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Home My WebLink AboutPACKET Town Board Study Session 2015-09-08 Tuesday, September 8, 2015 TOWN BOARD 4:30 p.m. – 6:40 p.m. STUDY SESSION Rooms 202/203 4:30 p.m. Final Review of 2016 Strategic Plan (Administrator Lancaster) 5:15 p.m. Dinner Served 5: 30 p.m. Discuss Possible Community Development Fees. (Director Chilcott) 6:15 p.m. Trustee & Administrator Comments & Questions.  Board Salary Review. 6:25 p.m. Future Study Session Agenda Items. (Board Discussion) 6:40 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 4:15 p.m.” AGENDA TOWN ADMINISTRATOR Memo To: Honorable Mayor Pinkham Board of Trustees From: Frank Lancaster, Town Administrator Date: September 8th, 2015 RE: Review of Draft Town Board Strategic Plan for 2016 Objective: For the Board to review their draft strategic plan and to give staff direction as to any revisions they determine they would like to make. Present Situation: Each year the Board reviews the Town’s strategic plan and sets specific one year objectives for tBoard activities that are in alignment with the overall goals and outcome areas adopted by the Board. The Board has had two meetings this year to revise their new objectives and this is an opportunity to finalize these objectives prior to the upcoming budget discussion. (Attached is the most recent redline draft of the strategic plan. A reformatted draft will be provided prior to the meeting on Tuesday but was not available in time for inclusion in the meeting packet.) Proposal: None – discussion only Advantages:  Provide guidance for budget preparation  Provide priorities for staff efforts in the coming year  Communicate to the public the priorities of their Town government Disadvantages:  none Action Recommended: None – discussion item only Level of Public Interest moderate Note – Any item requiring a change to the Municipal Code, Development Code or any other action requiring an Ordinance to be passed by the Town Board is required to have the Ordinance included. 2016 Strategic Plan 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. KEY OUTCOME AREAS  Robust Economy ‐ We have a diverse, healthy year round economy  Infrastructure‐ We have reliable, efficient and up to date infrastructure serving our residents, businesses and guests  Exceptional Guest Services ‐ We are the preferred Colorado mountain destination providing an exceptional guest experience.  Public Safety, Health and Environment ‐ Estes Park is a safe place to live, work, and visit within our extraordinary natural environment  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.  Governmental Services and Internal Support ‐ We provide high‐quality, reliable basic municipal services for the benefit of our citizens, guests, and employees, while being good stewards of public resources  Transportation ‐ We have safe, efficient and well maintained multi‐modal transportation systems for pedestrians, vehicles and transit. GOALS (5‐7 YEARS ) Robust Economy  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 reasonable development. We encourage the new Board of Appeals to look at our regulations and codes and give suggestions.  The Town encourages events, activities and development that enhance a year round economy  The Town participates as a partner in Local, Regional and State Economic Development Efforts Deleted: 1  We will encourage optimal the use of the PRPA/Town fiber infrastructure  We will review the potential for redevelopment of areas of town where appropriate Infrastructure  We will provide safe access for users to the trail system  We will continue to pursue grants and utilize available open space funding to develop connectivity of trails in the Estes Valley in partnership with other local entities as described in the Estes Valley Trails Master Plan.  We will continue to address parking options throughout the Town. We will develop plans and build the financial strength for redundant raw water sources to our Water Treatment Plants. Exceptional Guest Services  The Events Center Complex meets the 2013 CH Johnson pro‐forma financial projections  Complete stall replacements at the Fairgrounds  We will plan for future upgrades and expansion of the Conference Center Public Safety, Health and Environment  We will implement projects and policies which promote sustainability, to improve the quality of the environment.  We will maintain safe and healthy environments on Town owned properties.  