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HomeMy WebLinkAboutagenda.council.worksession.20151102 CITY COUNCIL WORK SESSION November 02, 2015 5:00 PM, City Council Chambers MEETING AGENDA I. Aspen Skiing Company Update - Nothing in Packet II. Economic Sustainability Dashboard Update 1 | P a g e MEMORANDUM TO: Mayor and City Council FROM: Barry Crook, Assistant City Manager DATE OF MEMO: October 30, 2015 MEETING DATE: November 2, 2015 RE: Economic Sustainability Dashboard REQUEST OF COUNCIL: Staff seeks to update Council on the development of the Economic Sustainability Dashboard and obtain approval of the final list of success measures. The purpose of this memo is to provide an update to Council on progress, present measures for finalization, and summarize next steps for the development and deployment of the Economic Sustainability Dashboard, including: 1. Refined dashboard measures for final consideration for adoption 2. A plan to further develop and maintain the dashboard 3. Development of a sustainability report that integrates the economic dashboard 4. A strategic approach on how the dashboard / measures can be used and shared PREVIOUS COUNCIL ACTION: Council adopted as one of their 2013-14 Top Ten Goals the development of another dashboard – this one to define and measure economic sustainability. BACKGROUND: As a follow-up to the creation of an Environmental Sustainability Dashboard, Council elected to continue to explore the creation and use of “dashboards” that provide a set of metrics to measure results in a variety of policy areas. Jurisdictions around the country have been adopting a series of performance metrics that policy makers can use to see where they are at in reference to a desired state – and in so doing, can see whether or not policy initiatives have any impact on stated objectives or goals. DISCUSSION: Staff has conducted research on the development and use of dashboar ds in general and an Economic Sustainability Dashboard in particular. Outcomes and topical areas for a potential dashboard have been drafted. Staff held focus groups with two sets of ACRA stakeholders and with the Next Generation Advisory Commission. In the focus groups, participants discussed what economic sustainability means, what areas of economic activity/effort a dashboard ought to be focused on, and what metrics might best measure the idea of economic sustainability for our community. Staff then circled back with ACRA to get their help in assessing which of the metrics identified should be used in the dashboard. The list of measures provided here is our P1 II. 2 | P a g e recommendation on which measures Council should narrow down for the final list. (Attachment 1) In making the choices for Council consideration, we considered input from the focus groups, as well as an initial consideration of technical criteria. The technical criteria included factors such as cost, availability of the data, objectivity, and ease of analysis. SUMMARY: We have developed an Economic Sustainability Dashboard with Success Measures that reflect what the community views as important and what we believe reflects our tourist based economy. We are proposing a list of success measures for Council to finalize, which support community expectations and that will help us measure performance against them. FINANCIAL/BUDGET IMPACTS: Development of the data associated with the measures (metrics and data sourcing), especially the first iteration, will take several months. In order to maintain the measures and integrate into a consolidated sustainability report we will ultimately require someone to track and report on the metrics. At this time, staff anticipates that existing resources within the City Manager’s Office will be able to perform the data collection and reporting tasks. If some data sets have to be purchased, it is possible that a request for use of central savings for this purchase will be made. CITY MANAGER COMMENTS: ________________________ ________________________ Attachment 1: List of ES Dashboard Draft Metrics P2 II. 3 | P a g e ATTACHMENT 1 – FINAL DRAFT LIST OF ECONOMIC SUSTAINABILITY DASHBOARD MEASURES Appeal of the Aspen Brand Description of Outcomes (Results) We Want to See: Aspen is the destination of choice for an international blend of businesses, home and condo owners, and short-term visitors. It is an economic engine with global reach. Visitors and residents expect and receive the very best of recreational, educational, cultural and business amenities. The resort is rated highly in comparison with its competitors due to a unique blend of offerings that anticipates and meets evolving customer expectations. Potential Measures of Success: 1. Total number of visitors 2. Median age of adult visitors 3. Growth/decline in participation levels in key activities and events 4. Satisfaction level of key visitor groups (e.g. conference visitors, lodge guests) 5. % of visitors who are repeat visitors Tourist Access, Lodging and Mobility