HomeMy WebLinkAboutagenda.council.worksession.20051014
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MEMORANDUM
TO:
Mayor & City Council
THRU:
Paul Menter, Finance Director
FROM:
Don Pergande, Budget Analyst
October 14th, 2005
DATE:
New Funding Requests for 2006. Budget Work Session of 10/18
(File under tab 6 in 2006 Budget 3 Ring Binder)
SUMMARY:
Staff requests new funding, commonly referred to as "supplementals" as part of the City's 2006
budget, in the amount of $2,425,163.
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Narrative justification of each request is provided as part of the memorandum below. Attached
is also a brief summary in outline form of the supplemental requests, as well as detailed
descriptions provided by each department who submitted a memo. In addition, a staff member
from each department who submitted a request will be present at the work session to answer
questions tn~ City Council may have at that time. Some of the requests are new and some
requests City Council has approved in previous work sessions.
In all cases, funding requests are reflected as part of the proposed budget resolution and long
range plans provided to Council on October 3rd.
New Reauests:
In the General Fund, the requests total $1,295,096. These requests are made up of the
following:
City Council- The budget includes $250,000 for special contributions. $100,000 of this
request is for a contribution to the Winter X Games, $25,000 to Jazz Fest, $85,000 to the HBO
Comedy Fest, $ 25,000 to the Aspen Institute, and $15,000 to the Youth Council. These are
the same funding levels as 2005. Staff requests direction from Council regarding continued
funding of these items at current levels.
City Manager- The City Manager Department has requested $185,000 in total.
$157,000 is for a Public Works Director. This request is funded 20% from the Electric Fund,
30% from the Water Fund, and 50% from the General Fund cash reserves. $28,000 is for an
increase to the goals and outcome incentive program for City employees. This request is
funded from the General Fund cash reserves.
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Human Resources- The Human Resource Department is requesting $10,260 in total.
$10,260 is for new specialized training for developing projects to improve citywide processes
involving human resources. This request is funded from the General Fund cash reserves.
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Community Development - Planning- The Community Development - Planning
Department has requested $184,484 in total. $10,000 is for the production of the Code book
each year. This request is funded by the revenue from the sale of the book. $73,126 is for a
new planner position that is involved with the historic preservation and general land use
applications. $87,408 is for a new senior planner position to assist with anticipated
construction volume and work space for this position. $13,950 is for funding to provide
training, state conference attendance fees and visiting other resort communities for P&Z, HPC,
and BOA board members. These requests are funded by fee revenues generated through the
Planning department's development review process.
Community Development - Building Inspection - The Community Development Building
Inspection has requested in $152,586 in total. $77,340 is for the Burlingame combination
plans examiner and building inspector position. This position is for years 2006 and 2007. This
request will be funded by the Housing fund # 150. These funds will be transferred to the
General fund department # 001.21. $15,000 is for plan review services, $6,000 is for
structural review services. Both requests are for two years - 2006 and 2007. $32,390 is for
changing of seasonal administration position to a regular full time city position. $10,956 is
additional temporary help to assist with building projects as defined by council that staff cannot
complete with their normal work levels work. $2,650 is for staff overtime during the high ""'"
building season. $3,500 is for training to cover additional staff travel and training to promote
innovative city building programs. $2,500 is for additional advertising for public outreach
programs. $2,250 is for joint staff services and supplies, which are shared with the county and
~.: . reimbursed ~nnually. These requests are funded by the revenues generated by the Building
. . Inspection @partment.
Environmental Health- The Environmental Health Department has requested $145,876
in total. $67,376 is for a full time staff position that would split job responsibilities; Y:z
administration and Y:z global warming. $20,000 is for outside consulting for creating and
evaluating specific mitigation measures where staff lacks specific expertise. $50,000 is for the
Global Warming conference. $7,500 is for writing and printing of a one time assessment
report. $1,000 is for writing and printing of a one time inventory report. These requests will be
funded by the General Fund cash reserves.
Police- The Police Department has requested $20,891 in total. $20,891 is for the
increase in towing rates charged to the City. This request will be offset by additional revenue
the towing will generate.
Streets- The Streets Department has requested $12,000 in total. $12,000 is for the
increase in operating costs (fuel and maintenance) for the additional sweeper purchased with
the CMAQ money. These requests will be funded by the General Fund cash reserves.
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Recreation- The Recreation Department has requested $30,000 in total. $30,000 is for
the increase of gymnastics demand. These funds will be used to pay for the increase in
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staffing to maintain the new level of activity. This request will be paid for by the revenues the
"'. gymnastics program will generate.
ARC- The Aspen Recreation Department is requesting $54,000 into total. $54,000 is for
a new maintenance position (see attached memo for in depth details). The above request will
be funded by the cash reserves in the General Fund.
Parks Fund- The Parks Department is requesting $27,200 in total. $27,200 is for Dwell
Time maintenance in the downtown core area. The Parks fund has sufficient cash reserves to
pay for this request of $27,200. (See attached details)
Parks and Open Space Capital Fund- The Parks Capital Fund is requesting $26,000, in
total. $26,000 is for the Youth Conservation Corps program. (See attached details) The Parks
and Open Space Capital Fund, in combination with the Parks Operating Fund, has sufficient
prior year cash balances to support this supplemental request.
Parking Garage- The Parking Garage Fund is requesting $5,302, in total. $1,602 is for
an increase in utilities and $3,700 is for an increase in natural gas. This Parking Garage Fund
has sufficient prior year cash balances to support this supplemental request.
Kids First Fund- The Kids First Department is requesting $14,197, in total. $11,437 is
for a new rent expense and $2,760 is a new utilities expense that Kids First will be incurring at
the start of 2006 due to a restructuring of the management of the Yellow Brick building. The
Kids First has sufficient cash reserves to pay for this on-going request.
Water Fund- The Water Department is requesting $250,000 in total. $190,000 is for
multiple staffing reclassifications, $15,000 is to complete an annual rate analysis update,
~. $20,000 is fC?r increase in utilities, $15,000 is for advertising to assist customers with the
. . conservatio.[1'"of water, $5,000 is for the increase costs of processing the monthly bills and
$5,000 is for the increase in postage both are due to an increasing customer base. The Water
Fund has sufficient prior year balances to support this supplemental request.
Electric- The Electric Fund is requesting $521,883 in total. $60,000 is for increase in
purchase power costs for the addition of Burlingame Ranch. These expenses will be offset by
the increase in revenue associated for residential electricity sales. $461,882.99 is for the
increase purchase of renewable energy, specifically wind power. This request will be paid for
a portion from the increase in rate revenues as well as the prior year fund balance.
Ruedi- The Ruedi Fund is requesting $10,000, in total. $10,000 is for a contribution to
the Stream Health Initiative in 2006. This contribution was made in 2004, 2005, and 2006 is
the last year. The Ruedi Fund has sufficient prior year cash balance to support this request.
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Transportation and Parking Control Fund - The Transportation Department has
requested $333,030 in total. $80,000 is the cost of replacing the old in car meters (See
Details). $238,000 is for S-Curve modifications (See Memo). $15,030 is for an increase in
total amount of bus passes purchased from RFTA (See memo). The request for the $15,030
will be paid for from a transfer from the General Fund, which has sufficient cash reserves. The
Transportation Departments cash reserves will fall $318,000 as a result of the other requests.
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Golf- The Golf Course fund requests $86,000 as a one time supplemental to fund the
purchase of replacement vehicles, machinery, and maintenance equipment necessary to -
adequately maintain the golf course.
Truscott I and Marolt Housing Funds, $96,973: The Housing office has requested new
funding for anticipated increases in energy costs ($60,000), a new on-call management service
for after hours and weekend management system (See attached memo, $8,733 for these
funds proportionate cost of total request - partially funded by tax credit properties), $12,630 for
increases in staffing costs, and $15,000 at Marolt for anticipated increases in security deposit
returns and cleaning fees.
Housing Authority Fund $6,000: One time funding request to develop database of
housing statistics related to the affordable housing inventory in Pitkin County.
Smuggler, $3,482: Increase for proportionate funding of after hours on-call management
service - fun.ded across all Housing projects proportionate to anticipated demand for service.
Special Addendum:
The following three additions are not reflected in the Long Range Plans or included in the total
of attachment B:
In addition to the above the Healthy Mountain Communities has an approved ongoing
annual contribution of $8,000 continuing through 2006 and are requesting an increase of -
$4,000, bringing the total request to $12,000. (See attached memo for details)
Also, the ARC advisory committee is requesting $450,000 for capital improvements per
~: . the recreati()n division business plan (see attached memo).
