies that retire, convert or sell fossil-fuel plants serving the
area.
A5 Assess opportunities to help utilities and customers
prepare for electrification.
EO2 Support efforts to maximize local and regional production of
renewable energy.
A1 Support and incentivize consumers to purchase and generate renewable
energy including the development of micro and utility-scale renewables.
A2 Support distributed and utility-scale energy storage to address the
intermittency of wind and solar.
A3 Assess local codes and policies to enable renewable energy
development.
A4 Encourage regional renewable energy development.
EO3 Support relevant federal and state energy policies through active
legislative and regulatory engagement.
A1
Through continued engagement with community members, elected
officials, and partner organizations, Aspen will advance relevant energy-
related policy to the benefit of the community. Given the dynamic
nature of the policy landscape, Aspen will continue a formal process for
prioritizing and advocating on key issues.
ASPEN’S 2020 STATIONARY ENERGY EMISSIONS DETAILS
Source: City of Aspen 2020 Greenhouse Gas Emissions Report (published in January 2022).
ASPEN ELECTRIC
ENERGY SOURCES
Source:
Holy Cross Electric, 2021,
holycross.com
27%
RESIDENTIAL
ELECTRICITY
25%
RESIDENTIAL
NATURAL GAS
18%
COMMERCIAL
ELECTRICITY
28%
COMMERCIAL
NATURAL GAS
2% FUGITIVE EMISSIONS
30.79%
COAL
48.37%
RENEWABLES
14.77%
MARKET
0.51% MINE METHANE5.56% GAS
53%
WIND
46%
HYDRO
1% LFG
HOLY CROSS ELECTRIC
ENERGY SOURCES
Source:
Aspen Electric, 2022,
aspen.gov/1202/Renewable-Energy
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2023 // ASPEN SUSTAINABILITY ACTION PLAN 14
BUILDINGS
“Embodied carbon refers to the greenhouse gas emissions arising from the
manufacturing, transportation, installation, maintenance, and disposal of building
materials.” - Carbon Leadership Forum
KEY TAKEAWAYS
• Advancement in the building sector towards community climate
goals needs to prioritize the lowest income community members
in both reducing costs and realizing benefits.
• The building sector will be decarbonized through addressing
embodied carbon*, energy and water conservation, water
and energy efficiency, and renewable energy transition (e.g.,
electrification), for new and existing buildings.
• Cost, available technology, and feasibility are key factors in
determining the speed and scale of building decarbonization.
• Workforce development will be key to the success of this section’s
implementation.
SECTOR GOALS
• Increase efficiency and reduce energy and water consumption in
buildings.
• Buildings are fully electric when feasible.
• Newly constructed buildings are low- to no-carbon.
• Ensure utility costs are scaled to equitably address the cost of
decarbonization.
• Ensure City development regulations support building sector goals.
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2023 // ASPEN SUSTAINABILITY ACTION PLAN 15
#Building Objectives (BO)
BO1 Support and incentivize the reduction of energy and water consumption and high-efficiency performance of buildings.
A1 Model best practices in efficiency and electrification through energy retrofitting of government buildings and properties.
A2 Implement Building IQ and explore opportunities to expand to include additional building types and sizes.
A3 Identify community partners and encourage the development of energy and water efficiency and building workforce.
A4 Implement a building performance standard that aligns with the City’s climate goals and provides resources for support.
A5 Require energy performance disclosure at the point of lease or sale.
A6 Evaluate sub-metering requirements for buildings, and implement if beneficial.
A7 Leverage business licenses renewal and/or permitting process to increase benchmarking participation and performance.
BO2 Support electrification in residential and commercial properties where financially and practically feasible and where the energy burden faced by
tenants will not increase as a result of electrification.
A1 Consider a component in building performance standards guidelines to require electrification over time.
A2 Create an electrification task force.
A3 Encourage and incentivize conversions and retrofits to high-efficiency electric for space and water heating and cooling (i.e. ground source heat pump).
BO3 Mandate no- to low-carbon standards for new construction and major remodels including considerations for energy use and embodied carbon.
A1 Consider adopting building standards such as all-electric and net-zero energy for new buildings and remodels.
A2 Integrate space and water heating and cooling equipment standards into building codes.
A3 Adopt the latest energy codes with specific local requirements to exceed minimum standards, work towards net-zero, and align with building performance
standards.
A4 Require net-zero (or near net-zero) for all new development as defined by the City of Aspen.
