HomeMy WebLinkAboutPACKET Town Board Study Session 2022-06-14
June 14, 2022
5:00 p.m. – 6:45 p.m.
Board Room
4:45 p.m. Dinner
In Person Meeting – Mayor, Trustees, Staff and Public
To view or listen to the Study Session by Zoom Webinar
ONLINE (Zoom Webinar): https://zoom.us/j/91077906778 Webinar ID: 910 7790 6778
CALL-IN (Telephone Option): 877-853-5257 (toll-free) Meeting ID: 910 7790 6778
If you are joining the Zoom meeting and are experiencing technical difficulties, staff will be
available by phone for assistance 30 minutes prior to the start of the meeting at 970-577-4777.
5:00 p.m. Visitor Center & Rocky Mountain Conservancy Partnership.
(Director Hinkle)
5:35 p.m. Environmental Sustainability Task Force Implementation Plan
Staff Recommendations.
(Assistant Town Administrator Damweber)
6:05 p.m. Workforce & Attainable Housing Philosophy Check-in.
(Assistant Town Administrator Damweber)
6:35 p.m. Trustee & Administrator Comments & Questions.
6:40 p.m. Future Study Session Agenda Items.
(Board Discussion)
6:45 p.m. Adjourn for Town Board Meeting.
Informal discussion among Trustees concerning agenda items or other Town matters may occur before this
meeting at approximately 4:30 p.m.
AGENDA
TOWN BOARD
STUDY SESSION
Page 1
Page 2
EVENTS & VISITOR SERVICES Report
To: Honorable Mayor Koenig
Board of Trustees
Through: Town Administrator Machalek
From: Rob Hinkle, Director of Events & Visitor Services
Date: June 14, 2022
RE: Visitor Center - Rocky Mountain Conservancy Partnership
Purpose of Study Session Item:
To discuss a partnership between the Visitor Center and the Rocky Mountain
Conservancy.
Town Board Direction Requested:
Does the Town Board want Town staff to continue developing this partnership between
the Town and the Rocky Mountain Conservancy?
Present Situation:
The Visitor Center has been a key focal point for tourists coming into Estes Park for
many years. The location makes it an easy stop for tourists to get information and of
course to utilize the restrooms. As other visitor centers around the country have
integrated technology to develop fun, informational and educational type exhibits/retail
spaces, the Estes Park Visitor Center has been operating the same for many
years. We feel that it is time to start making changes that will enhance the visitor
experience.
Proposal:
To pursue this enhanced experience, the Rocky Mountain Conservancy (RMC), Visit
Estes Park (VEP) and the Town have conducted some meetings on pursuing a
partnership at the Visitor Center. We have explored opportunities for RMC to be
involved in the daily operations. This would include the RMC having a “Nature Store” in
the Visitor Center and eventually making the Visitor Center their education hub. VEP is
interested in being involved with the infrastructure and modernization of the Visitor
Center
Advantages:
• The partnership with the RMC could fill an important niche in providing
information and products related to Rocky Mountain National Park by utilizing the
current excess space in the lobby to improve customer service.
Page 3
• Visitor Services receives a significant number of inquiries from guests about
Rocky Mountain National Park. Having RMC staff on site who are qualified to
answer park-related questions is a significant benefit to the Visitor Center guests.
• The Town’s Visitor Center Sales policy identifies the RMC as an approved
vendor for products sold on site. Products sold from the Nature Store would
directly support Rocky Mountain National Park but the RMC would also return a
percentage of sales to the Visitor Center for needed improvements.
• The partnership could be further expanded in the future to include RMC
educational programming. The Visitor Center could become an educational hub
for the RMC with the RMC Educational staff officing upstairs.
Disadvantages:
• The Town will be giving the RMC space to utilize for their Nature Store and
possible future offices. However, it is currently space that has not been used
effectively and staff would like to enhance our guest experience in the Visitor
Center.
Finance/Resource Impact:
None
Level of Public Interest
Minimal Public Interest
Attachments:
1. Town of Estes Park / Rocky Mountain Conservancy Presentation
Page 4
6/8/2022
Visitor Center
&
Rocky Mountain Conservancy Partnership
• The Visitor Center has been a key focal point for tourists
coming into Estes Park for many years.