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.~ Asset Management- The Asset Management Department is requesting $95,000,
in total. $95,000 is for a new staff position under asset management which will have the
following responsibilities: First to take over the purchasing duties for Asset Department
projects, and second to consolidate the handling of property management in the City (see
attached memo). This request will be funded from the following sources: $30,000 from Yellow
Brick, $15,000 from the current wages paying the procurement position, and $50,000 from the
General Fund cash reserves. The funding from the General Fund cash reserves will be
partially recovered by the allocation of the expenses to non-general fund properties in
proportion to service provided.
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City of Aspen I ' Attachment B
2006 Supplemental Budget I I
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New Requests Previously Approved by I I
Council
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De artment I Request Description IOne.tlme On- ain On- oin new asitions Subtotal b Oe t
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91tV Council Grants X winter games $100,000 i
-- Jazz Fest $25,000
Comedy Fest $85,000 I --
Aspen Institute $25,000 I ,
Youth Council , $15,000
I $~50,~.0~t - $250,000
,
City ManaQer I Public Works Director I $157,000
iGoals and outcome incentive program r $28,000
, 1- $185,000 i $185,000
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Human Resources ; New specialized training $10,260 , $10,260
Com Dev-olannin -13 Code book purchase I $10,000 I
New pianner position $73,126
Senior Planner position $82,908
Funding to provide training $13,950
Work space for senior position $4,500 '
$4,500 ' $23,950 $1 ~6,034 $184,484
Com Dev-Building Inspection.21 I Burlingame combination plans examiner $2,850 $74,490
I Change seasonal administration position $32,390
:Additional temporary help I I $10,956
I Staff overtime I ! $2,650
iTraining to cover additional staff , $3,500
Additional advertising -- -- $2,500
2006-7 additional plan review services $15,000 !
2006.7 additional structural plan review services - -i $6,000 I .-
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$2,000 ,
Funded joint staff services
Fund joint staff supplies T"-- $250 i $152-:586
I $2,850 i $42,856 ~_ $106,880 :
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Environmental Health 1/2 administration position -.-1 $33,688
1/2 Global warming position $33,688 .
Outside help and expertise -~ $20,000
Global warming conference $50,000 -- --
One time assessment report I $7,500 ; 1 I .
One time inventory report I $1000 ' I
_....... --....-- $78,500 I $67,376 $145,876
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Police Towing -J $20,891 , $20,891
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~=._. Increase in additioriai operating costs , $12,000 : $12,000
~reation - Increase in gymnastics program I
--- ------ I $30,000 : on__ c-- - ..$.:}Q,2QSL
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~. New maintenance position I $54,000 $54,000
, I $384,290 I $1,045,0.'
General Fund Sub-Total by Category I I ,
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Supplemental: I $85,850 ' $139,957 ,
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SUBTOTAL, GENERAL FUND:! ! , I $1,045,096
I I I I I
AlIS. New Requests
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Paget
City of Aspen , ' Attachment B
2006 Supplemental Budget I ,
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I New Requests Previously Approved by I
Council
De artment Request Description One-time On-aoin Dn- ain new asitlons Subtotal b De t
Parks Qnerations i Increase in labor to Dwell Time maintenance i $27.200 I I
$27,200
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Parks & Onen Snace Cantial Youth Conservation Corps program I I $26,000 $26,000
, , I
Parkinn Garane : Increase in utilities and natural gas I I $5,302 I $5,302
,Amount needed for rental expenses incurred from $11.4371 ,
Kids First : yellow brick building. I I
Amount needed for utility expenses incurred from I I
yellow brick building. $2,760 '
I I $14,197
I - $14.197
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For multiple staffing redassifications , I $190,000 I
Water I
'To complete annual rate analysis updates I $15,000 I I
Increse for utilities , I $20,000 I
Conservation advertising to assist customers I I $15,000 i ,
Increase in postage $5,000 I
Increased amount of folding, stuffing and ,
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f-. -,-~ processing needed $5,000 I
! $15,000 $235,000 $250,000
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I I $60,000 I I
Electric : Increased purchase power cost , I
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Additional request for wind power purchases 1 $461,883
1 $521,883 I
f-- -.'. I $521,883
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Ruedi Stream Health cash contributions $10,000 $10,000
Transportation Cost of new and improved in-car meters $80,000 I .- ,
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'Increase in bus pass usage , $15,030 i
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i S.curve modifications I $238,000 I
---- I $318,000 1
$15,030 $333,030
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~, I Vehicles, machinery, and maintenance equipment $86.000 j-." $86,000
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Truscott ; Parking Enforcement Personal additions I I $3,897 I
i Increase in natural gas I ,
I $35,000 .
! On-call personal increase , I $8,733
I $47,630 I $47,630
I I
Projected wage increases for staff ~. I
Marlot $8,733 .
$610 I I
Increase in utilities I
. I $25,000 I I
Increase in natural gas - .
Expected security deposit and c1eaning!ees I $15,000 I I
~ I $49,3431 $49,343
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I For development of a database to track statistics, i
Housinn Authoritv .Iotteries, etc. I $6,000 . $6,000
Smuooler On-call personal increase . . $3.4821 $3,482
Sub-Total I $429,000 " $951,067 $1,380,067
I I I I
Total New Requests I $2,425,163
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ArtS. NewR&quesls
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MEMORANDUM - CONFIDENTIAL
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DT:
RE:
Randy Ready
Assistant City Manager - City of Aspen
Joe Land7
Directol-6fcommunications/Operations
August I, 2005
Supplemental Budget Request -
'06 USCAF Venues
cc.
Helen Klanderud /
Steve Barwick
Kathryn Koch
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OVERVIEW:
The 12'11 Annual U.S. Comedy Arts Festival is scheduled to take place March 81h_ 12'h,
2006. Although the '05 Festival was greatly received by both general public and industry
attendees (see enclosed "05 Press Recap), the realities of "hard costs" combined with
limited revenue streams, have forced the '06 festival strategy to eliminate one venue and
up to 12 performances (most likely the Hotel Jerome Ballroom). While most attendees
would not notice the difference (there would still be over 65 "live" performances + film
program over the four days), the Festival sees the importance of creating/replacing this
venue where we can meet the demand for "headline" shows.
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As you know, we have always had the challenge of limited venue space for the handful of
"featured main shows" each season (i.e. Sex in the City, Jim Carrey, Cheech & Chong
Reunion, Robin Williams, Steve Martin, etc). Our largest venue capacity has been the St.
Regis;]3allroom- est. 800, and the Wheeler Opera House- est. 485. Over the last decade
we have explored and executed events at the District Theatre, Harris Hall, the Red Brick
gymnasium, all to no avail, and never approaching 1,000+ attendees. Building off the
success of the "05 Wagner Park Tent (in terms of downtown, commercial core vibrancy),
we would like to expand this venue to a heated tent (with platform sub-flooring) that can
accommodate up to 1,500 attendees (think of 1/2 the size of the June Jazz Aspen
structure).
This document serves as a formal request to the City of Aspen for $87,500. to help off-set
the estimated $187,500. costs for this venue. The Festival would like to offer a "associate
sponsorship" package to the City that can include logo placement in National trade pubs,
direct mail, cross-promo opportunities, web newsletter/e-mail promo & banner opps,
signage opportunities, passes and more. We can customize a sponsorship package to fit
your needs. (Timing is the key to maximize the most out of a festival sponsorship with a
bulk of pre-festival promo happening around Oct. I.).
Iffunding is not available from the City, we will have the challenge of keeping
"headline" shows in their current "limited capacity" homes (St. Regis Ballroom &
Wheeler Opera House), and will not be able to accommodate individual ticket buyers.
Access will be limited to pass-holders only.
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Page Two
City-USCAF
August I, 2005
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COST BREAKDOWN:
The following is a breakdown of estimated costs to create such a venue at Wagner Park:
ITEM DESCRIPTION COST
. Tent Structures $60,000.
-160'x 160' (performance venue) - est. size
-(3) 10'x 30' (entryways)
-20'x 20' (holding area for performers)
. Heating - Equipment & Maintenance $20,000.
. Subfloor & Carpeting & Plywood Paths $20,000.
. Power - Generators $20,000.
. Snow Removal $2,500.
. Staging & Equipment Rentals $15,000.
-Stage, Tables, Chairs, Linens, etc
Sound & Lights Package $30,000. ........
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. Set Design & Decor $15,000.
~<. . Overnight Security $5,000.
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~ PRODUCTION TOTAL $187,500. *
*-This number does not include artist fees, venue staff, event security, or any hospitality.