A5 Limit GHGs from future development using controlled growth with careful consideration for developments like affordable housing.
A6 Explore incentives and requirements for embodied carbon.
BO4 Support utility rates optimization.
A1 Support the adaptation of utility rates as necessary to incentivize and balance current and future priorities (i.e., electric vehicles, fuel switching, peak shaving,
energy efficiency, demand side management).
BO5 Support relevant federal and state buildings policies through active legislative and regulatory engagement.
A1
Through continued engagement with community members, elected officials, and partner organizations, Aspen will advance relevant buildings-related policy
to the benefit of the community. Given the dynamic nature of the policy landscape, Aspen will continue a formal process for prioritizing and advocating on key
issues.
62
2023 // ASPEN SUSTAINABILITY ACTION PLAN 16
BUSINESS AS USUAL EMISSIONS FROM BUILDINGS
Source: Group 14 Engineering, Building Performance
Standards Stakeholder Group Meeting, published in January 2023.Carbon Emissions (mt CO2e)Years
Natural Gas Carbon Emissions
Electric Carbon Emissions
Emissions Reduction Goal
Buildings account for 57% of our
community’s greenhouse gas emissions, so
action in this sector is especially important
and impactful.
63
2023 // ASPEN SUSTAINABILITY ACTION PLAN 17
VEHICLES &
TRANSPORTATION
KEY TAKEAWAYS
• Opportunities to reduce emissions come from collaboration
across departments and community partners.
• As a starting point, the City will prioritize active and shared
transportation. If one must drive, then electric and zero emissions
options are preferred.
• Beyond saving the community time and money, low and zero-
emission transportation offerings and programs need to remove
accessibility barriers.
• The co-benefits of prioritizing active and shared transportation
over single-occupant vehicle driving include improving traffic
congestion, community well-being, and air quality. Reduced
vehicle emissions can lead to lower ground-level ozone and
particulate matter and lessen the health effects caused by these
air pollutants.
SECTOR GOALS
• Reduce solo vehicle miles traveled, both locally and regionally.
• Promote public (mass) transit and mobility-as-a-service, which
describes more connected and on-demand mobility services often
accessed through a digital app or platform, and the associated
infrastructure.
• Incentivize electric and zero-emission vehicle adoption for
individuals and fleets, including supporting charging infrastructure
build-out.
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2023 // ASPEN SUSTAINABILITY ACTION PLAN 18
#Transportation Objectives (TO)
TO1 Reduce vehicle miles traveled by promoting alternatives to single-occupancy
vehicles including active, shared, and public transportation.
A1 Collaborate with employers to subsidize transit and mobility options for employees.
A2
Further support the development of bicycle infrastructure (e.g., more bike and shared
lanes in key locations, bike parking, and solutions to key locational conflict/hazard
areas).
A3 Prepare research into commuter behavior to understand conditions necessary to
promote mode shift.
A4 Enable the growth of on-demand mobility services (e.g., ridesharing, bike-sharing,
car-sharing, etc.) for the first- and last-mile of transit connections and/or full trips.
A5 Advocate for pedestrian and bicycle safety in ongoing and future projects.
A6 Support and research policies to disincentivize single-occupant vehicle travel.
TO2 Enhance first- and last-mile connectivity to transit.
A1 Support expansion of feeder transit networks to increase access to primary transit
stops (e.g., circulators, on-demand mobility).
A2 Support and expand mobility offerings for the first- and last-mile and/or full trips.
TO3 Promote the adoption of electric and zero-emissions vehicles for individuals
and fleets.
A1 Support community-wide fleet electrification (e.g., rental cars, hotel shuttles, private
fleets, government fleets, RFTA, Car to Go, and personal vehicles).
A2 Facilitate partnerships to create electric vehicle charging hubs for taxis and other
fleets.
A3 Prioritize electric vehicle charging stations in visible, accessible locations.
A4 Include electric vehicle charging installations in the City of Aspen building code.
A5 Communicate wins and share lessons learned from internal fleet electrification
efforts with the wider community.
O4 Support relevant federal and state transportation policies through active
legislative and regulatory engagement.
A1
Through continued engagement with community members, elected officials, and
partner organizations, Aspen will advance relevant energy-related policy to the
benefit of the community. Given the dynamic nature of the policy landscape, Aspen
will continue a formal process for prioritizing and advocating on key issues.
