HomeMy WebLinkAboutPACKET Town Board Study Session 10-23-2018c
Tuesday, October 23, 2018
TOWN BOARD 5:00 p.m. – 6:45 p.m.
STUDY SESSION Board Room
4:45 p.m. - Dinner
5:00 p.m. Stormwater Management Project Update.
(Manager Hook)
5:30 p.m. 2019 Strategic Plan Review.
(Board Discussion)
6:05 p.m. Formation of Ad Hoc Childcare & Housing Taskforce.
(Board Discussion)
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
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PUBLIC WORKS Report
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Lancaster
From: David Hook, Engineering Manager
Greg Muhonen, Public Works Director
Date: October 23, 2018
RE: Stormwater Management Project Update
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER_Update_
QUASI-JUDICIAL YES NO
Objective:
Present an update on the proposed Estes Valley Stormwater Management Project.
Present Situation:
The GIS consultant has submitted to Town and County PW staff the impervious area
measurements on each improved parcel in the Estes Valley Development Code
boundary. As staff have jointly worked through this data to recalculate new estimated
utility fees based on the recommended SMP model, additional questions have been
raised. As such, staff is not yet ready to present fee information to the Town Board,
County Commissioners, or the general public. One challenge that Staff has
encountered is the correct assignment of the land use classification (residential & non-
residential zoning) to all parcels so that fee statistics (e.g. maximum, minimum,
average, and median) can be presented for each of the individual zoning districts.
Rather than present fee information without having fully resolved our questions, staff is
seeking further policy guidance from the Town Board and County Commissioners. The
Town and Larimer County PW staff are scheduled for a work session with the County
Commissioners on October 22, 2018. A verbal update of that discussion will be
presented to the Town Board on October 23, 2018.
Proposal:
Staff proposes to continue to work through the data and return to the Town Board and
County Commissioners with estimated fees. Before this can occur, Staff needs policy
guidance on the following:
1. Should we move forward to the public with the allocation of proposed user fees
which are uniformly based on the amount of impervious area on each parcel
regardless of land uses or zoning designation? This approach results in fair, but
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creates some unreasonably high monthly user fees when trying to generate only
46% of the project costs ($2M per year).
2. Is it considered fair for all parcel owners to pay the same monthly fee regardless
of impervious area? This approach eliminates high outlier fees on all parcels.
3. Should the project scope be scaled back to hit a targeted maximum user fee?
4. Should the user fee concept be abandoned and replaced with a sales tax request
to the Town voters?
5. Is the content of the attached parcel owner letter and mock utility bill satisfactory?
6. Is the content of the attached proposed survey #2 satisfactory?
With this direction, Staff will return to the Commissioners and Trustees for authorization
to launch additional public outreach that will be conducted for about one month and
include:
1. Mailing the informational letter to all parcel owners and introduce them to their
estimated user fee via a sample utility bill.
2. Posting online survey #2 to obtain feedback from the public.
3. Town Public Works staff will hold one-on-one consultations during which the
public can meet with staff to discuss the SMP and proposed user fees.
Following this effort, Staff proposes to return to the Town Board and County
Commissioners for further discussion of the feedback received from the public and to
receive direction from both Boards about whether or not to move forward with a
particular program for managing stormwater in the Estes Valley.
Advantages:
Town Board continues to receive project updates on the proposed SMP.
Disadvantages:
This new course of action will add time to the process of gathering additional
feedback for Board consideration of the proposed SMP.
Action Recommended:
Policy guidance as outlined above.
Finance/Resource Impact:
The implementation of any stormwater management program will require new funding of
some sort. Staff’s previous recommendation uses a mixture of utility fees and future
sales tax. The range of values of fee and sales tax revenue can vary widely depending
on the size of the stormwater program, its speed of implementation and preferences on
how to balance revenue generation between user fees, grants and sales tax.
Level of Public Interest
The level of public interest seen to date is moderate for this program. Staff believes the
interest level will increase with the new course of action described above.