The other challenge here is timing. We would like to know what our "venue-footprint"
will be in late Sept/early October so we can start booking talent/performances in
appropriate spaces based on capacity. Please keep me advised on a realistic schedule of
when this could be addressed.
After eleven years of the U.S. Comedy Arts Festival in Aspen, I am confident that we
have established a great relationship with the City and all participating departments. We
are excited to continue this relationship for years to come and look to the City of Aspen
to assist in keeping this event at the "world-class" level that we all have come to expect.
Thank you for taking the time to review. Please contact me if you need any additional
information at 704-9312, or e-mail attumblewd(()Jsopris.net.
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TO:
THRU:
CC:
FROM:
RE:
DATE:
City Manager & Assistant City Manager
City Manager's Office
Finance Office
Linda Gerdenich - Aspen Youth Council
2006 Suppleinental Budget Request
Summary:
Aspen Youth Council began in 1999 with a $10,000 appropriation from City Council.
Since that time, no funds have been requested. Through several small fundraisers the
group has managed to provide services with limited dollars. Now that the growing years
are complete, they are setting their sites higher and request additional capitol. Their
current balance is $1,600. Their mission is to be a voice for the youth of the community.
A YC is requesting a 2-year appropriation of $15,000 to initiate new projects. The
plan is that within 2 years, these programs will be self-sustaining.
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Projects & Funding Allocations: $15,000 - 2006-2008
1. Monthly ARC Nights for Middle School and Elementary School Students -
$2,000 - food & prizes
2. Youth Grants - $7,000
a. 2 Youth Grant cycles per year for ages 7-17 for Cultural, Educational and
Recreational programs - $5,000..
b. Graduating Senior Scholarships - $1,000
c. Leadership Programs (current High School students) - $1,000
1. Taste of Summer- Taste of Winter - $500 (supplies for selling drinks)
2. ,Cardboard Derby - $2,000 - promotion, registration materials, security, on-
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.':':::'mountain costs
3. Skateboard Lights - $3,000 - currently working with Core (again once meters
installed this would become a revenue generating program)
4. Teen Ambassadors - $250 - identifiable vests
5. Miscellaneous Direct mail fundraising - $250.
Background and Discussion:
There are currently 16 members of the Aspen Youth Council who are dedicated to serving
the Youth of the community as well as learning the government process. Currently they
come before City Council twice a year with a report of plans and accomplishments. Over
the last 3 years they have raised $3,000 and distributed $8,000 mainly in grants.
Currently they will be recommending youth representation on 3 Boards - Recreation
Board, Wheeler Opera House Board, and Grassroots Television.
The group is interested in attending City Council Meetings on a rotating basis.
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Alternatives:
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Fees are charged for their events, which are how these projects will become self-
sustaining in the next two years. These students are eager to both represent the Youth
Voice in the Community as well as provide meaningful opportunities for youth. The list
of projects is in priority order.
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ARC Maintenance Labor Request
Introduction:
Important preventive maintenance at the ARC needs to be performed to prevent more
costly breakdowns (please see Appendix A for a list of recommended preventive
maintenance). There is a back-log of this work greater than the current staff can address.
This supplemental request is for funding for a semi-skill maintenance worker to perform
minor maintenance and cleaning in order to allow the ARC's skilled staff to concentrate on
repairs and preventive maintenance that will result in both short-term and long-term
savings to the City of Aspen.
Background:
. The ARC Manager of Plant and Engineering and his assistant are licensed commercial
contractors with engineering expertise (Brad Fite has a Mechanical Engineering Degree
from the University of Colorado). In addition to management and administrative
duties, these men perform complex repairs in-house, with a higher degree of expertise
than many subcontractors, and at significantly reduced costs. They have been awarded
grants and have creatively salvaged components to create one of the finest workshops
in the City of Aspen. Additionally, they have completed many projects internally that,
while outside of the scope of normal facility maintenance, have resulted in significant
savings for the City of Aspen (please see Appendix B).
. The aging of the building coupled with an increasing backlog of preventive
maintenance is contributing to an increase in breakdowns that have impacted customer
satisfaction in some instances.
. Some repairs and maintenance that could have been efficiently done in-house were
subcontracted out in 2005 because the skilled maintenance staff was unable to get to
them. This was because the skilled personnel were the only available resource for
performing some critical tasks that could have also been performed by unskilled labor.
Discussion of Resource allocation:
. The:Plant and Engineering department handles a large variety of tasks on a daily basis.
Some are technical, some administrative, and some would be more cost effective when
assigned to semi-skilled staff (changing light bulbs, or oiling bearings for example).
The ARC has highly skilled staff performing work that results in major cost savings,
but has no semi -skilled staff. Please refer to appendix B for specific examples of the
cost saving jobs that have been done internally because of our in-house capabilities.
. Other departments are willing to assist with minor maintenance chores when their staff
has time available. But, the time sensitive nature of some work (snow removal or
plugged toilets for example), creates a situation where skilled staff are being diverted
away from technical repairs on a routine basis.
. Subcontract and temporary labor are not economically viable alternatives to having a
person on staff due to the nature and volume of the preventive maintenance work
needing done. The administrative costs associated with oversight oflarge projects are
typically not a major portion of the overall project cost. This is not the case with
numerous small jobs requiring a wide variety of tradesmen and skills. In a large
facility, it can take more time to orient subcontractors, assign keys, inspect work,
resolve quality problems and pay bills than it takes to actually perform the work. Many
local service contractors have high turn-over in semi-skilled positions, so the training
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ARC Maintenance Labor Request
and orientation can be on-going. Additionally, the City of Aspen ultimately pays for
the administrative costs that are internal, as well as the administrative costs, profit
motive and overhead of the service company. Additionally, the wide variety of
preventive maintenance tasks comprises a scope of work that would be difficult to
specify, and let out to bid. Hourly rates are $95 per hour through ABCD Soderberg for
semi-skilled workers, but higher for weekend, evening. For large blocks of time, (40
hours a week) Dan Soderberg estimates that he could provide a semi-skilled worker for
$35 to $55 an hour. This information provides some background for comparison.
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Cost Comparisons:
Assertions:
I) There is enough work to keep a semi-skilled worker busy at the ARC
performing maintenance tasks forty hours a week for the foreseeable future.
2) By hiring a semi-skilled worker, our skilled people will be utilized full time
performing technical tasks that are either not getting done, or are currently
being sub-contracted out.
3) Failing to perform preventive maintenance will ultimately result in more
costly breakdowns.
Option
Cost of Option
I) Hire a Semi-Skilled Employee:
2) Contract for Semi-Skilled Labor:
3) Contracting out Skilled Labor:
$54,000/year ($42,000/year + benefits)
$83,200/year (per conversation with Dan Soderberg)
$156,000/year (based on survey oflocal companies)
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Recommendation and Request:
We recommend and request funding be made available to hire a semi-skilled maintenance
to perform minor maintenance and cleaning. This is the least expensive option for
increasiftg the level of preventive maintenance, and will have the additional benefit of
allowing our skilled staff to perform more value added work, and high level preventive
maintenance.
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Appendix B
Aspen Recreation Center
Major In-house Projects
The following are major in-house projects tackled by the ARC engineering staff that have
resulted in significant savings to the City of Aspen:
Project Description Actual Cost Typical Cost Savinos
1) Engineered, obtained permit, and fabricated Stainless Steel $2,000 $12,000 $10,000
structure for heavy Pool Timing system.
2) Re-designed, removed and replaced faulty sewage ejection $6,000 $11,000 $5,000
system in basement.
3) Designed and installed 4,000 gallon per day RO system $8,000 $52,000 $44,000
for Lewis Ice Arena ice making water.
4) Design, obtain permit, and install partition walls and infra- $800 $9,500 $8,700
structure to create useable work spaces from unfinished
storage area.
5) Design and install new snow roof over emergency entrances. $15,000 $35,000 $20,000
6) Floor maintenance before labor reductions vs. after $2,880 $9,000 $6,120
7) Design, obtain permit, and construct privacy vestibule. $600 $4,500 $3,900
8) Rebuild large commerciai pumps (8 in the last year). $4,600 $10,250 $5,650
9) Rebuild bearing units (3 in the last year). $114 $750 $636
10) Motor overhauls (2 last year). $72 $1,350 $1,278
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-.:.' . .' 11) Core-drill cO,I1~rete and install power for exercise room. $400 $1,600 $1,200
12) Core-drill concrete and install power for food cart. $1,100 $2,500 $1,400
13) Install 3-phase power for repair shop. $100 $5,500 $5,400
14) Install air system for repair shop. $100 $2,500 $2,400
15) Change out fire doors and alarms for improved control. $1,000 $3,000 $2,000
16) Repaired 20,000 gallon per day pool leak and repaired $1,400 $8,000 $6,600
stamped concrete to match on an expedited schedule.