ASPEN’S 2020 TRANSPORTATION EMISSIONS
78%
ON-ROAD GASOLINE
.5% ELECTRIC VEHICLES
19%
ON-ROAD
DIESEL
3% TRANSIT
Source: City of Aspen 2020 Greenhouse Gas Emissions Report
(published in January 2022).
EVs are listed as having a 0.5% emissions footprint due to vehicles being charged on
non-renewable resources. As surrounding utilities transition to greater renewables, this
percentage will shift to zero.
65
2023 // ASPEN SUSTAINABILITY ACTION PLAN 19
WASTE
KEY TAKEAWAYS
• Landfilling resources adds to Aspen’s GHG emissions and
shortens the usable life of the landfill. Once the Pitkin County
Landfill closes, solid waste will have to be transported out of
the Roaring Fork River Valley, increasing the miles traveled for
disposal.
• Opportunities exist to divert organic materials, recyclables, and
construction and demolition debris away from the landfill and into
a circular economy.
• The two largest categories of solid waste generated in Aspen are
construction and demolition debris and organic material.
SECTOR GOALS
• Reduce organic material going from Aspen to the landfill by 25%
by 2025 and by 100% by 2050.
• Reduce construction and demolition debris buried in the landfill by
50% by 2030 and 80% by 2050.
• Divert 70% of all solid waste from the landfill by 2050.
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2023 // ASPEN SUSTAINABILITY ACTION PLAN 20
#Waste Objectives (WO)
WO1 Decrease municipal solid waste generation.
A1 Implement City of Aspen ordinance changes related to resource reduction,
reuse, and recycling (e.g., organics and single-use materials).
A2 Enforce regulations related to waste avoidance, diversion, and reduction.
A3 Incentivize waste diversion practices, such as composting, recycling, and
reusing materials.
A4
Educate and inform the community about systems, ordinances, practices,
and rules regarding waste diversion, such as composting, recycling, and
reusing materials.
WO2 Decrease construction and demolition debris generation.
A1 Phase out the practice of demolition through deconstruction standards.
A2 Establish recycled content standards in all construction activity.
A3 Introduce or enhance City ordinances and codes to promote and incentivize
recycling and the reuse of building materials.
A4 Align with City, Pitkin County, and regional waste codes that promote
recycling and reuse of building materials.
WO3 Support relevant waste-related federal and state policies through
active legislative and regulatory engagement.
A1
Through continued engagement with community members, elected
officials, and partner organizations, Aspen will advance relevant waste-
related policy to the benefit of the community. Given the dynamic nature of
the policy landscape, Aspen will continue a formal process for prioritizing
and advocating on key issues.
WO4 Reduce vehicle emissions from solid waste haulers.
A1 Incentivize and support GHG reductions through route optimization and
zero-emission technology.
ASPEN’S 2020 WASTE EMISSIONS
TOTAL WASTE EMISSIONS: 27,938
21%
MUNICIPAL
SOLID WASTE
78%
CONSTRUCTION AND DEMOLITION WASTE
1% COMPOST
.2% WASTEWATER
Source: City of Aspen 2020 Greenhouse Gas Emissions Report (published in January 2022).
Landfill: Food scraps and garden waste
create acids in anaerobic conditions and
pollutes groundwater.
Methane: (a very strong greenhouse gas) is
produced from food and garden waste kept
in anaerobic conditions.
Compactor (Not Shown): Removes air in
the landfill to save space, which creates an
anaerobic environment.
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2023 // ASPEN SUSTAINABILITY ACTION PLAN 21
AVIATION
& AIRPORT
KEY TAKEAWAYS
• Within the transportation sector, aviation is the greatest emitter,
accounting for 58% of transportation emissions in 2020 (and 57%
in 2019).
• The greatest opportunity for emissions reductions at the Aspen/
Pitkin County Airport is through aircraft operator and tenant
emissions.
SECTOR GOALS
• Support policy and initiatives that reduces airport and aircraft
emissions.
• Work with key partners on driving sustainable tourism practices
and education.
• Support sustainable mass transit connection between the city and
the airport.
68
Source: City of Aspen 2020 Greenhouse Gas Emissions Report
(published in January 2022).
2023 // ASPEN SUSTAINABILITY ACTION PLAN 22
#Aviation Objectives (AO)
AO1 Encourage the reduction of airport controlled GHGs.
A1 Support the use of electric vehicles or other zero-emissions vehicles
for ground support vehicles and ground support equipment.
A2 Encourage taxi and airport shuttles to electrify fleet vehicles.