• The location makes it an easy stop for tourists to get
information and of course to utilize the restrooms.
• As other visitor centers around the country have integrated
technology to develop fun, informational and educational type
exhibits/retail spaces, the Estes Park Visitor Center has been
operating the same for many years. We feel that it is time to
start making changes that will enhance the visitor experience.
Attachment 1
Page 5
6/8/2022
• To pursue this enhanced experience, the Rocky Mountain
Conservancy(RMC), Visit Estes Park(VEP) and the Town have
conducted some meetings on pursuing a partnership at the
Visitor Center.
• We have explored opportunities for the RMC to be involved in
the daily operations. This would include the RMC having a
“Nature Store” in the Visitor Center and eventually making the
Visitor Center their education hub.
• VEP is interested in being involved with the infrastructure and
modernization of the Visitor Center.
• The Nature Store would fill an important role in providing
information and products related to Rocky Mountain National
Park.
• Visitor Services receives a significant number of inquiries from
guests about Rocky Mountain National Park. Having RMC staff
on site who are qualified to answer park-related questions is a
significant benefit to Visitor Center guests.
RMC Partnership Short-term Goal (Summer 2022)
Page 6
6/8/2022
• Nature Store
RMC merchandise
Sell National Park Passes
RMC would have their own counter and provide 1-2 clerks
depending on the time of year
• The RMC would return a percentage of sales to the Visitor
Center for needed improvements
• Town staff and volunteers would continue to provide
information at the front counter and over the phone. Those
duties would not change.
RMC Partnership Short-term Goal (Summer 2022)
• RMC Educational Programming
• Educational hub for the RMC
Visitor Center used for short orientations and a gathering
place
Relocate RMC Education staff offices to the 2nd Floor of the
Visitor Center
RMC Partnership Long-term Goal
Page 7
6/8/2022
Questions?
Page 8
TOWN ADMINISTRATOR’S OFFICE Report
To: Honorable Mayor Koenig
Board of Trustees
Through: Town Administrator Machalek
From: Jason Damweber, Assistant Town Administrator
Date: June 14, 2022
RE: Environmental Sustainability Task Force – Staff Recommended
Implementation Items
Purpose of Study Session Item:
Review and discuss staff recommended implementation items associated with the
Environmental Sustainability Task Force report.
Town Board Direction Requested:
Confirm whether the staff recommended implementation items listed below are
satisfactory and/or if there are other items the Town Board would like to see prioritized
for implementation.
Present Situation:
The Town Board created the ad-hoc Environmental Sustainability Task Force (ESTF)
through Resolution 55-21 on June 22, 2021. The charge of the ESTF was to develop
recommendations for the Board regarding the Town’s role in initiatives, strategies and
tactics to advance environmental sustainability. A report with the Task Force’s
recommendations was presented to the Town Board on February 8, 2022. The Town
Board held a study session at their subsequent meeting on February 22 to discuss the
recommendations and next steps. At the conclusion of their discussion the Board
directed staff to review the recommendations – considering feasibility, human and
financial resources required for implementation, and responsible agencies (several
recommendations would be more appropriately addressed by organizations other than
the Town) – and bring back recommended/priority items for the Town Board’s
consideration during its strategic planning process for 2023.
Following up on the Town Board’s direction, the Executive Leadership Team and other
staff reviewed the ESTF’s recommendations and subrecommendations in light of the
considerations noted above and developed a list of recommended next steps and action
items. Because many of the recommendations and subrecommentations overlap, and
because some subrecommendations were deemed feasible while others associated
with the same recommendation were not, the list focuses on action items and intent
rather than the exact ESTF language in the numbered recommendations.
Proposal:
Staff proposes the following items for implementation beginning in 2023. We believe
these could be accomplished with existing staff although there would be budgetary
Page 9
impacts associated with many of the items. It should be noted that some items may be
ongoing or take more than one year to fully address.
● As a component of Development Code, Municipal Code and Building Code
review and updates, consider new regulations and/or incentives associated with:
○ Wind generators
○ Solar power generation
○ Energy-efficient homes (low flow toilets and showers, appliances, etc.)
○ Reduction in gas hook-ups
○ Electric vehicle (EV) infrastructure (for all residential and commercial
building types)
○ Requirement for lodging facilities, including short-term rentals, to provide
recycling bins
● Incorporate sustainability and resiliency as key themes of the Comprehensive
Plan (this is actually a requirement of the Department of Local Affairs grant used
to fund the Comprehensive Plan process).