Attachments:
Draft letter and mock stormwater utility bill
Draft online survey
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Public Works Engineering Streets
Facilities Fleet Parks
970-577-3587 publicworks@estes.org
170 MACGREGOR AVE. P.O. BOX 1200, ESTES PARK CO. 80517 WWW.ESTES.ORG
WE DON’T HAVE TO LIVE WITH THIS! November 1, 2018 Dear Estes Valley Property Owner: We have a problem in Estes Valley. We flood. Repeatedly. It is common to see flooding in neighborhoods and in roadways. We don’t have enough stormwater pipes and inlets to control the water, and many of the existing pipes are severely deteriorated. While not every property floods and incurs damage, all of us in the community contribute to flooding and are impacted by flooding. To varying degrees, flooding hurts each of us economically and emotionally. It is a community problem that requires a community effort to solve. While we cannot stop all flooding, we can take steps to reduce the resulting damage. The Stormwater Management Project was an idea conceived after the 2013 Flood. The amount of damage sustained from this flood was substantial, and the Town Board directed staff to explore how we could make our community more resilient and better protect property from future floods. The Town received a grant to create a Stormwater Master Plan, and then completed a proposed Stormwater Utility Feasibility Study. The plan and feasibility study combined to create the Stormwater Management Project. This effort identified the need for future projects that would cost $79 million (in 2017 dollars) and proposed improvements be constructed over 30 years. It is estimated that on an average, $4.3 million would need to be raised each year to make this community more resilient and fund projects. The Town explored three ways to manage stormwater including forming a new special taxing district or authority, combining the two wastewater districts with stormwater and creating a single wastewater district, and creating a stormwater utility service similar to the Town’s water and electricity utilities. Given our existing utility administration and project management resources, staff believes a stormwater utility is the best organizational approach to fix the many drainage issues identified in the Stormwater Management Project. The work would include several large projects along the rivers and up to 350 smaller projects in neighborhoods [Table ES.4 in the Stormwater Management Plan]. The Town also explored funding methodologies using many combinations of utility fees, sales tax, grants, program costs and program duration. The proposed fee includes three parts: an administrative fee, operations and maintenance fee (O&M), and a facilities expansion fee. The O&M and facilities expansion
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Public Works Engineering Streets
Facilities Fleet Parks
970-577-3587 publicworks@estes.org
170 MACGREGOR AVE. P.O. BOX 1200, ESTES PARK CO. 80517 WWW.ESTES.ORG
fees are based on impervious areas (man-made areas covered by hard surfaces in which rain does not soak
into the ground, i.e. rooftops, paved driveways, patios, parking lots, etc.). The Town contracted with a consulting professional to use GIS tools to measure impervious areas on improved properties within the Estes Valley Development Code boundary. No fees are proposed for unimproved properties. Staff is recommending implementing the full project list. The proposed monthly utility fees could contribute an estimated $60 million toward the improvements, and eventually (possibly in 2024) voters could consider using a sales tax to pay $70 million for the balance of the needed improvements. The year 2024 is when the 2014 1A sales tax sunsets. An earlier and larger tax could certainly be considered if that is the desire of the voters. Enclosed we have provided a sample monthly billing which reflects the current estimated cost for the parcel(s) you own. They are based on GIS measurements of impervious areas on each parcel. This estimated fee will change if more accurate measurements of your impervious area are confirmed and result in greater than 10 percent change on the user fee. Please understand that this is a proposed project and proposed utility fee. The Town Board and the County Commissioners asked Town staff to conduct additional outreach to gather feedback from the community regarding the Stormwater Management Project. We need to know if you agree with this proposed project and proposed utility fee. Please take a moment to visit our website at www.estes.org/stormwater to learn more and to complete the online Estes Valley Stormwater Utility Questionnaire (link at top of webpage) by Friday, November 30, 2018. This information will be shared and a decision will be made by the Town Board and County Commissioners whether or not to proceed. Your voice matters and Town staff would like to share your feedback. For more information about this project visit our website or contact David Hook at (970) 577-3586 or by email at dhook@estes.org. Respectfully, Greg Muhonen, PE, Public Works Director Encl. Sample Stormwater Utility Bill
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Town of Estes Park
170 MacGregor Ave., PO Box 1200 INVOICE NO.100
Estes Park, CO 80517-1200 INVOICE DATE 10/18/2018
(970) 123-4567 DATE DUE 11/15/2018
www.estes.org CUSTOMER ID ABC12345
TO
Property Owner
Company Name
1234 Riverside Drive
Estes Park, CO 80517
DESCRIPTION Parcel Number Property Address Flat Fee TOTAL
Stormwater Utility 987456 1234 Riverside $XX.XX $XX.XX
Stormwater Utility 874564 7890 Riverside $XX.XX $XX.XX
TOTAL DUE $0.00
THANK YOU FOR YOUR BUSINESS!