AO2 Encourage the reduction of aircraft and aviation related GHGs.
A1 Promote and incentivize the use of sustainable aviation fuels in
aircraft servicing the local airport.
AO3 If a new terminal is developed, ensure that it represents the
pinnacle of energy efficiency and sustainability.
A1 Encourage and support new terminals or airport buildings to be net-
zero.
AO4 Encourage passengers to use transit and mobility services to
access the airport.
A1 Encourage rental car companies to have electric vehicle options and
support infrastructure development.
AO5 Support relevant aviation and airport-related federal and state
policies through active legislative and regulatory engagement.
A1
Through continued engagement with community members, elected
officials, and partner organizations, advance relevant aviation and
airport-related policy to the benefit of the community.
ASPEN'S 2020 TRANSPORTATION EMISSIONS
58%
AVIATION
33%
ON-ROAD
GASOLINE 8% ON-ROAD DIESEL
1% TRANSIT
ASPEN'S 2020 EMISSIONS BY SOURCE
WITH AND WITHOUT AVIATION CONTRIBUTIONS
Emissions (mt CO2e)69
2023 // ASPEN SUSTAINABILITY ACTION PLAN 23
1 ___ https://www.ncei.noaa.gov/access/monitoring/climate-at-a-glance/county/time-series
CONCLUSION
Aspen’s average annual temperatures are increasing, and according to projections, this trend is expected to continue.1 Without prioritizing the
current climate challenge, hotter springs and summers will lead to more frequent wildfires and increased demand for our limited water supply.
It is critical that we respond to the climate challenges now. The City of Aspen believes that we all have a responsibility to preserve the habitats of our
local plant and animal species, our water supply, and the outdoor recreational activities that make this community unique.
The Aspen Sustainability Action Plan’s successful implementation is contingent on collaboration and feedback from the community and our regional
partnerships. The City of Aspen will update this plan annually, prioritizing the feedback that we receive from readers like you. Please email
climate@aspen.gov with feedback and questions.
We look forward to our continued work with the community so that we can successfully reach our zero-carbon goal by 2050.
70
24
APPENDIX A
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2023 // ASPEN SUSTAINABILITY ACTION PLAN 25
ASPEN’S CLIMATE ACTION HISTORY
As one of the first cities in the United States to establish a climate division, the City of Aspen prides itself on working for decades to pave a path
towards a more sustainable world. This timeline represents some key moments in the history of the City of Aspen’s climate action accomplishments.
These wins would not be possible without the collaboration and support from all City of Aspen departments, regional partnerships, Aspen City
Council, and the community.
2000 – Partnered with CORE and Pitkin
County to form the nation’s first Renewable
Energy Mitigation Program (REMP) that
incentivizes homeowners to install renewable
energy systems.
2003 – Implemented rigorous air quality
improvement efforts to regain Environmental
Protection Act (EPA) attainment in 2003.
In 1988, Aspen received the EPA’s non-
attainment status for poor air quality
standards.
2005 – Founded the Canary Initiative, the
City’s effort to promote environmental
stewardship throughout the Roaring Fork
Valley.
2005 – Completed the first GHG inventory.
2007 – Created the first Climate Action Plan,
committing to an 80% reduction in emissions
by 2050.
2010 – Assisted in expanding the
composting operations at the Pitkin County
Solid Waste Center, leading to curbside
collection services.
2012 – Banned single-use plastic bags from
Aspen grocers.
2015 – Transitioned our municipal electric system to use 100% renewable energy.
2015 – Installed the first public electric vehicle charging station.
2016 – Passed the Community Electric Vehicle Readiness Plan.
2017 – Adopted an updated Aspen Climate Action Plan.
2017 – Passed the Water Efficient Landscaping Standards (WELS), which
established irrigation and landscaping installation requirements.
2018 – Became a professional certifying organization for the Qualified Water
Efficient Landscaper (QWEL) Program, an EPA certification program.
2021 – Passed the Electric Vehicle Public
Charging Infrastructure Master Plan that
sets the goal of significantly increasing
publicly available charging stations by 2026.
2022 – Passed the Building IQ ordinance,
which set tracking and performance
standards for buildings.
2022 – Integrated five Tesla electric vehicles
into the Aspen Police vehicle fleet.
2022 – Signed the Race to Zero Agreement,
committing to achieving net-zero carbon
emissions by 2050.
1885 – Became the first city in the U.S. west
of the Mississippi River, to light streets and
businesses with hydroelectric power.