● Evaluate and implement reduced year-round residential electricity rates for off-
peak usage (this will be a multi-year effort in collaboration with Platte River
Power Authority).
● Organize and invest in distributed energy generation and storage (this will be a
multi-year effort in collaboration with Platte River Power Authority).
● Consider creation of parking incentives for EVs.
● Advocate for the installation of additional EV chargers around Town.
● Plan for implementation of the Colorado Plastic Pollution Reduction Act, which
among other things will prohibit stores and retail food establishments from
providing single-use plastic carryout bags at the point of sale.
● Assist with educational efforts associated with recycling, home energy-saving,
and other sustainable practices (such as promoting the use of reusable bags,
straws, water bottles, etc.), including sharing information from the County on
recycling practices and composting.
● Encourage and support sustainability efforts of the Estes Park Schools and Estes
Valley Library.
● Prepare an effectiveness report as outlined in the Complete Streets Policy (which
would include the number of projects completed, number of projects
incorporating complete streets infrastructure, actual infrastructure added, number
of transit and non-motorized users, and community attitudes and perceptions).
● Discontinue purchasing of bottled water using Town funds.
● Provide more recycling bins in Town facilities, especially where there are larger
gatherings of the public (such as the Visitor Center and Event Center).
● Create zero-waste guidelines for event organizers holding an event on Town
property, and work with private groups and event venues to implement zero-
waste practices into their own activities.
● Continue to work with partners (Fire District, Larimer County, Boulder County) to
promote yard debris and slash removal and management that does not involve
the landfill.
● Monitor the old Estes Park landfill at Moraine Avenue and Elm Road for methane
emission and research the feasibility of capturing methane gas for energy use.
● Install additional water refill stations in Town facilities.
Page 10
● Continue staff participation and involvement in Climate Smart Larimer County
efforts.
● Consider “green fleet and equipment” policy, where internal combustion engine
vehicles and equipment are replaced with “greener” options as they are replaced.
Staff also proposes that we periodically revisit the ESTF report in order to determine if
there are additional recommendations that we can implement as circumstances change.
Advantages:
• Evaluating and implementing strategies based on the ESTF recommendations
will advance the cause of environmental stewardship.
Disadvantages:
• None.
Finance/Resource Impact:
To be determined during budget development process.
Level of Public Interest:
Medium.
Page 11
6/15/2022
Staff Recommended Implementation Items
from the ESTF Task Force Report
JUNE 14, 2022 TOWN BOARD STUDY SESSION
Overview
•The Town Board created the ad-hoc Environmental Sustainability Task Force (ESTF)
through Resolution 55-21 on June 22, 2021. The charge of the ESTF was to develop
recommendations for the Board regarding the Town’s role in initiatives, strategies and
tactics to advance environmental sustainability
•Per direction from the Town Board at Study Session earlier this year staff reviewed the
ESTF recommendations and developed a list of implementation items for 2023.
o In developing the list, staff considered feasibility, human and financial resources required for
implementation, and responsible agencies (several recommendations would be more
appropriately addressed by organizations).
o We believe the items can be accomplished with existing staff although there would be
budgetary impacts associated with many of the items.
o Some items may be ongoing or take more than one year to fully address.
Page 12
6/15/2022
ESTF Implementation Items
●As a component of Development Code, Municipal Code and Building Code review and updates,
consider new regulations and/or incentives associated with:
○Wind generators
○Solar power generation
○Energy-efficient homes (low flow toilets and showers, appliances, etc.)
○Reduction in gas hook-ups
○Electric vehicle (EV) infrastructure (for all residential and commercial building types)
○Requirement for lodging facilities, including short-term rentals, to provide recycling bins
●Incorporate sustainability and resiliency as key themes of the Comprehensive Plan (this is
actually a requirement of the Department of Local Affairs grant used to fund the Comprehensive
Plan process).
●Evaluate and implement reduced year-round residential electricity rates for off-peak usage (this
will be a multi-year effort in collaboration with Platte River Power Authority).
ESTF Implementation Items
●Organize and invest in distributed energy generation and storage (this will be a multi-year effort
in collaboration with Platte River Power Authority).