Make all checks payable to Town of Estes Park.
INVOICE
Invoice For: Stormwater Improvements
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DRAFT Stormwater Questionnaire 2
Estes Valley Stormwater Utility Questionnaire
Public Outreach 2, DRAFT 10-15-2018
1. Do you agree that stormwater drainage problems exist in the Estes Valley?
Yes
No
Comment:
2.The Town recently sent a letter to property owners with information on the Stormwater
Management Program and staff’s recommendation to address stormwater issues via a new
Stormwater Utility in the Estes Valley. Did you receive this letter?
Yes
No (If you did not receive this letter please contact the Town Public Works office,
publicworks@estes.org, 970-577-3587)
Comment:
3.Should the Town of Estes Park and Larimer County address our neighborhood and river
flooding risks by creating of a new Stormwater Utility in the Estes Valley Development Code
area? Select all that apply.
Yes for neighborhood flooding risks
Yes for river and creek flooding risks
Both
Neither, please propose an alternative:
Comment:
4.Staff’s recommendation includes funding stormwater improvements via a blend of sales tax
(54%) and Utility fees (46%). If the proposed Stormwater Utility were to go forward, how
would you prefer the improvement projects be funded? Select the percent allocation that best
represents your preference for a) Utility fee and b) Sales tax. Together these must total 100%.
a.Utility fee
b.Sales tax
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DRAFT Stormwater Questionnaire 2
5.If a Stormwater Utility fee were to be a part of the Stormwater Utility funding structure, do you
feel the proposed fee (see letter referenced in #2) for your property is:
Too high: what adjustments should be made to address this?
Reduce program costs
Increase non-fee funding (e.g., sales tax)
Other:
Fairly balanced
Too low: what adjustments should be made to address this?
Increase the number of projects or expand proposed Stormwater Program
Reduce non-fee funding (e.g., sales tax)
Other:
6.Other comments:
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10/23/2018
1
ESTES VALLEY STORMWATER MANAGEMENT PROJECT
Work Session, October 22, 2018
Stormwater Master Plan
Stormwater Funding
10/23/2018 1
Agenda
•Stormwater Master Drainage Plan
•Implementation
•Funding Mechanisms
•Public Involvement
•Questions & Potential Next Steps
10/23/2018 2
10/23/2018
2
PHASE I. STORMWATER MASTER DRAINAGE PLAN
10/23/2018 3
•Five Major Drainage Basins
•Dry Gulch Basin
•Black Canyon Basin
•Fall River Basin
•Big Thompson River Basin
•Fish Creek Basin
•Development Code Boundary
•Town of Estes Park Boundary
Stormwater Master
Planning Area
10/23/2018 4
10/23/2018
3
Priority 1 Improvements
10/23/2018 5
•Life/Health Safety
•On Major Drainageways
•Dry Gulch, Black Canyon, Fall River, Upper Big
Thompson, Fish Creek
•On Arterials
•US 34, US 36, SH 7, SH 66, Devils Gulch Rd,
Marys Lake Rd, Fish Creek Rd, etc.
•On Critical Facilities & Access
•Hospital Routes and Police/Town Hall
Priority 2 Improvements
10/23/2018 6
•Local Roads
•Property Damage along Major Drainageways
•Secondary Drainageways
•Known and Repetitive Problem Areas
•Property Damage along Secondary/Tertiary Drainageways
•Tertiary Drainageways
•Minimal Focus on Private Facilities: Roads/Driveways, Culverts, Bridges, etc.