17) Repaired sewage pipes in lobby bathroom wall. $30 $3,000 $2,970
18) Core-drill deck and install sockets for handicap crane chair. $50 $750 $700
19) Install exterior pole light over dumpsters for staff safety. $200 $3,500 1UQQ
Estimated Savings $131.754
Typical costs were either taken from actual bids, , previous bills, construction estimates, or are actual labor hours
'_ and parts costs modified to reflect local service rates and mark-ups where applicable.
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-19-
DEPT Name:
DEPT Num.:
Fund Number:
RESP:
/
CITY OF ASPEN
2006 BUDGET DEVELOPMENT PROCESS
Supplemental Request Form
--.
Parks
55
100
-
~.
"..>. -
Supplemental Request #1: Dwell Time Maintenance
Justification:
The City Council recently approved funding for several new key Downtown Dwell
Immprovements to the community and directed staff to proceed immediately in
implementing the plan. As part of this process, Staff was directed to incorporate the Dwell
Time Master Plan improvements approved by the City Council and perform an analysis of
the expanded maintenance needs required by these improvements. After performing this
analysis, staff has determined that the improvements will require an additional $27,200 in
funding. This funding will be utilitzed to hire two "Downtown Ambassadors" for the busiest
time of the summer season to clean, adjust and monitor the significant number of new
tables and chairs, water new flower baskets and pots, clean up and maintain mall areas,
maintain the fire hearth and the new kiosk area, and be a general resource for questions
and advice from the public.
Estimated Cost:
100.55.55300 80*** Payroll and Benefits
81*** Training, Travel & Education
82*** Professional Fees
83*** Materials and Supplies
85*** Equipment and Furniture <$5k
86*** Fixed Asset Expenditures >$5k
-c', TOTAL ESTIMATED COST:
Amount
$27,200
o ..-"
o '...IV
o
o
Q
$27,200
'~
TOTAL OF 2006 SUPPLEMENTAL REQUESTS:
. $27,200
-
-20-
CITY OF ASPEN
2006 BUDGET DEVELOPMENT PROCESS
Supplemental Request Farm
DEPT Name: Parks
DEPT Num.: 55
Fund Number: 340
RESP:
Supplemental Request #4 Youth Conservation Corps
Justification:
The Open Space and Trails Board supports the creation of a Youth Conservation Corps
which wiil create summer jobs for youth through involvement in City projects through the
Parks Department. Staff is requesting $23,500 in the 340 Fund to budget for this program.
TOTAL OF 2006 SUPPLEMENTAL REQUESTS:
Amount
$13,645
o
5,000
7,355
o
Q
$26 000
$26,000
340.55.55010
340.55.55010
Estimated Cost:
80- Payroil and Benefits
81*- Training, Travel & Education
82*- Professional Fees
83-* Materials and Supplies
85-* Equipment and Furniture <$5k
86- Fixed Asset Expenditures >$5k
TOTAL ESTIMATED COST:
340.55.55010
",,-''''
,",'","
~
.","
'-
-21-
i
MEMORANDUM
TO:
Mayor and Cowlcil
"'"'
FROM:
~,.....!..,i
John D. Krueger and Lynn Rumbaugh, Transportation
THRU:
Randy Ready, Assistant City Manager
DATE
September 12,2005
RE:
2006 Supplemental Budget Request: Additional $15,030 for Employee Bus Passes
SUMMARY:
Transportation staff is requesting a supplemental appropriation of $15,030.00 from the General Fund for the
purpose of purchasing 2006 RFTA bus passes for employee use. This supplemental request would bring the
total transfer from the General Fund to the Transportation Fund for bus passes to $50,380.00.
PREVIOUS COUNCIL ACTION:
Each year, Council funds the purchase ofRFTA bus passes for all City employees through the General Fund.
BACKGROUND:
As part of its Transportation Options Program, the City of Aspen encourages all of its employees to use
alternative transportation to travel to and from their work location. The City provides employees with free
RFT A punch passes and/or zone passes for this purpose. This benefit is paid for with General Fund monies,
which are transferred into the Transportation Fund annually. Transportation staff manages the distribution of
these passes. In 2005, $35,350.29 was budgeted for the purchase of employee bus passes.
"""'"
,,-.,,,,,,,.-,
'"",.
DISCUSSION:
The number of employees making use of City-provided bus passes has increased steadily each year. In 2004,
City staff used.a total of 50 punch passes monthly. In 2005, staff has utilized an average of 63 punch passes per
month - a 25%, increase. At a rate ofapproxinlately 66 punch passes per month (10% increase over 2005),
Transportation staff estimates that a total of 792 punch passes will be purchased from RFTA in 2006.
In addition to punch passes, winter and summer zone (seasonal) passes are also offered to employees. In 2004,
approximately 60 passes per year are purchased for a total of$26,000. Employees are on target to use 60 again
in 2005. Staff is assuming the use of these passes will hold steady in 2006.
In addition to increased use of passes, staff is expecting an increase in the cost of both zone and punch passes in
2006. This assumption is based on recent RFTA Board discussions regarding an increase in fares to offset the
dramatic rise in fuel costs. Although the RFT A Board has not approved a fare increase, RFT A staff has advised
that a 10% increase in pass prices should be used for planning purposes.
FINANCIAL IMPLICATIONS:
RFTA estimates that its 2006 punch passes will cost $27.50 each for a total of$21,780 for 792 passes. In
addition, the estimated cost for 60 2006 zone passes is $28,600.00. The total cost for both types of passes is
estimated at $50,380.00 for 2006. This is an increase of$15,030.00 over the 2005 General Fund transfer.
ENVIRONMENTAL IMPLICATIONS:
The provision of free bus passes to employees is an important component of the City's Transportation Options
Program. Staff feels that it is vital to keep bus service a convenient and free option for employees in order to
mitigate traffic congestion and air pollution.
""""
I
C:\Documents and Setlings\donp\Locat Settings\Temporary Internet Files\OLKFB\bus pass supplemental.doc
-22-
......'''"
-
~~.
-;> -
........""
RECOMMENDATION:
Transportation staff recommends that Council transfer an additional $15,030 from the General Fund to the
Transportation Fund as a 2006 supplemental budget request for the purchase. of employee bus passes in 2006.
The total amount transferred from the General Fund to the Transportation Fund for 2006 bus passes would be
$50,380.00.
ALTERNATIVES:
Council could choose to assume a lower than I 0% increase, or none at all, for 2006 RFT A passes.
.
.(,
.,,'
2
C:\Documents and Settings\donp\LocaI Settings\Temporary Internet Files\OLKFB\bus pass supplemental.doc
-23-
~.
CITY OF ASPEN
2006 BUDGET DEVELOPMENT PROCESS
Supplemental Request Form
DEPT Name:
DEPT Num.:
Fund Number:
RESP:
"""'""
TRANSPORTATION & PARKING
450
32
John D. Krueger
Supplemental Request #1: 200S Employee Bus Passes
Justification:
Request to increase annual transfer from General Fund to Transportatin Fund. This transfer is
made annually for the purchase of employee bus passes. Requested increase is necessary
due 10 both ingreased use ofthe program as well as a possible RFTA fare increase.
]
Estimated Cost Amount
80-* Payroll and Benefits $0
450.32.32100.813181*- Training, Travel & Education $15,030
82*- Professional Fees $0
83*** Materials and Supplies $0
85*** Equipment and Furniture <$5k $0
86*** Fixed Asset Expenditures >$5k $0
TOTAL ESTIMATED COST: $15030
Supplemental Request #2 Enter name of new request here
Justification:
Briefly describe the need and justification for the new request here. The text will wrap to allow
you to enter up to four Hnes of justification for this request.
Estimated Cost: Amount
80*-* Payroll and Benefits $0
81*** Training, Travel & Education 0
82*- Professional Fees 0
83*** Materials and Supplies 0
85*** Equipment and Fumiture <$5k 0
86*** Fixed Asset Expenditures >$5k Q
TOTAL ESTIMATED COST: $0
Supplemental Request #3 Enter name of new request here
Justification:
.
.-.~;,
Briefly describe the need and justification for the new request here. The text will wrap to allow
you to enter up to four lines of justification for this request.