We will investigate alternative technologies for recycling and waste management  We will continue to pursue projects and funding to reduce flood risk and flood insurance costs for the property owners and businesses of the Estes Valley Outstanding Community Services  We will increase the capacity of the Senior Center, considering the recommendations of the Museum and Senior Center Master Plan in coordination with the Estes Valley Recreation and Parks District Community Center  We will plan and implement the celebration of the 100th Anniversary of the Town.  We will serve as a catalyst to develop available housing solutions for all segments of our community.  We will continue to work with the Estes Valley Recreation and Parks District and the other partners in the Community Center, to develop and build the Community Center, including the Senior Center  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 reasonable development. We encourage the Board of Appeals to look at our regulations and codes and give suggestions. Governmental Services and Internal Support  We will implement an enterprise wide document management system  We will maintain a well‐trained and educated town staff. Deleted: <#>We will review the potential redevelopment of areas affected by the FLAP grant ¶ Deleted: We will upgrade the Glacier Creek Water Treatment plant to maintain redundant water treatment. Deleted: ¶ Deleted: <#>We will increase the capacity of the Museum, considering the recommendations of the Museum and Senior Center Master Plan including addressing the need for artifact storage facilities¶  We will conduct a citizen survey biennially to measure our performance and citizen preferences  We will ensure town finances are strong with adequate fund balances and sustainable reserves. Transportation  We will continue to address downtown traffic issues  All Town Streets have a pavement condition index of 70 or above. The street rehabilitation efforts will result in an average pavement condition index of 70 or above for the Town street network by 2024 2016 Board Objectives (1 year time frame) Robust Economy  Revise the sign code to be simpler and easy to understand but retaining the basic intent. (to be completed in 2015)  Complete Downtown Neighborhood Plan and develop implementation options in partnership with the downtown residents and businesses. (BID, DDA, URA, Etc.)  To be in a supportive role to the formation and operation of a Creative Arts District.  Coordinate with the EDC on the selection and implementation of options to provide increased broadband access within the Estes Valley  Continue to participate in local, regional, and state economic development.  Define the role of Town Government in Economic development as it relates to the Estes Valley EDC and other organizations Infrastructure  Complete the environmental studies required for the extension of the Fall River Trail using the Paul Sarbanes Grant  Pursue funding opportunities for construction of the Fall River Trail  Start planning for the use of the Trail sales tax dollars  Partner with the Rec District in updating an implementing the Estes Valley Trails Master Plan  Repair trails damaged during the flood, utilizing Larimer County open space $ for our match portion of the funding  Complete construction of the Phase 1 of the Visitor's Center parking structure  Pursue funding for future phases of the Visitor’s Center Parking Structure  Pursue funding for additional parking structures $$  Complete repairs to utilities due to flood damage.  Develop and adopt a policy on Town installation of empty conduit with other Town projects.  Explore the need for a storm water master plan and the feasibility of a storm water utility (including flood plain considerations) $$  Develop a facilities needs assessment for equipment and other storage, including the museum storage facility Exceptional Guest Services  Investigate ways to improve signage for special events $$  Complete a needs assessment and conceptual plan for improvements to the Conference Center $$ Deleted: of our Deleted: will be classified at a fair condition (~70%) or above Commented [FL1]: Alternative language suggested by Greg Muhonen Deleted: 2015 Deleted: <#>Explore with the public and downtown business partners, options for downtown improvements and redevelopment (BID, DDA, URA, Etc.) ¶ Deleted: <#>Explore with the public and business partners and the Transportation Advisory Committee, the option of paid parking in some areas ¶ Start Deleted: pahses Deleted: <#>Make specific implementation decisions for the improvement or replacement of the Glacier Creek Treatment plan¶ Develop a sustainable funding plan for facility maintenance ¶ Deleted: <#>Implement the newly adopted strategy for evaluating, recruiting and retaining special events in the Town, including a strategy for events¶ Repair the roof at the Conference Center ¶ Public Safety, Health and Environment  Continue the program to provide bear resistant trash and recycling receptacles  Participate as a partner in the County's regional wasteshed planning  Work to restore the streams damaged by the flood and to redefine the flood plains within Town boundaries. Outstanding Community Services  Develop plans for the Town’s 100th Anniversary in 2017 $$  Reevaluate and implement phase 5 of Bond Park improvements  Revise the sign code to be simpler and easy to understand but retaining the basic intent.  