Priority 3 Improvements
10/23/2018
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Financing and Financial Impacts
•Total Estimated Cost of Master Plan Capital Improvements: $79.1 million
Priority 1 Projects: $44.2 million
Priority 2 Projects: $23.3 million
Priority 3 Projects: $11.6 million
Implementation – How to Fund?
Stormwater Utility Fee
Sales Tax
Combination of Fee & Tax
Grants
10/23/2018
5
Stormwater Fees – Factors to Consider
•Equity – fairly & appropriately apportion costs
•Simplicity – easily understood by public
•Adequacy – provide sufficient revenue to implement master plan improvements
•Consistency – in basis for rates with other partner entities
•Practicability – consideration of data development and maintenance needs for
implementation of rate structure & billing system
•Impervious area, such as the areas covered by roofs and concrete, is the common basis
for assessing charges
•Businesses tend to have relatively more impervious area than residences
Basis for Stormwater Fees
From 2016 Black & Veatch Stormwater Utility Survey
From 2016 Black & Veatch Stormwater Utility Survey
2016 Nationwide Survey of 74 Stormwater Utilities
10/23/2018
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Stormwater Fees – 2016 Comparisons
From 2016 Black & Veatch Stormwater Utility Survey
Setting Stormwater Fees
Total cost and duration of stormwater improvement program determines
revenue requirements
୭୲ୟ୪ ୟ୬୬୳ୟ୪ ୰ୣ୴ୣ୬୳ୣ ୬ୣୣୢୣୢ
୭୲ୟ୪ ୧୫୮ୣ୰୴୧୭୳ୱ ୟ୰ୣୟ ୱ୯୳ୟ୰ୣ ୣୣ୲ ୧୬ ୱୣ୰୴୧ୡୣ ୟ୰ୣୟ
ൌ Cost per square foot per year
10/23/2018
7
Setting Stormwater Fees
Flat Rate
Single Family Residential = one fixed fee
Tiered Residential Example
Small<6,000 sf lot 0.67 ERU
Medium 6,000 sf to 0.25 acre 1.0 ERU
Large> 0.25 acre 1.5 ERU
= 1 Equivalent
Residential Unit (ERU)
Setting Stormwater Fees
•Measured Impervious Area for all residential properties
•Tiers
•Unique value used for each property
•Measured Impervious Area for all properties AND density coefficient
(residential rates lower than commercial)
10/23/2018
8
Stormwater Fees – Residential Rate Structure
From 2016 Black & Veatch Stormwater Utility Survey
Impervious Area Determination
From 2016 Black & Veatch Stormwater
10/23/2018
9
Stormwater Fees – Residential Rate Structure
From 2016 Black & Veatch Stormwater Utility Survey
From 2016 Black & Veatch Stormwater Utility Survey
Stormwater Fees – 2016 Comparisons
From 2016 Black & Veatch Stormwater Utility Survey
10/23/2018
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Implementation
•Estes Valley Stormwater Utility to generate ~$2M annually in fees
and fund 46% of total needs
•Potential future Estes Park sales tax (2024?) to fund balance of
improvements
•Apply for grant funding as opportunities arise
Questions & Potential Next Steps
•What type of residential fee structure is supported?
•Flat rate
•Tiered rate
•Actual measured impervious area
•Should there be upper limits on fees for residential and/or non‐residential
parcels?
•Should the scope of stormwater projects be scaled back or constrained to fit
a maximum residential user fee and/or maximum non‐residential fee?
•Further evaluation of residential vs. non‐residential uses in the Estes Valley
•Zoning Districts such as Rural Estate can contain both types of uses
•Continued Public Involvement
•Informational Letter to Property Owners
•Online Survey #2 to Obtain Additional Input
10/23/2018
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QUESTIONS???