Estimated Cost: Amount
80*** Payroll and Benefits $0
81 *- Training, Travel & Education 0
82*** Professional Fees 0
83*** Materials and Supplies 0
85*- Equipment and Furniture <$5k 0
86*** Fixed Asset Expenditures >$5k Q
TOTAL ESTIMATED COST: $0
Supplemental Request #4 Enter name of new request here
Justification:
Briefly describe the need and justification .for the new request here. The text will wrap to allow
you to enter up to four lines of justification for this request.
Estimated Cost: Amount
80*- Payroll and Benefits $0
81-* Training, Travel & Education 0
82-* Professional Fees 0
83*- Materials and Supplies 0
85-* Equipment and Furniture <$5k 0
8S-* Fixed Asset Expenditures >$5k 0
TOTAL ESTIMATED COST: $0
""'"
"",/'
~
TOTAL OF 2005 SUPPLEMENTAL REQUESTS:
$15,030.00
bus pass sup 06.xls
9f26f2005
-24-
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MEMORANDUM
"'-'
TO:
Mayor and Council
FROM:
John D. Krueger, Transportation
THRU:
Randy Ready, Assistant City Manager
THRU:
Finance
DATE:
September 28, 2005
RE:
Transportation Department Supplemental AMP Budget Requests for S-
Curve Improvements in 2005 and 2006
SUMMARY:
Attached are two AMP Supplemental Budget Requests for the S-Curve Improvements
recently approved by Council at the September 27, 2005 Work Session.
The first AMP budget supplemental is for 2005 for the closures of the streets on 7th
Street. This includes the closures of Bleeker, Hallam and associated alleys. This
supplemental is in the amount of$80,000.
~
"-'
~.
The se,cond AMP budget supplemental request is for 2006. It is for the creation of the
MainJitreet Bus Lane, modification to the 7th and Hallam intersection and redesign of the
8th Street intersection for a right in right out intersection and additional pedestrian
improvements. This second supplemental budget request is in the amount of$238,000.
PREVIOUS COUNCIL ACTION:
At the September 27,2005 work session, Council directed staff to implement several
elements of the S-Curves Improvement proj ect. These include the Closures of streets
along yth Street, the creation of a Main Street Bus Lane, modification to the intersection
at yth and Hallam and to redesign 8th street intersection for better pedestrian use.
DISCUSSION:
Council and staff have been reviewing plans for improvement to the S-Curves for over
three years. The origins of the improvement came out of a citizen task force. The ideas
were presented to Council and the public on various occasions. This summer Council
approved two demonstrations of the S-Curve Improvements to guage their effectiveness.
At the recent work session Council directed staff to go ahead with the improvements
contained in this supplemental budget request.
,.,."."
"".
-26-
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I
,
~--
FINANCIAL IMPLICATIONS:
No money has been budgeted for these improvements in 2005 or 2006. Therefore, staff
is requesting an AMP supplemental budget request for 2005 in the amount of$80,000 for
some of the improvements and in 2006 in the amount of $23 8,000 for the rest of the
improvements to be implemented.
RECOMMENDATION:
Staff recommends that council approve both of these AMP supplemental budget requests.
In 2005 staff is requesting $80,000 and in 2006 staff is requesting $238,000 for the S-
Curve Improvements Project.
ALTERNATIVES:
Council could decide to
~.
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-27-
~_:
CITY OF ASPEN
2006 BUDGET DEVELOPMENT PROCESS
Supplemental Request Form
-",""
DePT Name:
DEPT Num.:
Fund Number:
RESP.
Transportation & Parking
450
450,94-AMP Fund
John D. Krueger
Supplemental Request #1: S-Curve Improvements-Main Street Bus Lane
Justification:
Per Council's direction, to create a bus lane on Main Street on the north side
Estimated Cost: -
80*** Payroll and Benefits $0
81*** Training, Travel & Education 0
82*** Professional Fees 0
83*** Materials and Supplies 0
85*** Equipment and Fumiture <$5k 0
86*- Fixed Asset Expenditures >$5k 108 000
TOTAL ESTIMATED COST. $108000
Supplemental Request #2 S-Curve Improvements-7th & Hallam Modifications
Justification:
Per Council Direction, Improve the S-Curves by modifying 7th & Hallam intersection
Estimated Cost: Amount
80*- Payroll and Benefits $0
81*- Training, Travel & Education 0
82*- Professional Fees 0
83*- Materials and Supplies 0
85*- Equipment and Furniture <$Sk 0
86*** Fixed Asset Expenditures >$5k 40 000
TOTAL ESTIMATED COST. $40 000
Supplemental Request #3 S-Curve Improvements-8th Street Modification & pedestrian Improvements
Justification'
~'"
Pei Council Direction, improve the S.Curves by modifying the 8th Street intersection to a
'nght in and right out intersection and pedestrian improvements
Estimated Cost. -
80*** Payroll and Benefits $0
81*- Training, Travel & Education 0
82**. Professional Fees 0
83**. Materials and Supplies 0
85*.. Equipment and Furniture <$Sk 0
86".* Fixed Asset Expenditures >$5k 90 000
TOTAL ESTIMATED COST $90 000
Supplemental Request #4 Enter name of new request here
Justification'
Briefly describe the need and justification for the new request here. The text will wrap to
allow you to enter up to four lines of justification for this request.
Estimated Cosl' Amount
80-* Payroll and Benefits $0
81-* Training, Travel & Education 0
82*." Professional Fees 0
83.... Materials and Supplies 0
85.- Equipment and Furniture <$5k 0
86-. Fixed Asset Expenditures >$Sk Q
TOTAL ESTIMATED COST: $0
~
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'-,.,
TOTAL OF 2004 SUPPLEMENTAL REQUESTS:
$238,000
/.""",
-28-
,
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,...~
Housing Office
City of Aspen/Pitkin County
530 E. Main St., Lower Level
Aspen, CO 81611
970.920.5050
Fax: 970.920.5580
www.aspenhousingoffice.com
-
To: Aspen City Council
From: Tom McCabe, Executive Director, APCHA
v-
CC: Ed Sadler
Date: October 13, 2005
Re: 2006 Supplemental Budget Request
Item 1 of the following provides supporting documentation for the 2006 supplemental
budget request for an On-C.ul Emergency Response System to benefit the property
management function of the Housing Office.
~:-
Item two complies with City Council direction for staff to recommend a rent subsidy
policy for long-term application to the Aspen/Pitkin County community. This request
from city Council for a rent subsidy policy is an outgrowth of rent discussions for Aspen
Country 1nn in July of this year.
1. On-Call Emergency Response System
The implementation of this On-Call system and the costs are distributed across all
APCHA managed rental properties. It provides the opportunity for APCHA property
managers to ensure proper oversight of their properties while also being able to take time
off for approved leave. This system is patterned after that found in the Water Department.
Currently, APCHA property managers are on duty twenty-four hours a day, seven days a
week. The request accomplished the following:
"
. Provides for designated staff rotation for after hour's emergency property
management duty so that staff can better schedule free time. One staff person is
on duty for a scheduled week. Five staff will participate in the system and each
week a different person is scheduled to be on-call. The rotation frequency is five
weeks.
. Provides stand-by pay to the participating staff person on duty for a particular
week.
-29-
I
,
!
. Provides for a fallback strategy at the Truscott property if use of a towing
company does not adequately resolve parking problems on the property. Parking
concerns continue to be the Truscott tenants' most common issue.
","",
The data, financial analyses and cost distribution for implementing this system are found
in Attachment A.
2. Rent Subsidy Policy - Aspen Country Inn
In July of 2005, the Aspen City Council provided a one-time rent subsidy to senior
tenants of this "senior preference" tax credit, rental facility. City Council then directed
staff to recommend an on-going policy for their consideration. This policy
recommendation is found in Attachment B.
""'"
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Attachment A: On-Call Analysis
Attachment B: Policy Recommendation for Rent Subsidy
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-
Memo
From:
Housing Board
Sandra E. Menter-Berry, Financial Analyst, APCH~J / A
Maureen Dobson ~'V~
To:
cc:
Date:
9/1512005
Re:
Policy Recommendation for City Subsidy of Aspen Country Inn Rents
Issue:
At the May 18, 2005 Board Meeting, the Housing Board approved 2005 rents for Aspen Country Inn
(ACI). All 2005 rent changes were within Housing Guidelines except for studios. Studio rents were
reduced so that ACI studio tenants would pay rents in line with their 40% and 50% median area
incomes. Wfihout this change" ACI studio tenants would have paid higher rents than their higher-
income counterparts would at Truscott Place Phase II. Please see "Aspen Country Inn Rent Analysis",
dated May 13, 2005.
~
"-"
Background:
~::,
. .