1996 – Approved its first Water Conservation
Plan as an element of the larger Water
Management Plan.
1997 – Developed the solid waste code to
require appropriate disposal of waste. Rules
about waste did not exist before 1997.
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2023 // ASPEN SUSTAINABILITY ACTION PLAN 26
ACKNOWLEDGMENTS
The 2023 Aspen Sustainability Action Plan is an initiative of the City of Aspen in
partnership with the Roaring Fork Valley Community. The updated plan builds
on the work that was done with the partner organizations listed in this section.
The authors of this document thank both Council and the community
for their support of the plan’s successful implementation.
Aspen Center for
Environmental Studies
(ACES)
Aspen Chamber Resort
Association (ACRA)
Aspen Global Change Institute
Aspen Skiing Company
Black Hills Energy
City of Aspen Departments
Community Office for
Resource Efficiency
(CORE)
Institute for Market
Transformation
Holy Cross Energy
Pitkin County
Pitkin County
Solid Waste Center
Roaring Fork Transportation
Authority (RFTA)
Town of Basalt
Town of Carbondale
Town of Snowmass Village
We-Cycle
350.org
WE THANK THESE ORGANIZATIONS
FOR SUPPORTING THE PREPARATION OF THIS PLAN:
ASPEN’S CLIMATE EFFORTS LEVERAGE SUCCESSES AND COMMITMENTS
AT THE STATE, NATIONAL, AND INTERNATIONAL LEVELS.
REGIONAL PARTNERS INCLUDE:
Pitkin County
Town of Snowmass Village
Town of Basalt
Eagle County
Town of Carbondale
City of Glenwood Springs
Garfield County
OTHER PARTNERS:
Compact of Colorado Communities
Colorado Communities for Climate Action
Global Covenant of Mayors
America’s Pledge/We are Still In
Climate Mayors
Carbon Disclosure Project
International Council for
Local Environmental Initiatives USA and Carbon
Urban Sustainability Directors Network
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City of Aspen
Climate Action Department
climate@aspen.gov
aspen.gov/climate
CONTACT US
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Attachment B - ASAP Stakeholder Engagement
In the development of this updated Aspen Sustainability Action Plan (ASAP), the Climate Action
Team met with 29 stakeholders representing 17 organizations, and five City of Aspen
departments. Staff met one on one with each of these stakeholders to get honest feedback on
the ASAP action items and identify opportunities for improvement and areas for future
collaboration.
Community Stakeholders Organization
Adam McCurdy Aspen Center for Environmental Studies
(ACES)
Eliza Voss Aspen Chamber Resort Association (ACRA)
James Arnott Aspen Global Change Institute
Elise Osenga Aspen Global Change Institute
Hannah Berman Aspen Skiing Company
Jason Auslander Black Hills Energy
Dallas Blaney Community Office for Resource Efficiency
(CORE)
Ryland French Community Office for Resource Efficiency
(CORE)
Tara Brown Institute for Market Transformation
Mary Wiener Holy Cross Energy
Stefan Johnson Holy Cross Energy
Mike Steiner Holy Cross Energy
Kara Silbernagel Pitkin County
Michael Port Pitkin County Solid Waste Center
Cathy Hall Pitkin County Solid Waste Center
Jason White Roaring Fork Transportation Authority
(RFTA)
Michelle Tibheault Town of Basalt
Jared Barnes Town of Carbondale
Greg LeBlanc Town of Snowmass Village
Annie Bricker We-Cycle
Will Hodges 350.org
City of Aspen Stakeholders Department
Tyler Christoff Public Works
Justin Forman Utilities
Natalie Tsevdos Environmental Health and Sustainability
Pete Rice Engineering
Bonnie Muhigirwa Building
Garrett Larimer Community Development
Tim Rohe Engineering
Denis Murray Community Development
In addition to the feedback from the stakeholders listed above, the Climate Action team, in
collaboration with a Community Engagement and Equity Fellow that worked with the office in
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the summer of 2022, received feedback from 20 community members through one-on-one
interviews. The purpose of the interviews was to understand how the Climate Action team can
better serve and engage the members of the Latino/a communities in the Roaring Fork Valley to
inform sustainability efforts, including how the Climate Action team develops programs and
policies laid out in the ASAP.
As addressed in the memo, ongoing stakeholder input is vital for the success of implementing
the ASAP. The Climate Action team will seek continuous feedback from these stakeholders as
well as other community members.
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