Elkhorn Avenue, July 26, 2017, ~5:15pm
10/23/2018 21
*Outcome areas, Goals and Objectives are not listed in any priority order
KEY OUTCOME AREAS GOALS (5-7 YEARS)2019 BOARD OBJECTIVES (1 year time frame)
a. We will work to make Town codes and regulations more user-friendly
and easier to understand and use, while ensuring they are effective and
enforceable and support development.
1. Accelerate code updates and improvements
b. We will construct and maintain a high-speed broadband network for
businesses and residents. (contingent on Board actions in 2018)2. The Board will discuss and give direction on implementation of the Downtown Plan.
c. We will create and sustain favorable business climate and attitude
3. Where appropriate, the Town will play a supportive role with specific local and/or
regional economic development projects, including but not limited to those outlined in
the EDC Economic Strategy Plan
d. The Town will encourage events, activities and development that
enhance a year round economy.4. Continue to participate in local, regional, and state economic development.
a. We will develop plans and build the financial strength for redundant
raw water sources to our water treatment plants. 1. Engage the Community in discussions of the role of renewable energy in Estes Park
b. Use results from PRPA Technical and financial studies to establish long
term energy goals 2. Develop a facilities needs assessment
c. We will pursue flood mitigation measures to reduce the risk to lives
and properties and minimize costs to the community 3. Pursue funding for flood mitigation projects
d. We will complete stall replacements at the Fairgrounds 4. We will prioritize and pursue projects and funding to reduce flood risk and flood
insurance costs for the property owners and businesses of the Estes Valley
Town of Estes Park 2019 Strategic Plan: Vision, Mission and Goals* DRAFT 2
VISION: The Town of Estes Park will enhance our position as a premier mountain community.
MISSION: The Mission of the Town of Estes Park is to provide high-quality, reliable services for the benefit of our citizens, guests and employees, while being good stewards of public resources and our natural setting.
1 Robust Economy - We have a diverse, healthy
year-round economy.
e. The Town will participate as a partner in local, regional and state
economic development efforts.
2 Infrastructure - We have reliable, efficient and
up-to-date infrastructure serving our
residents, businesses and guests.
Page 1 of 5 11
*Outcome areas, Goals and Objectives are not listed in any priority order
KEY OUTCOME AREAS GOALS (5-7 YEARS)2019 BOARD OBJECTIVES (1 year time frame)
Town of Estes Park 2019 Strategic Plan: Vision, Mission and Goals* DRAFT 2
VISION: The Town of Estes Park will enhance our position as a premier mountain community.
MISSION: The Mission of the Town of Estes Park is to provide high-quality, reliable services for the benefit of our citizens, guests and employees, while being good stewards of public resources and our natural setting.
1 Robust Economy - We have a diverse, healthy
year-round economy.e. We will work in partnership with the Estes Valley Watershed Coalition,
to restore stream corridors damaged by the 2013 flood and to implement
resiliency projects to protect streams and property from future flooding.
5. Implement recommendations of stormwater master plan (tentative, based on
future board discussions)
6. Develop options for upgrading and improving Cleave Street
a. We have high quality, functional and clean public facing infrastructure
that exceed the expectations of our guests
1. Partner with Visit Estes Park to conduct a Visitor Needs Survey
b. We will explore the options for the future ownership and operation of
the Conference Center
4 a. We will pursue achieving the staffing levels recommended in the police
department staffing needs study.1. Participate as a partner in the County's regional wasteshed planning.
b. We will improve and protect the quality of the environment.
c. We will implement projects and policies which promote sustainability.
d. We will maintain safe and healthy environments on Town owned
properties.
e. In partnership with Larimer County, we will investigate alternative
technologies for recycling and waste management.
2
Public Safety, Health and Environment - Estes
Park is a safe place to live, work, and visit
within our extraordinary natural environment
Exceptional Guest Services - We are a
preferred Colorado mountain destination
providing an exceptional guest experience.
3
Infrastructure - We have reliable, efficient and
up-to-date infrastructure serving our
residents, businesses and guests.