Define the housing needs and identify potential plans for action. o Develop a strategy for addressing seasonal housing demands  Define the role of the Town, the EDC, the EPHA and the Business community and private sector in partnering to address the various housing needs in the Estes Valley  Consider the development of neighborhood development plans for specific areas throughout the Estes Park Town Limits (after the conclusion of the Downtown Neighborhood plan, and in conjunction with the Planning Commission) o Identify additional neighborhoods for specific neighborhood plans to be incorporated into the Comprehensive plan. Governmental Services and Internal Support  Implement the capital planning process.  Complete a needs assessment and recommendation for an enterprise document management system. $$  Conduct the biennial Citizen’s Survey $$  Develop a standard set of contracts for Town Activities Transportation  Proceed with the next steps in the Loop Project, (to be determined after the completion of the NEPA EA in 2015)  Complete preventative maintenance activities on Town roads, as adequate funds become available.  Complete the reconstruction of Dry Gulch  Adopt a and implement a plan for utilization of the new sales tax funds for street improvements  Include bike/pedestrian lanes wherever possible along with the street improvements   Investigate the costs and opportunities to expanding transit services year round  Develop wayfinding plan for downtown neighborhood, as determined by Downtown Neighborhood plan $$  Coordinate with CDOT improved signage on Highway 7, US 34 and US 36 Deleted: <#>Complete the mitigation work at the Elm Road Landfill¶ Consider adopting the dangerous buildings and building maintenance sections of the International Building Code¶ Deleted: <#>Update the comprehensive plan¶ Deleted: <#>Complete an updated housing needs study of the Estes Valley¶ Deleted: <#>Develop and adopt a policy for accepting public art, memorials and donations ¶ Continue to work with the Estes Valley Recreation and Parks District and the other partners in the Community Center, to develop and build the Community Center, including the Senior Center¶ Participate with Rocky Mountain National Park in their 100th Anniversary in 2015 ¶ Form a Centennial Celebration Committee¶ Deleted: <#>Complete the revision and updating of Board and Administrative town policies.¶ Deleted: <#>Evaluate and prioritize implementation of Transportation Visioning Committee signage recommendations¶ Complete the flood damage repairs to the Fish Creek corridor.¶ Complete the flood damage repairs to other Town roads.¶ Begin the Downtown Loop Project, starting with the NEPA process and public outreach COMMUNITY DEVELOPMENT Memo To: Honorable Mayor Pinkham Board of Trustees Town Administrator Lancaster From: Mallory Baker, Planning Consultant Date: September 4th, 2015 RE: Discuss Possible Community Development Fees Objective 1. To obtain direction from Honorable Mayor Pinkham and the Board of Trustees on the level of cost recovery appropriate for the Community Development Department. 2. To obtain direction from Honorable Mayor Pinkham and the Board of Trustees on three potential fee schedule models for the Town of Estes Park Planning Department. Each of the three models aims to provide a fair and equitable fee schedule for development review while improving coverage of department costs. 