At the r~uest of selected customers and interested parties, the Aspen City Council was asked in July
2005 Ie- subsidize the annual rent increases to senior tenants at Aspen Country Inn. City Council
agreed and the annualized one-time subsidy for seniors, determined to be $2,832.00, was paid to
Aspen Country Inn.
The following criteria was used to apply this one-time subsidy:
1. Eligible seniors must be age 62 years of age by the time their annual recertifications are required to
be completed.
2. Retirement status is not mandated to be eligible for this subsidy.
3. Senior tenants who receive Section 8 funding (HUD), are not eligible to receive the City Council
subsidy. Section 8 provides total coverage for rent increases to their clients; consequently, the City
Council subsidy would be a duplication of services.
City Council then directed staff to recommend a rent subsidy policy for long-term application to the
community. The following provides recommendations, as directed.
-
-32-
//".,
Long Term Recommendations:
The proposed criteria for future rent subsidies is the same as that uSf'd for the one-time subsidy:
'-
1. Eligible seniors must be age 62 years of age by the time their annual recertifications are required to
be completed.
2. Retirement status is not mandated to be eligible for this subsidy.
3. Senior tenants who receive Section 8 funding (HUD), are not ellgibie to receive the City Council
subsidy. Section 8 provides total coverage for rent increases to their clients; consequently, the City
Council subsidy would be a duplication of services.
-
Options for Long Term Implementation, Using the Above stated Criteria:
Option A:
Apply the senior subsidy to qualifying seniors who reside at ACI, since Aspen County Inn was
developed as a "senior preference" facility and is the upper valiey's only facility of this type. The 2006 .
annual subsidy to qualifying seniors is based on the increment subsidized in 2005, plus the annual CPI
adjustment, as provided for in the Housing Guidelines. Subsidies after 2006 are computed based on
the application of the annual CPI increase.
The 2006 Fiscal Impact of this option is estimated to be $3,090, based on the current volume of seniors
and an estimated CPI of 3%.
Without this continued subsidy, ACI seniors receiving the one-time subsidy in 2005 would have a
doubling impact on their rents in 2006. This estimated individual impact would be as much as $42.00
per individual per month.
Option B:
~.
-..> -
Apply the senior subsidy to qualifying seniors who reside in any affordable housing rental unit in the
Aspen:~ill<in service region. Seniors desiring to receive the subsidy must complete a Subsidy Grant
application to APCHA. The procedure, to be determined, would be similar to the granting procedure
administered by Kid's First for day care. The annual subsidy to qualifying seniors is based on the rent
increase as applied to a unit plus the annual CPI adjustment provided for in the Housing Guidelines.
The 2006 Fiscal Impact of this option would require further research to determine how many qualified
seniors 62+ live in APCHA rental units.
Staff Recommendation:
Staff supports Option B due to the comprehensive nature of the program. This option permits ali
eligible seniors within the APCHA service region to receive rental assistance without duplicating the
benefits of the Section 8 subsidy program. This option would require further research to determine how
the program would be .administered (if replicated after Kid's First grants for day care). Option B could
be listed as an APCHA work plan project for 2006.
Attachment:
Aspen Country Inn Rent Analysis dated May 13, 2005
,~
. Page 2
-33-
,
/
Hou sing Office
City of Aspen/Pitkin County
530 East Mai n Street, lower level
Aspen, Colorado 1;\1611 ''''"''
(970) 920-5050
Fax: (970) 920-5580
www.aspenhousingoffice.com
From: SandraE. Menter-Berry, Financial Analys
Cindy Tucker-Davis, Property Management
To: APCHA Housing Board
Thru: MaUreen Dobson, Executive Director
Re: Aspen Country Inn Rent Analysis
Date: May 13, 2005
"""
Summary
~.
At the March 16, 2005 board meeting, staff presented to theAPCHA Board a
recorr;lip.endation to reduce studio unit rents and freeze one and two-bed room rents at
Aspen Country Inn to eliminate rent compression with Truscott Place Phase II.' This
recommendation was to impact only 2005 rents.
In addition, at the March 16 meeting, the Housing Board directed staff to modify this rent
reduction to include one-bed room units, in addition to the already included studios. It
was also asked that two-bed room unit rents remain frozen at the 2004 level. This
analysis has been performed and is included. Please see "Aspen Country Inn Rent
Comparison Analysis - Per Housing Board Request".
Background and Analysis
Since the original staffrecornmendation to the Housing Board in March, recent events
that affect the financial condition of the property have cause staffto alter the
recommendation regarding 2005 rents for Aspen Country Inn. The following identifies
these events:
1. Holy Cross Electric executed significant rate increases beginning in May of this
year. The increase for this rate code is 16% per kWh, plus increases in monthly
minimum customer charges. While wholesale power cost adjustments are
.'~
-34-
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"'-"
projected to be less than in previous periods, the exact impact of this component
remains to be seen.
2. Garden level apartments have become increasingly difficult to lease due to the
sub-grade location of these units and their contiguous relationship to the property
berm. Currently, three garden-level apartments (3%) are vacant or about to be.
One has been vacant since latter March.
3. Completion of the 2004 audit indicates that while the property still operates in the
positive, improvements must be made with income and expenses while
opportunity exists, so that the property continues to operate in the positive.
Enterprise Social Investment Corporation, the property's mortgage provider,
strongly supports this goal.
4. Increased turnover thus far in 2005 creates a more unstable income environment.
As of first quarter, vacancy loss is 77% higher than it was during the same period
in 2004.
As a result of these events, staff recommends that only Aspen Country Inn studio units
receive the reductions previously presented. Please see "Aspen Country Inn Rent
Comparison Analysis - Staff Recommendation". This recommendation accomplishes the
primary goal of eliminating the compression of studio rents with similar units at Truscott
Place Phase II.
Without this recommended, change, Aspen Country Inn 50% tenants will pay higher rents
than their 60% counterparts in Truscott Place Phase ll. 1
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It is further recommended that one and two-bed room units receive the 2005 rent increase
in accordance with Housing Guidelines. Based on the formula found in the Guidelines,
the 20oS, increase is 3%. The monthly dollar impact per unit type is 'as follows:
- .
40% Units 50% Units
Monthlv Imnact Monthlv Impact
One-BR $17 $21
Two-BR . NA . $26
. Financial Impact of Recommendation
The annualized impact of these recommendations is a net increase of approximately
$8,000 in revenue.
~-
I To clarify, Aspen Countrylnn serves 40% and 50% clients, meaning their incomes cannot exceed 40%.or
50% of the median area incomes for Pitkin County as deterririned by the Colorado Housing and Finance
Authority. Truscott Place IT serves 60% clients, meaning their incomes cannot exceed 60% of the median
area incomes for Pitkin County.
-35-
2
Recommendation
Staff recommends the Housing Board adopt the Aspen Country Inn rent adjustments as
outlined in this staff report. This includes reducing the studio units while all other unit
types receive the annual rate increase per Housing Guidelines.
All rate adjustments for 2006 and forward will be in accordance with Housing
Guidelines.
Attachments:
Aspen Country Inn Rent Comparison Analysis - per Housing Board Request
Aspen Country Inn Rent Comparison Analysis - Staff Recommendation
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HEALTHY MOUNTAIN COMMUNITIES
Regional collaboration & innovation - tough challenges have no boundaries
MEMORANDUM
TO:
FROM:
RE:
DATE:
Aspen City Council
Colin Laird, Director
Funding increase for 2006
September 30, 2005
This memo to the Aspen City Council details the rationale for an increase in funding from the City of
Aspen to Healthy Mountain Communities beginning in the 2006 fiscal year. For the past several years,
the City of Aspen has granted HMC $8,000 a year for operating support and this amount is greatly
appreciated. However, as a consequence of changes in state funding opportunities, HMC is asking for
additional support from local governments in 2006 to continue our efforts to foster regional thinking,
increase awareness of collaborative problem solving tools, and help local governments individually and
collectively with facilitation, coordination and research services. HMC is requesting a $4,000 increase in
the amount of funding from the City of Aspen to bring the total Aspen contribution to $12,000 per
year.
:':-;:.
BACKGROUND
Healthy Mountain Communities is a 50 I (c)3 not-for-profit, public benefit
corporation, which was created by citizens in 1994 to work on quality of life
issues in the Roaring Fork and Colorado River Valleys. HMC provides non-
partisan coordination, facilitation, and analytical services to citizens, nonprofit
organizations, local governments, and businesses seeking to better understand
and address~specific problems such as the lack of affordable housing, traffic
congestion;growth, economic development and other quality of life issues.