Page 2 of 5 12
*Outcome areas, Goals and Objectives are not listed in any priority order
KEY OUTCOME AREAS GOALS (5-7 YEARS)2019 BOARD OBJECTIVES (1 year time frame)
Town of Estes Park 2019 Strategic Plan: Vision, Mission and Goals* DRAFT 2
VISION: The Town of Estes Park will enhance our position as a premier mountain community.
MISSION: The Mission of the Town of Estes Park is to provide high-quality, reliable services for the benefit of our citizens, guests and employees, while being good stewards of public resources and our natural setting.
1 Robust Economy - We have a diverse, healthy
year-round economy.a. We will serve as a catalyst to develop available housing solutions for
underserved segments of our community
1. Define housing needs and identify potential plans for action. Develop a strategy for
addressing workforce housing demands, reflecting the housing needs assessment
implementation strategies.
b. We will serve as a catalyst to encourage infant and childcare solutions
for our community.2. Develop and adopt appropriate code changes to encourage housing development
c. We will work to make Town codes and regulations more user-friendly
and easier to understand, while ensuring they are effective, enforceable
and support reasonable development. 3. Revise code definition of Workforce for housing purposes
4. Explore code changes that could encourage childcare services
5. Begin implementation of the Downtown Plan.
6. Revise the Comprehensive Plan
7. Revisit revisions and updates to the Stanley Historic District overlay zone.
a. We will maintain a well-trained and educated town staff.
b. We will provide adequate funding for staffing needed to provide the
appropriate level of services to our citizens and guests.
c. We will conduct a citizen survey biennially to measure our
performance and citizen preferences.
Outstanding Community Services - Estes Park
is an exceptionally vibrant, diverse, inclusive
and active mountain community in which to
live, work and play, with housing available for
all segments in our community.
5
Governmental Services and Internal Support -
We will provide high-quality, reliable basic
municipal services for the benefit of our
citizens, guests, and employees, while being
good stewards of public resources
6
Page 3 of 5 13
*Outcome areas, Goals and Objectives are not listed in any priority order
KEY OUTCOME AREAS GOALS (5-7 YEARS)2019 BOARD OBJECTIVES (1 year time frame)
Town of Estes Park 2019 Strategic Plan: Vision, Mission and Goals* DRAFT 2
VISION: The Town of Estes Park will enhance our position as a premier mountain community.
MISSION: The Mission of the Town of Estes Park is to provide high-quality, reliable services for the benefit of our citizens, guests and employees, while being good stewards of public resources and our natural setting.
1 Robust Economy - We have a diverse, healthy
year-round economy.
a. We will continue to reduce traffic congestion throughout the Town.
1. Pursue new peds crossing on Highway 7 with CDOT
2. Develop wayfinding plan for downtown neighborhood, as determined by Downtown
Neighborhood Plan
3. Implement and install downtown wayfinding signage
4. Pursue acquiring an additional electric trolley and supporting charging stations
c. Coordinate transportation planning with the transportation and transit
plans of RMNP
5. Continue to explore opportunities for funding expansion and operation of our
shuttle system.
d. We will continue to develop connectivity of trails in the Estes Valley in
partnership with other local entities as described in the Estes Valley Trails
Master Plan.
6. Work to enhance shuttle services in town.
e. We will Include bike/pedestrian lanes wherever possible along with
the street improvements.7. Discontinue free shuttle services to areas outside of town limits
f. We will provide safe access for users to the trail system 8. Coordinate operating season of Town Shuttle system with RMNP Hiker Shuttles
g. Pursue funding for completing pedestrian underpass at Moraine Bridge
(pending flood mitigation projects downstream, allowing us to open up
restricted flow areas under the bridge). 9. Bring back the Green route for employees.
10. Pursue funding opportunities for construction of the Fall River Trail
a. Continue to evaluate financial policies that provide adequate fund
balances and reserves. 1. Explore areas for enhancing Town revenue
8 Town Financial Health - We maintain a strong
and sustainable financial condition, balancing
expenditures with available revenues,
including adequate cash reserves for future
needs and unanticipated emergencies.