●Develop Electric Vehicle Infrastructure & Readiness Plan
o Consider creation of parking incentives for EVs.
o Advocate for the installation of additional EV chargers around Town.
●Plan for implementation of the Colorado Plastic Pollution Reduction Act, which among other
things will prohibit stores and retail food establishments from providing single-use plastic
carryout bags at the point of sale.
●Assist with educational efforts associated with recycling, home energy-saving, and other
sustainable practices (such as promoting the use of reusable bags, straws, water bottles, etc.),
including sharing information from the County on recycling practices and composting.
Page 13
6/15/2022
ESTF Implementation Items
●Encourage and support sustainability efforts of the Estes Park Schools and Estes Valley Library.
●Prepare an effectiveness report as outlined in the Complete Streets Policy (which would include
the number of projects completed, number of projects incorporating complete streets
infrastructure, actual infrastructure added, number of transit and non-motorized users, and
community attitudes and perceptions).
●Discontinue purchasing of bottled water using Town funds.
●Provide more recycling bins in Town facilities, especially where there are larger gatherings of
the public (such as the Visitor Center and Event Center).
●Create zero-waste guidelines for event organizers holding an event on Town property, and work
with private groups and event venues to implement zero-waste practices into their own
activities.
ESTF Implementation Items
●Continue to work with partners (Fire District, Larimer County, Boulder County) to promote yard
debris and slash removal and management that does not involve the landfill.
●Monitor the old Estes Park landfill at Moraine Avenue and Elm Road for methane emission and
research the feasibility of capturing methane gas for energy use.
●Install additional water refill stations in Town facilities.
●Continue staff participation and involvement in Climate Smart Larimer County efforts.
●Consider Zero Emission Fleet Transition Plan and “green equipment” policy, where internal
combustion engine vehicles and equipment are replaced with “greener” options as they are
replaced.
Page 14
6/15/2022
Feedback and Questions
●We plan to periodically revisit the ESTF report in order to determine if there are
additional recommendations that we can implement as circumstances change.
Page 15
Page 16
TOWN ADMINISTRATOR’S OFFICE Report
To: Honorable Mayor Koenig
Board of Trustees
Through: Town Administrator Machalek
From: Jason Damweber, Assistant Town Administrator
Date: June 14, 2022
RE: Workforce and Attainable Housing Philosophy Check-in
Purpose of Study Session Item:
Provide the Town Board with an opportunity, at the outset of the Housing Needs
Assessment, to review and discuss its interests and priorities regarding workforce and
attainable housing.
Town Board Direction Requested:
Indicate any new or changed direction regarding the Town’s goals and role with respect
to workforce and attainable housing.
Present Situation:
The Town Board approved Policy 227: Workforce Housing Guidelines in December 2020.
The policy clarifies how the Town defines workforce and attainable housing, outlines the
Town’s goals and role associated with workforce housing, and establishes the Workforce
Housing Reserve. A new Town Board has been sworn in since the policy was approved,
and there have been many discussions related to workforce and attainable housing in the
Estes Valley stemming from rising housing prices, local economic circumstances
(including worker shortages), discussions about the funding mechanism for the Town’s
reserve funds, negotiations related to the Fish Hatchery workforce housing project, and
the recent passage of House Bill 22-1117. Also, the Town recently engaged Root Policy
Research to conduct a new Housing Needs Assessment and Strategic Plan.
Proposal:
That the Town Board review Policy 227: Workforce Housing Guidelines with a particular
focus on the high-level goals and the Town’s role, and confirm whether there have been
any changes that might impact the work of the consultant selected to conduct the new
Housing Needs Assessment. At a later date, once the assessment is complete, staff will
come back to the Board with information gleaned from the study to provide an opportunity
to revise Policy 227 however the Board determines to do so.
Advantages:
• Periodic review and discussion of policies provides staff with a clearer
understanding of the intent and desires of the Town Board as circumstances
change over time.
Page 17
Disadvantages:
• None.
Finance/Resource Impact:
Not applicable.
Level of Public Interest:
High.