Community benefit
HMC fosters a framework for the regional cooperation between local
governments on a broad range of issues. As a nongovernmental. nonpartisan
organization, HMC can convene very diverse interests and encourage those
interests to take a regional perspective and collaborative approach to problem
solving. Since almost all the difficult challenges facing communities today extend
beyond their jurisdictional boundaries, support for HMC from individual
communities is akin to investing in regional solutions.
HMC's work with local governments has supported a number of regional
solutions. Our regional roundtables, symposia and legislative efforts helped
build a stronger regional transit system. HMC's recent work on the creation of
the Roaring Fork Community Housing Fund will increase the amount of
affordable housing in the lower Roaring Fork Valley. HMC's work to foster
regional collaboration and regional understanding is an investment in the future
prosperity of the region.
HEALTHY MOUNTAIN COMMUNITIES
P.O. Box 1582, Carbondale, CO 81623
970.963.5502/ ww3.9hmccolorado.org
"We are organized to address
challenges and deliver services at
the federal, state, and local levels,
but the tough challenges are not
respecting jurisdictional
boundaries. They are primarily
emerging at the neighborhood,
regional, and global levels. "
-- William Dodge
HEALTHY MOUNTAIN COMMUNITIES
2
Healthy Mountain Communities' efforts benefit local communities in a number
of ways:
.
Increasing the level of regional dialogue and cooperation
HMC continues to highlight the value and importance of regional dialogue
and cooperation between communities to address common concerns
through our State of the Valley Symposium;
.
Increasing awareness of trends and issues affecting
communities and the region State Demographer Jim
Westkott highlighted changes to the population projections for
the region at HMC's 200S State of the Valley Symposium. He
pointed to the strong trends affecting population growth in
Western Colorado (second homes, retirees, tourism, and oil and
gas development) and explained how the state has revised the
population projection in the region to double by 2025 to over
200,000 residents. HMC is tracking these and our important trends in our
Regional Indicators Report, which will be completed later this year.
""'"
"This is a heck of a goad example of getting
it [collaborative work] done right"
HMC also recently conducted the Local and Regional Travel Patterns Study.
The 2004/2005 update was sponsored by Garfield County, the City of Rifle,
Pitkin County, Snow mass Village and the City of Aspen.
.
Increasing awareness of the tools techniques, and processes, for
creating healthy, economically vibrant, livable communities
HMC continues to highlight local trends, tools, and innovations relating to
community and regional quality of life in our newsletter, State of the Valley
News. We also created a blog, Field Notes, to further highlight issues, tools,
and innovations from across the country.
,~;;:
"....,
Recerifly, HMC has been working to implement our evolving Community
Heolth Access Initiative to lower health insurance costs and increase the
efficiency of the health care system in the region. This effort is an outgrowth
of the assessment we completed at the request of Pitkin County in 2004.
Over the course of the last six months HMC, has met with a number of
policy experts on health care and insurance and we are currently planning a
workshop on with former Oregon Governor John Kitzhaber (who is also a
doctor and was a major force behind the Oregon Health Plan) as a keynote
speaker.
. Providing facilitation, coordination, and research support to local
governments and citizens
This year, HMC organized the Glenwood Springs Economic Summit for
the City of Glenwood Springs to help local, independent cope with the arrival
of a number of big box retail stores to the Glenwood Meadows development.
Roughly 100 small business owners, citizens, and elected officials met at the
Glenwood Springs Community Center to learn about competing in a Big Box
world.
HMC has provided community facilitation/mediation for the Town of
Basalt on a community process to discuss the Roaring Fork Club
development proposal and annexation.
-40-
-- Daniel Kemmis,
Speaking about HMC at the 2004
State of the Valley Symposium
"""'
,I
"Dynamic places have
dynamic problems.
The 'W.est has plenty.
Resolving these problems
will require dynamic,
healthy conversation in
Western Communities."
-- Frank Allen
"""'
HEALTHY MOUNTAIN COMMUNITIES
3
HMC is also working on affordable housing projects under
consideration by the Roaring Fork School District. HMC and the Roaring
Fork Community Housing Fund are working on the financing to make the
project a reality.
Funding
This request is for an increase in general operating support from the City of
Aspen to enable HMC to continue its work. In the early years of HMC, state
grants from the Governor's Office of Energy Conservation and the Department
of Local Affairs played an important role in enabling HMC to match local dollars
to accomplish our work. However, as the state grant programs have
diminished with the state budget crisis, it has become increasingly challenging to
fund HMC's work in a sustainable way. Without more local government
investment, HMC will not be to continue its mission.
Local government contributions
This chart shows the relative amounts contributed by local governments to
HMC over the last few years and our increased funding request for 2006. Our
~4
,...~ "
---'~~--_._-~----~r----.'----- ---~--T---J
Local Government I
~;"h Contributions 2004 Actual 2005 Actual I 2006 proposed i
Eagle ___~,oot 2,0001
~ 10,000\
Garfield 6,000
-- -
Pitkin 7,000 - 12,000i 12,000
~pen 8,000 8,000< 12,000
Basalt 5,000
Carbondale 3,000 3,000 7,000
Glenwood Springs 500 4,000
5nowma.s'!'Village 2,000
Total from Local Govt I 23,000 I 29,500 I 54,000
l~_n~,:,:I~MC Budget I $55,000 I $65,000 i $75,000
---..---.------.------
request from the City of Aspen is for a $4.000 increase in funding, to bring the
Aspen contribution up to the same level ($12,000) as the Pitkin County
contribution. As always, I would be happy to meet with City Council to discuss
this request and to provide further information about Healthy Mountain
Communities. We look forward to additional opportunities to collaborate with
the City of Aspen and all of our partners in the Valley.
-41-
/
i
HEALTHY MOUNTAIN COMMUNITIES
4
""'"
Preliminary 2006 Budget
I Revenue !! i Expenses T--j- 1
c- -t i I .----.- ----J
I Contract Services I 5,000 I j Board of Directors 200 1
, !Contributions ! 3,Qoofr;tealth Insurance , 3.0001
H - ---.------ - ---.----j-----.-.--++-~------..! -
i Grants i 10,000 I I Oflice& Rent i 4,000 !
! ..---+.~"~--~+--------'__t_---l
I Local Governments , 45,000, i Payroll I 55,000.
: . , .--l-."---------t--4------..-.----~+-----~
.r- !Workshops & ~~m~~ia ; ___~.:~~?~; pro~eSSio~~!~erv~~~+~~-~~
: ! : i Projects I 10,000 i
,
74,500. : Total Expenses
74,200
"""
~.
.~~,
--
...."'-,.
-42-
1"
'-
MEMQRANDlJAf
TO:
MAYOR & CITY COUNCIL
FROM:
TIM ANDERSON, RECREATION DIRECTOR
CC:
STEVE BARWICK, CITY MANAGER
ED SADLER, ASST. CITY MANAGER
JEFF WOODS, MANAGER OF PARKS & RECREATION
DATE:
OCTOBER 12, 2005
RE:
ASPEN RECREATION CENTER ADVISORY
COMMITTEE REQUEST FOR CAPITAL FUNDING
~
"'.'",.: -
Summary:
Please find attached the recently updated "Action Matrix" section of the Recreation
Division Business Plan. These pages identify recommended improvements to the
operations and facilities of the Aspen Recreation Center which will improve and enhance
both Customer Service and Revenue Generation. The Action Matrix recommends and
identifies certain Capital Improvements at the ARC beginning with #6 on page A-2 of the
Mat~.' The first recommendation is for a Capital Improvement Program or a Master
Plan of sorts which will see that any and all future improvements are well planned and
integrate well together.
The ARC Advisory Committee has attached a request for funding in the 2006 budget.
This request would allow the Aspen Recreation Center to move forward on capital
improvements per the Recreation Division Business Plan and its Action Matrix.
Current Actions:
At this time staff has moved forward on several items ofthe Facility Improvement
section of the Business Plan. Items being addressed at this time include:
,If"'"
. Enhancing the image, appeal, and way-finding at the ARC: Staff has
acquired the services of Art Burrows and Ajax Design to improve these
areas of the ARC. Entrance banners, graphics, and new signage have been
and are being introduced to the ARC for way finding. Current
improvements will not solve all image, appeal and way finding issues, but
staff is addressing the primary areas of concern at this time.
,,-
-43-
,
,
!
~:>
,- - .'
· Establishment of a single point of access: Staff has addressed this concern
somewhat in that the lower entry has been closed other than for emergency
use. A single point of entry has been established through the upper entry
of the ARC. This has allowed staff to improve the way finding, making it
easier for guests to find the entry of the ARC, and the single point of entry
has improved the traffic flow and congestion around the closed lower
entry of the ARC. In addition the closing of the lower entry has created a
future opportunity for improved exterior access to the concession stand
from the pool area.