3. To obtain direction from Honorable Mayor Pinkham and the Board of Trustees on improved cost recovery and equitability for building permit fees through changes in valuation and audit procedures. Present Situation and Methodology The current Town of Estes Park Development Review Fee Schedule was last amended over ten years ago. As the economy continues to strengthen and the development and construction revert to pre-Recession levels, the Community Development Department has the opportunity to reexamine its revenue potential. As such, the CDD has analyzed current revenue and expenses, as well as fee schedules adopted by economically, regionally, and demographically comparable communities, to devise three potential development review fee schedule models for the Planning Division that will ensure a fair, equitable, and attractive development environment while improving coverage of key department costs. Additionally, the CDD has analyzed three potential valuation and audit procedure models that will improve cost recovery in the Building Division and ensure fairness and equitability among different construction projects. Development Review Fee Schedule: The Community Development Department is expected to yield $94,636 in revenue for 2015, procured from development review, planning fees, and the Larimer County IGA. Based on the recorded Staff Time estimates for 2015 , including estimated Planner I time, and applicable overhead, the total estimated Community Development Department expense as it relates to Development Review for 2015 is $274,526.72. The department is at an expense coverage level of 34% for Development Review. The enclosed analysis examines development and plan review fees necessary to recoup estimated expenses, including overhead, at 50%, 75%, 90%, and 100% (See Exhibit A). The analysis also takes into account the fee schedules of demographically, economically, and regionally comparable communities. The majority of such communities, as shown by the enclosed analysis, have adopted some mechanism for covering costs for larger or more complex projects, whether that be through an acreage fee, an additional review fee, or a cost reimbursement model (See Exhibit C). With a clearer understanding of the fees that would be needed to offset the Town’s actual costs, there are three potential fee structure models to consider that would allow for improved coverage of department costs while ensuring a fair, equitable, and attractive development environment. Note: None of the following proposed fee structure models accounts for Public Works or Utility Department expenses associated with Development Review. Proposal Option 1: Traditional (Current) Fee Model Overview: The Traditional (Current) Fee Model would entail adoption of an updated version of the current fee schedule based on a certain level of expense coverage (50%, 75%, 90%, or 100%), charging a standardized fee based on the type of application or project. Advantages:  Simple, standardized model  Consistent with current fee structure format Disadvantages:  No mechanism for accurate assessment of per-project staff time  More complex projects are subsidized by simpler ones Option 2: Cost Reimbursement Model Overview: The Cost Reimbursement Model would set forth reasonable non-refundable land use fees sufficient to cover the cost of administration, inspections, publication of notices, public hearing expenses and reproduction of materials. The non-refundable fees may not be adequate to fully cover the Town’s expenses in reviewing land use applications so this model would require the Town to collect a refundable cash deposit which would be sufficient to cover the Town’s expenses in considering land use applications, including, but not limited to, staff time, attorney fees, and other consultant fees (i.e., floodplain, planning, etc.). The Town would expend the monies collected from the Applicant in the form of land use fees and cash deposits, in the payment of expenses incurred in processing the Applicant’s request, throughout the development review process, until final completion of the project. Any funds held by the Town and not expended, will be refunded to the A pplicant upon completion or termination of the project. Advantages:  Development pays its own way  Accurate assessment and cost recovery per-project  Applicants have the ability to reduce their review fees by submitting complete, code- compliant development review applications Disadvantages:  More complex implementation Option 3: Combination Model Overview: The Combination Model would require a Cost Reimbursement structure for more involved applications, such as Development Plans, Minor and Major Subdivisions, Code Amendments, and Annexations, while simpler applications, such as Administrative Appeals, Legal Lot Determinations, and ROW and Easement Vacations would use a flat fee. Advantages:  Accurate assessment and cost recovery per-project  Simple, standardized model for less complex projects  Applicants have the ability to reduce their review fees in the case of some development review applications by submitting complete, code-compliant documents Disadvantages:  No mechanism for accurately assessing staff