Attachments:
1. Policy 227: Workforce Housing Guidelines
2. Presentation
Page 18
Effective Period: Until superseded
Review Schedule: Annually
Effective Date: December 8, 2020
References: EPDC Chapter 11 § 11 .4, Finance Policy 671
1.PURPOSE
ADMINISTRATION
227
Workforce Housing Guidelines
This policy defines workforce housing for the Town's purposes, articulates the Town's
workforce housing goals, articulates the Town's role related to workforce housing, and
establishes a funding mechanism to advance the Town's workforce housing goals.
2.POLICY
The shortage of workforce housing in the Estes Valley creates significant challenges for
local businesses and other employers, including the Town of Estes Park, when it comes
to attracting and retaining employees for both year-round and seasonal occupations.
Town leadership has long acknowledged this issue and the need for development of a
range of housing options that will be available and attainable for all members of the
community. The Estes Park Development Code provides incentives in the form of density
bonuses for developers that "provide a variety of attainable and workforce housing
options for persons living and/or working in the Estes Valley." The Town's 2020 Strategic
Plan includes an objective to establish Workforce Housing Guidelines.
3.PROCEDURE
a.Definition of Workforce Housing
For the Town's purposes, Workforce Housing is defined as housing within the Estes
Park R-3 School District for people who work within the boundaries of the school
district that is attainable for someone earning less than 175% Area Median Income.
Thus, workforce housing opportunities created or facilitated by the Town shall be
located within the school district and pricing should accommodate individuals and
families making less than 175% AMI.
i.Larimer County Area Median Income, Defined. The Larimer County Area
Median Income is the current applicable area median income for Larimer County
published by the U.S. Department of Housing and Urban Development.
ii.Renter-Occupied Attainable Housing Units: Consistent with Estes Park
Development Code Chapter 11, Section 11.4, "attainable housing units" and
"workforce housing units" for renters shall mean the following:
Document Title
Revisions: 0
a)Housing units that are attainable to households earning 175% of the Larimer
County Area Median Income or below, adjusted for household size.
Policy 227 -Workforce Housing Guidelines
Town of Estes Park, Town Administrator's Office
12/8/2020
Page 1 of 4
Attachment 1
Page 19
b)To qualify as attainable units, housing costs (i.e., rent and utility expenses)
must not exceed thirty percent (30%) of the maximum income for an imputed
household size based on 175% of the Larimer County Area Median Income.
The imputed household size is equal to one and one-half (1.5) times the
number of bedrooms in the unit. For example, rent on a two-bedroom unit
would be equal to 30% of the monthly income limit cit a three-person family;
for a three-bedroom unit the rent should not exceed 30% of the monthly
income of a four-and-one-half-person family-the midpoint of the range of a
four-and five-person family.
c)If the property owner does not pay all utility expenses, then a utility allowance,
computed by the Estes Park Housing Authority, must be subtracted from the
housing cost to determine the maximum rent.
iii.Owner-Occupied Attainable Housing Units: Consistent with Estes Park
Development Code Chapter 11, Section 11.4, "attainable housing units" and
"workforce housing units" for unit owners shall mean the following:
a)Housing units that are attainable to households earning 175% of the Larimer
County Area Median Income or below, adjusted for household size.
b)To qualify as attainable units, housing costs must not exceed 40% of the
175% Larimer County Area Median Income, adjusted for household size.
b.Workforce Housing Goals
The Town's goals associated with workforce housing, which should inform Town
decisions related to development, are as follows:
•Increase the availability of workforce housing within the boundaries of the school
district.
•Preserve or facilitate rehabilitation of existing workforce housing as opportunities
arise.
•Promote the construction of housing within the school district that is affordable to
households with incomes at or below 175% of the area-wide median.
•Promote greater housing choices (including levels of affordability, as well as
rental and ownership options) for households with incomes at or below 175% of
the area-wide median income within the school district, including those for year
round employees as well as seasonal employees.
•Negotiate with developers, as necessary, to ensure that developments with
housing units include workforce housing with a range of affordability for
individuals or households earning between 30% and 175% of AMI.
•Assist local employers in reducing critical labor shortages of skilled and semi
skilled workers by providing housing that will be accessible to the worker's places
of business.
•Work with Larimer County to further the Town's workforce housing goals within
the school district in areas that fall outside of Town limits.