· Expedite construction issues at ARC: Construction related issues have
been resolved to the point of which staff is concentrating on operations
and improvements of the ARC. Staff is able to focus on future needs of
the facility at this time.
· Consideration of outdoor pool(,.y: Obviously this step is being pursued
currently through the November I sl ballot question regarding TABOR.
NOTE: Stafffeels there are opportunities to improve concession
operations as well as the creation of new pool(s). These enhancements
should be considered in creating additional pool(s) and improving the
outdoor area ofthe aquatic center of the ARC.
· Consider potential partners for the development of the additional sheet of
ice at the ARC: While the operational efficiencies exist in having two
sheets of ice in one location, staff feels this community would have
difficulty accepting all ice at the ARC location. Many users enjoy the ease
of access to the in town rink. Transportation issues, along with ease of
access could be of issue if this recommendation were pursued. There is
more to this option than just operational efficienci~s.
· Expand Fitness/weight rooms: Council approved the addition of
Fitness/weight rooms to the ARC approximately 9 months after opening.
These improvements led to about a 25% increase in pass sales. The
business plan is recommending that we further expand the fitness areas as
this is one of the largest revenue producing areas of a Recreation Center.
h:1t.T.'
.-
Staff Recommendation:
While the recommendations of the Business Plan have merit, staff feels the priority at this
time would be Strategy #6 of the Action Matrix, develop and implement a capital
improvement program for the ARC. Any and all improvements should fit with a Master
Plan for the future. This would allow for any future improvements to fit together
seamlessly and meet the needs of the community.
*****************************
-44-
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,.~..
"""
-..'"
--
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;
Ladies and Gentlemen,
"-
By way of introduction the ARC Advisory Board views the ARC and other recreational amenities
in the City as critical community features that enhance the lives of our citizens AND as resort
assets that are vitally important in setting us apart from our competition in an ever increasingly
competitive resort market. The value realized is recognized by this community both physically and
financially. We believe that the word "subsidy" suggests and sends the wrong message when
dealing with Recreational Budgets. Yes, strictly speaking the direct costs do exceed the direct
expenses, but It is our position that measured more appropriately (e.g. including Indirect
revenues) the Recreation Department and its amenities more than pay their own way if one
considers their value as draws for tourism and as features tourists consider when they make their
vacation choices.
We have reviewed the revised Final Business Plan dated May 2005 and have the following
comments regarding the action matrix - Appendix A:
Operationai items 1 through 5 are mostly underway, but we view these are important aspects of
the pian which make good sense to us. We are unsure of the exact shape of the position
suggested in item 2 - hire a business manager - however the suggested concept and scope is
critical to running the Recreation Department efficiently and productively. We would like to see
information systems taken to a new level that provides staff, and others concerned, better
information to help analyze programs and form decisions.
Regarding capital improvements: We have just received this revised plan and have not had
time to fully digest the various suggestions and prioritizations. However, we would like to formally
request that Council pull the trigger on implementing the following components as soon as
possible in the 2006 year:
:::<.
--.;>
.'
. Relocate entry desk to front door on third levei,
., "Fill In" floor area on third floor across from the climbing tower and make that into an
:.:'; improved fitness I weight room area.
. Completion of outdoor pool area and integration into lobby and food service areas.
The Master planning process should incorporate these three Improvements as funded and
approved and jump off from that point.
Regarding the new pool improvements, we are in favor of those improvements; however, we do
not feel those should be the only improvements slated for the 2006 year. This facility needs to
evolve with the community's needs and demands, and it is clear to us that those elements
requested above are critical to further improving the asset from a community and financial basis.
This will be money well spent.
Thank you for your consideration in this matter,
Scott Writer
Chairman, ARC Advisory Board
.'--,
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Cemetery Lane houses (both rental and ownership)
Marolt house
Animal Shelter Apts.
Puppy Smith House
ARC Apt.
Zupancis property
Anderson property
Cozy Point
Yellow Brick
Animal Shelter
ACRA lease
MINOR MANAGEMENT
Red Brick
Art Museum
Fire Station
Mountain Rescue
House at Lift lA
BHl Apts
Truscott Apts, etc.
OTHER LEASES
Mall leases
Leasing of city parks
Leasing of meeting rooms (Rio Grand)
Leases like the Verizon lease
Within these leases, the City leases to non profits, church groups, private organizations,
private businesses, employees, daycare providers, arts groups and the list goes on.
~.
The problems with this set up are numerous. First, you often have very high paid
employees dealing with these issues (leases, lease rates, deposits, inspections, repairs,
etc) i~addition to their regular duties. As much as these people may try to make the
leaseS: Uniform, they are not. As much as they try to make the lease rates and deposits
uniform, they are not. As much as they try to stay on top of damages and repairs, it is
difficult to say the least. The time of Department Directors with the demands placed on
them is much to valuable to be used in this way and can be handled better by one person
being paid less and having responsibility for most if not all leases.
Costs:
Originally, it was thought that the two big properties to be handled by this position would
be the Red Brick and the Yellow Brick buildings, however after further discussions, the
Arts Council has decided that they would continue managing the Red Brick Building
(except the Recreation portion).
I estimate that the additional funds needed for this position are as follows (yearly):
Salary: $60,000
Benefits: $20,400
Office costs: $15,000
TOTAL: $95,400
-55-
To: Steve Barwick, City Manager
From: Ed Sadler, Assistant City Manager
CC: Randy Ready and Paul Mentor
Subj ect: Property Manager/Purchasing Officer Position
"""
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The Proposal:
To create a new position in City Government to be placed under Asset Management. The
purpose of the position is twofold: First to take over procurement duties from the Office
Manager in the City Manager's Office to free up more time for duties of the City
Manager's Office, and second to consolidate the handling of property management in the
City which will free up staff time for a number of City Manager Staff and Department
Directors.
~~.
Discussion:
Currently, the Office Manager in the City Manager's Office (Rebecca) also handles the
duties of the City's procurement officer. At one time, this was a full time position for the
City. I am proposing that this be merged with the proposed new position as a good fit
because a good share of the procurement that is done by the City is related to taking care
of existing buildings and/or building new facilities. These contracts include such things
as carpet cleaning, on call services for repairs, construction contracts, cleaning contracts,
etc. This will free up some time for the City Manager's Office Manager to better tend to
the duties of the City Manager.
For the second part of the duties of the proposed new position, there is the portion
dedicated to property management. With the exception of the properties managed by the """
Housing office, there is no one person that deals with all of the properties owned by the-
City. These duties are handled currently by a variety of staff in almost all of the
Departments. Examples of which Departments and which people work on leases include:
Asse.t't1anagement-Ed Sadler and Michelle Thibeau
Manager's office-Randy Ready
Parks- Jeff Woods and Stephen Ellsperman and Karma Borquist
Recreation- Susan Arenella and Tim Anderson
Golf- Steve Aiken
Wheeler- Wheeler Director and the business manager
Water- Phil and Mark O'meara
Parking Garage- Randy, Time Ware and Blake Fitch
Clerks Office- Kathy Strickland
Kids First - Shirley Ritter
The leases they manage include:
ACTIVE MANAGEMENT
Golf restaurant
Golf Nordic
Golf Pro Shop
ARC Restaurant
455 Rio Grande Restaurant
Water place housing (both rental and ownership)
-
-56-
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With that said, I estimate that a portion of the position can be funded from two existing
sources. First, there is about $30,000 that was going towards the existing purchasing
position. Second, in the last two tears, the changes at the Yellow Brick Building outside
of the inflation have added about $37,000 to $43,000 to the coffers and I estimate that
$30,000 of this can be used to help pay for the property manager position and still allow
the building the flexibility in its budget. I propose that the position be housed in the
Basement of the Yellow Brick with other city employees at no cost. This would leave the
City to cover the remaining $35,400 for managing the rest of the City assets listed above.
I believe that over the first couple years, that the City will actually make up this amount
in more consistent rents, lower cost repairs and less damage to fix. This is in addition to
giving several existing City employees more time to do their intended work, in addition
to better protecting the City's assets and getting a more appropriate return where
applicable.
In addition, I would propose that the Yellow Brick operating fund and the City's building
operating fund be transferred to this position along with the two maintenance positions in
these funds. This would then allow a two person team to be available to the City when
two people are needed for ajob rather than one person available at the Yellow Brick and
one person for other city bldgs. The operating budgets mentioned above contain money
for repairs, vehicle costs, utilities and salaries for the two maintenance positions.
';";'
-57-
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