time per-project and per-project type for typically smaller projects  More complex implementation Building Permit Valuation: Though the current Building Permit Fee Schedule is equal to comparable communities, such as the Larimer County Building Department, the City of Loveland, the City of Longmont, the Town of Breckenridge, and the Town of Vail, the building department only collects an estimated 60% of actual building permit fees because of inaccurate valuations provided by applicants, particularly for new structures. Based on anticipated 2015 building permit revenue, the Building Department will yiel d $175,000, or a 56% coverage rate of total expenses related to building permits, estimated at $310,632.60 (See Exhibit B). While coverage for the Building Department is comparatively strong, equitability is a key issue only solvable through changes in the valuation assessment and audit structure. According to data provided by the Chief Building Official, building valuations for new structures are typically only estimated at 60% actual cost, while new additions, porches, etc. are estimated at 100% actual cost. This inequity could be addressed through an Estes Park- specific valuation model, as well as a regulated and standardized audit procedure for low valuations. Option 1: Maintain Existing System Overview: This option would involve maintenance of the existing building permit valuation system, audit system, and waivers. The existing system is expected to yield a 56% coverage rate of departmental expenses related to building permits, including staff time and a pplicable overhead costs. Advantages:  No changes required Disadvantages:  No anticipated improvements in cost recovery  Inequity among job types Option 2: Use International Code Council Valuation System with the Colorado Regional Cost Modifier of 0.99 Overview: This option would entail using the most recently issued International Code Council Building Valuation Data (BVD), which is updated every six months, with the Colorado Regional Cost Modifier of 0.99 to estimate the value of building permit re view projects. Advantages:  Greater equity and uniformity for all construction and development types  Consistency with other Colorado communities Disadvantages:  More complex implementation than maintaining existing system  Statewide cost modifier does not accurately depict Estes Park’s construction valuations Option 3: Locally-based Assessment Model and Standardized Audit Procedure Overview: This option would require the adoption of a locally-based valuation assessment model and audit procedure. Valuation Assessment Model: Because of higher construction costs in Estes Park, the current assessment model is inaccurate and enables low valuations. This option would propose an assessment model with per square foot calculations based on a range provided by a pool of local contractors. The ranges would encompass each of the construction types typical to the Town. For example, new residential construction would be based on whether the home is a Basic Home, a Spec Home, a Custom Home, and a Log Home. Audit Procedure: This option would also include the adoption of a standardized audit procedure for low valuations. If a stated valuation on a building permit application deviated from the average range compiled by local construction data, the formal bid would be requested, and the project would be audited following construction. Advantages:  Improved cost recovery through valuation accuracy and standardized project auditing  Adherence to ICC standards with a local modifier  Greater equity across project types Disadvantages:  Would require feedback and consensus from the development community prior to implementation  Most complex implementation Budget Changes to the Development Review Fee Schedule would impact Account Number 101 -1600. Changes to the Building Permit Valuation and Audit Procedures would impact Account Number 101-2300. Level of Public Interest The level of public interest of the general citizenry is expected to be high for changes to building permit valuation and audit procedures, as changes to the current system will impact a wide range of construction projects and the fees incurred. The level of public interest is expected to be high for the Planning Division development review fee schedule, specifically for the development community, as any changes to the fee schedule will impact the overall costs for development projects. Next Steps We recommend that any proposed changes to the Development Review Fee Schedule or Building Permit Review Valuation and Audit Procedures are referred to the development