Document Title
Revisions: 0
Policy 227 -Workforce Housing Guidelines
Town of Estes Park, Town Administrator's Office
12/8/2020
Page 2 of 4
Page 20
c.The Town's Role
The Town's formal role with respect to workforce housing is to:
•Support the Estes Park Housing Authority both financially and as an active
partner and participant in its housing development and strategic planning efforts.
•Advocate for development that includes workforce housing with a range of
affordability for households with incomes at or below 175% of the area-wide
median income, with a preference for housing that is affordable for those earning
between 60-80% AMI.
•Partner with private entities/developers to create workforce housing on Town
owned property (although the preferred approach is to work through the EPHA in
these efforts).
•Provide financial support for the development of workforce housing.
•Periodically review the Development Code and make revisions as appropriate
and feasible to encourage development of workforce housing.
•Work with Larimer County to further the Town's workforce housing goals within
the school district in areas that fall outside of Town limits.
d.Workforce Housing Reserve
i.Establishment: The Town will create a new reserve within the General Fund
dedicated to advancing the workforce housing goals outlined above.
ii.Appropriations to the Workforce Housing Reserve: On an annual basis as
part of the budget development process, Town staff will identify the dollar amount
of sales tax revenue expected to be received in excess of 105% of the budgeted
revenues (if applicable). The Board will consider appropriating all or a portion of
these excess revenues to the Workforce Housing Reserve within the General
Fund. The Town Board may appropriate funds to the Workforce Housing
Reserve whenever and in whatever amount it deems appropriate.
a)Other Revenues: In addition to the appropriations outlined above, other
revenue sources for the Workforce Housing Reserve may include donations,
clean and lien repayments, loan repayments, vacant property registration fees
or proper ty tax surcharges, proceeds from the sale or lease of public property,
and grants related to workforce housing related activities.
iii.Workforce Housing Reserve Expenditures:
Document Title
Revisions: O
a)The Workforce Housing Reserve will be the primary place where funds used
to further Workforce Housing goals are allocated and reserved for
expenditure. Expenditures from the Workforce Housing Reserve Fund will
include, but are not limited to:
•Acquisition of real property to be used for workforce housing
•Construction of new housing
Policy 227 -Workforce Housing Guidelines
Town of Estes Park, Town Administrator's Office
12/8/2020
Page 3 of 4
Page 21
•Redevelopment, rehabilitation, or repair of existing property to be used
for workforce housing
•Down payment assistance programs for Town staff or others
•Subsidies for developments that offer workforce housing, including tap
fee subsidies
•Pre-development activities for developments that offer workforce housing
b)Base Funding for the Estes Park Housing Authority, if approved by the Board
during the annual budget development process, will remain in the Outside
Entity Funding budget. The Housing Authority will remain eligible for funds
consistent with Finance Policy 671: Town Funding of Outside Entities.
12-?-2o2C)
Date
Document Title
Revisions: O
Policy 227 -Workforce Housing Guidelines
Town of Estes Park, Town Administrator's Office
12/8/2020
Page 4 of 4
Page 22
6/8/2022
Workforce and Attainable Housing Philosophy
JUNE 14, 2022 TOWN BOARD STUDY SESSION
Purpose
•Provide the Town Board with an opportunity to discuss its interests and
priorities regarding workforce and attainable housing.
Attachment 2
Page 23
6/8/2022
Current Situation
•The Town Board approved Policy 227: Workforce Housing Guidelines in December
2020. The policy clarifies how the Town defines workforce and attainable housing,
outlines the Town’s goals and role associated with workforce housing, and establishes
the Workforce Housing Reserve.
•A new Town Board has been sworn since the policy was approved, and there have
been many Board and community discussions about workforce and attainable housing
in the Estes Valley stemming from soaring housing prices, local economic
circumstances (including worker shortages), discussions about the funding mechanism
for the Town’s reserve funds, negotiations related to the Fish Hatchery workforce
housing project, and the passage of HB22-1117.
•As we kick off the new Housing Needs Assessment, staff wanted to check in with the
Town Board to see if anything has changed with respect to its workforce and attainable
housing philosophy, particularly with respect to overarching goals and the Town’s role.
Workforce Housing Goals
Increase the availability of workforce housing within the boundaries of the school district.
Preserve or facilitate rehabilitation of existing workforce housing as opportunities arise.
Promote the construction of housing within the school district that is affordable to households with
incomes at or below 175% of the area-wide median.