Transportation - We have safe, efficient and
well maintained multi-modal transportation
systems for pedestrians, cyclists, vehicles and
transit.
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b. The street rehabilitation efforts will result in an average pavement
condition index of 70 or above for the Town street network by 2024.
Governmental Services and Internal Support -
We will provide high-quality, reliable basic
municipal services for the benefit of our
citizens, guests, and employees, while being
good stewards of public resources
6
Page 4 of 5 14
*Outcome areas, Goals and Objectives are not listed in any priority order
KEY OUTCOME AREAS GOALS (5-7 YEARS)2019 BOARD OBJECTIVES (1 year time frame)
Town of Estes Park 2019 Strategic Plan: Vision, Mission and Goals* DRAFT 2
VISION: The Town of Estes Park will enhance our position as a premier mountain community.
MISSION: The Mission of the Town of Estes Park is to provide high-quality, reliable services for the benefit of our citizens, guests and employees, while being good stewards of public resources and our natural setting.
1 Robust Economy - We have a diverse, healthy
year-round economy.
2. Review the Town's policy on marijuana sales
3. Adopt an annexation policy to aggressively pursue annexations
4. Review current policy of maintaining a 20% unallocated fund balance in the General
Fund. Consider increasing the fund balance %
8 Town Financial Health - We maintain a strong
and sustainable financial condition, balancing
expenditures with available revenues,
including adequate cash reserves for future
needs and unanticipated emergencies.
Page 5 of 5 15
16
RESOLUTION #XX-18
A RESOLUTION AUTHORIZING THE FORMATION OF AN AD-HOC TASK FORCE TO
EVALUATE THE TOWN’S ROLE IN WORKFORCE HOUSING AND CHILDCARE
WHEREAS, Available and affordable workforce housing and childcare are identified
essential needs for a prosperous and sustainable community; and
WHEREAS, The Town Board is committed to evaluating ways that the Town can help
address the availability and affordability of workforce housing and childcare; and
WHEREAS, The 2018 Childcare Needs Assessment presented data and options for
addressing problems with childcare availability and affordability in the Estes Valley; and
WHEREAS, The 2016 Housing Needs Assessment presented data and options for
increasing workforce housing options in the Estes Valley; and
WHEREAS, The Family Advisory Board has made recommendations to the Town Board
on the subject of childcare; and
WHEREAS, The Town Board has requested a more detailed exploration and evaluation
of options for Town involvement in the areas of workforce housing and childcare in the Estes
Valley.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE
TOWN OF ESTES PARK, COLORADO that
Section 1: The Workforce Housing and Childcare Task Force is hereby established to
develop recommendations for the Town Board concerning the Town’s role in workforce housing
and childcare initiatives.
Section 2: The members of this task force will be Trustee Bangs, Trustee Norris, and
Assistant Town Administrator Machalek.
Section 3: The scope of this task force will be limited to developing recommendations
for the Town Board of Trustees on strategies and tactics to address Workforce Housing and
Childcare availability and affordability issues.
DATED this day of , 2018.
TOWN OF ESTES PARK
____________________________________
Mayor
ATTEST:
______________________________
Town Clerk
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18
November 13, 2018
Estes Transit for 2019
Changes to VEP Intergovernmental
Agreement with Larimer County
November 27, 2018
E-Bike Policy
Update on Parking Utilization &
Number of Reserved Spaces
Complete Streets Policy
December 11, 2018
Quarterly Update on Downtown
Estes Loop Project
Final Review of Strategic Plan
Introduction to Water Rates Study
Process
January 8, 2019
Benefits of Roundabouts
Discussion of “Open Space”
Designations on previous zoning
maps
Stanley Park Master Plan
Items Approved – Unscheduled:
Revisit Policy 402 and 901
Regarding Fee Waiver Requests
Estes Park Housing Authority
Project on Highway 7 – Part II
Discussion with Town Prosecutor
EPIC Update
Items for Town Board Consideration:
Building Deferred Maintenance
Future Town Board Study Session Agenda Items
October 23, 2018
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