Description of Outcomes (Results) We Want to See: Visitors to Aspen can readily access the resort via air or ground transport, with a minimum of delays and at a competitive price. Once here, visitors find modern, safe and comfortable facilities and amenities that cater to those with moderate to luxury tastes in lodging. A mix of rentals, fractional ownership offerings, and short-term lodge beds result in a diverse array of lodging options. Well-developed transportation alternatives assure easy access to amenities and recreational opportunities. Potential Measures of Success: 1. Short term bed status o Total number of short-term beds available, by type OR o Peak short-term lodging occupancy rates, all types of lodging 2. Value for price for lodging 3. Airline accessibility o # of non-stop airline routes/trips to Aspen weekly OR o # of airlines serving Aspen during different seasons OR o Average price per ticket for selected airline routes 4. Visitor ratings of walkability, bike-ability, and transit P3 II. 4 | P a g e Business Diversity and Sustainability Description of Outcomes (Results) We Want to See: While providing a positive business environment during its traditional winter-season, Aspen also is able to sustain events and businesses that lead to strong year-round economic health. Commercial/retail spaces at a variety of price points exist, providing space for start-ups, businesses that cater to basic living needs, and businesses that cater to a variety of visitors. Businesses focused on recreation find the city an attractive center for product design, development and testing. Partnerships with other jurisdictions in the valley lead to a stronger ability to attract and retain key businesses and events. Because it has a diverse economic base, Aspen, as well as the Roaring Fork Valley, is capable of withstanding changes in the popularity of visitor activities, economic downturns and other challenges such as climate change. Potential Measures of Success: 1. Aspen and valley economic activity level 2. Total number of new business licenses (excluding renewals) OR o Total number of business licenses active OR o # of new businesses in Aspen and in the valley? 3. % of businesses that are open year-round 4. Mix of top 10 business types (# of business types forming top 10 businesses by $/employees/or some other measure) 5. Annual and 5-year turnover rate of businesses, overall and by type 6. Commercial space viability o Commercial vacancy rates OR o Median commercial rental rates Workforce Supply and Match Description of Outcomes (Results) We Want to See: A sufficient supply of well-qualified workers is available to Aspen businesses. Local schools and colleges, locally-held training programs, and other professional development venues compliment Aspen’s resort economy and provide the opportunities needed for potential, existing, and returning employees to hone their skills and knowledge. Employer support of training opportunities is strong, and wages are competitive with other resorts on a total -cost- of-living basis, leading to high retention rates in key job classes. Workers who must live down- valley have the ability to commute to Aspen jobs via excellent transportation options and reasonable commute costs and times. Potential Measures of Success: 1. For major employers, for a sampling of positions in high or critical demand: o Size of valley workforce by position/job class OR o Median pay in comparison with other resorts, adjusted for cost of living OR P4 II. 5 | P a g e o Turnover rate 2. % of employees who are housing cost burdened (regardless of house location ) 3. % of workforce that resides within the Aspen urban growth boundary 4. Transit accessibility o Median commuting costs by bus in comparison to median wage OR o Participation rate of employers/employees in subsidized/free bus pass programs Local Community Viability Description of Outcomes (Results) We Want to See: Individuals and families can thrive in Aspen. Workers are able to find subsidized or free-market housing options that allow them to live in or near Aspen, without excessive wait times. Housing that matches the needs of all stages of life is available. Aspen has affordable, accessible, high-quality childcare and excellent schools. After graduation, high school and college students are able to find work and start the next generation of Aspen residents. Aspen residents are healthy, with medical and mental health services that are nearby and reasonably priced. Opportunities for community engagement through schools, non-profits, businesses and local government are plentiful. Potential Measures of Success: 1. Median income of residents 2. Aspen and valley unemployment rates 3. Wait times for Category 1, 2, 3 and 4 housing units 4. Childcare access o Ratio of childcare spots to number of children under 5 OR o Ratio of annual childcare costs to median worker income 5. Costs of health insurance 6. High school graduation rate 7. Voter participation rate P5 II.