Promote greater housing choices (including levels of affordability, as well as rental and ownership
options) for households with incomes at or below 175% of the area-wide median income within the
school district, including those for year-round employees as well as seasonal employees.
Negotiate with developers, as necessary, to ensure that developments with housing units include
workforce housing with a range of affordability for individuals or households earning between 30%
and 175% of AMI.
Assist local employers in reducing critical labor shortages of skilled and semi-skilled workers by
providing housing that will be accessible to the worker’s places of business.
Work with Larimer County to further the Town’s workforce housing goals within the school district in
areas that fall outside of Town limits.
Page 24
6/8/2022
The Town’s Role
Support the Estes Park Housing Authority both financially and as an active partner and
participant in its housing development and strategic planning efforts.
Advocate for development that includes workforce housing with a range of affordability for
households with incomes at or below 175% of the area-wide median income, with a preference
for housing that is affordable for those earning between 60-80% AMI.
Partner with private entities/developers to create workforce housing on Town-owned property
(although the preferred approach is to work through the EPHA in these efforts).
Provide financial support for the development of workforce housing.
Periodically review the Development Code and make revisions as appropriate and feasible to
encourage development of workforce housing.
Work with Larimer County to further the Town’s workforce housing goals within the school
district in areas that fall outside of Town limits.
Page 25
Town Clerk <townclerk@estes.org>
Housing study session agenda focus redirection
Wendy Koenig <wkoenig@estes.org>Tue, Jun 7, 2022 at 1:32 PM
To: Town Clerk <townclerk@estes.org>
To: Trustees
From: Wendy Koenig
CC: Travis Machalek, Town Administrator
Jason Damweber, Assistant Town Administrator
Jackie Williamson, Town Clerk
Date: June 7, 2022
Re: Topic – Study Session, June 14, 2022
This memo is a follow-up to a conversation Travis and I had yesterday afternoon 6/6/2022, during which we discussed the agenda for the Study
Session on June 14. When the topic of the guidelines for attainable and workforce housing in Estes Park was raised as an agenda item for the
session, I suggested that the topic, as it was framed, not be on the agenda for the next session, rather focus on broader and philosophical goals
of the Town Board regarding housing.
My reason for making the suggestion is twofold.
First, a needs assessment and strategic plan study by Root is underway. Upon its completion, AMI’s findings should inform the actions we take
about housing and related guidelines. Attempting to consider the guidelines at the next study session for the purpose of updating them,
without knowing the findings of the study raises the possibility of us making uninformed decisions that could overtime contribute to
inappropriate appropriation of public funds.
Second, as we seek to resolve the issue of attainable and workforce housing here, let’s not use guidelines and philosophy interchangeably, but
view guidelines as steering the actions that support a philosophy. When we apply this distinction, then a sequence of topics, from philosophy
to guidelines to action, becomes apparent. For instance, a presentation about current guidelines seems to be an appropriate
next topic for a study session. That presentation, sets the stage at a subsequent session about philosophy, followed by
a discussion about additional information and research board members need…and so on. This more functional approach will serve as a map for
our consideration of attainable and workforce housing in Estes Park and increases the likelihood that whatever action we might take will
be well informed and beneficial to the townspeople of Estes Park.
Benjamin Franklin said, “If you fail to plan, you are planning to fail”. I agree with Ben. And as the elected representatives of the townspeople, I
believe we have a responsibility to take up the housing challenge that faces Estes Park in a thoughtful, sequential, well-planned, informed and
decisive manner. Not doing so, will be planning to fail. That’s why at the beginning of the study session next Tuesday, I will be
raising the matter and ask for your input.
Reference: Governing Policies of the Town of Estes Park, 1.9 2.2, page s22-23
--
Wendy Koenig
Mayor
Town of Estes Park
Page 26
June 28, 2022
• Larimer County Regional Transportation
Planning
July 12, 2022
• Quarterly CompPAC Update
Items Approved – Unscheduled:
• Zoom Public Participation Option
• Air Quality and Woodsmoke
• Governing Policies Updates
• Stanley Park Master Plan
Implementation
• Downtown Loop Updates as Necessary
Items for Town Board Consideration:
• None
Future Town Board Study Session Agenda Items
June 14, 2022
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