community via a Stakeholder Meeting to discuss options and perceived impact on development pace and general environment. Attachments Exhibit A: Development Review Fee Schedule at Different Coverage Levels Exhibit B: Building Permit Review Revenue and Expense Coverage Exhibit C: Development Review Fee Schedule: Comparison Communities EXHIBIT C Community Development Department: Planning Division Development Review Fee Schedule: Comparison Communities Application Type Estes Valley (Town)Estes Valley (County)Loveland Longmont Thornton Nederland Crested Butte Annexation 1,500.00$ N/A $1,217 (PUD) + acreage fee* $2,282 (Not PUD)+ acreage fee* $1,000 (up to 1 acre) $2,000 (up to 10 acres) $3,500 (up to 40 acres) $3,500 + $10/acre (>40) $300+ $75 per each additional review $16,900 (Standard) $8,450 (Residential; no further development)Cost reimbursement agreement Rezoning 3,000.00$ 4,000.00$ 760.00$ $750 + $10/acre $695 + 173.75 per each additional review $1,000 + $1,000 deposit for review fees Cost reimbursement agreement Easement Vacation 100.00$ 100.00$ $305 $250 +$100/additional $250 + $62.50 per each additonal review $500 N/A Right-of-Way Vacation 100.00$ 200.00$ $305 $250 +$100/additional $250 + $62.50 per each additonal review $500 $20/25 ft Administrative Appeal 300.00$ 200.00$ $300 N/A 90 + $22.50 per each additional review N/A N/A Variance: BOA Prior to Construction 500.00$ 500.00$ $229 $250 + $100/additional N/A N/A N/A Variance: BOA After Construction 880.00$ 500.00$ 229.00$ " "N/A N/A N/A Staff Level Minor Mod: Prior 100.00$ 50.00$ N/A $100 (SF residential) $250 (all others) $250 + $62.50 per each additonal review N/A N/A Staff Level Minor Mod: After 185.00$ 50.00$ N/A " "" "N/A N/A Pre-Application Conference 500.00$ 800.00$ N/A N/A N/A N/A N/A Development Plan 2,000.00$ Varies $100 General SDP $1,217 PUD Development Plan + acreage fee** $1,000 (3 year vesting) $5,000 (> 3 year vesting) $580 + $145 per each additional review $1,000 + $1,000 Deposit Cost reimbursement agreement Development Plan Amendment 600.00$ N/A N/A DP fees include amendments $290 + $72.50 per each additional review N/A Incl. in cost reimbursement agreement Development/ Annexation Agreement 1,500.00$ N/A 300.00$ $750 (up to 10 lots or 10 acres) $1,500 (up to 100 lots or 100 acres)N/A Cost reimbursement agreement Cost reimbursement agreement Development Agreement Mod 600.00$ -$ 150.00$ $250 (administrative) $500 (all others)N/A Incl. in cost reimbursement agreement Incl. in cost reimbursement agreement Prelim Sub Plat 3,000.00$ Varies 913.00$ $750 (up to 10 lots or 10 acres) $1,500 (up to 100 lots or 100 acres) $2,500 (>100 lots or 100 acres) $230 + $15.00/acre, +25% per each additional review $500 Cost reimbursement agreement Final Sub Plat 3,600.00$ 3,600.00$ 1,065.00$ $500 (up to 10 lots or 10 acres) $1,000 (up to 100 lots or 100 acres) $1,500 (>100 lots or 100 acres)" "$500 Cost reimbursement agreement Amended Plat 560.00$ 600.00$ 264.00$ SD fees include amendments $250 + $62.50 per each additonal review $500 Incl. in cost reimbursement agreement Prelim Condo Map 1,200.00$ 285.00$ N/A N/A N/A N/A N/A Final Condo Map 285.00$ 285.00$ N/A N/A N/A N/A N/A *Acreage fee: PUD: Up to 400 $53.50 per acre; Over 400 $4.55 per acre Non-PUD: Up to 400 $38.00 per acre; Over 400 $3.05 per acre **Acreage fee: Up to 1200 Acres $15.25 per acre Above 1200 Acres $4.55 per acre Town of Estes Park Community Development DepartmentFEE SCHEDULE ANALYSIS:DEVELOPMENT REVIEWBUILDING PERMITS A NEW ENVIRONMENT: Fee Schedule amendments have not been completed in over 10 years. INEQUITY: The current systems are allowing certain projects to be subsidized by others. Changes could level the field for all applicants.COST RECOVERY: Fee Schedule changes would allow for greater internal cost recovery, and thus a more sustainable General Fund.Why is this important now? Scope of Analysis•Development Review: Three methods to improve cost recovery based on current departmental revenue and expenses. •Building Permits: Three methods to address inaccuracy and inequity in valuation assessments for building permit fees. Development ReviewThree Methods for More Equitable Fee Collection What is Development Review? What is Development Review? •A key step in the process between development concept and development reality•Ensures a development’s compliance with a municipality’s development code (in Estes Park, the Estes Valley Development Code) •Prevents future code compliance issues that impact the community•Forwards long-range planning goals, such as the Comprehensive Plan and the Downtown Plan How and Why are Fees Collected?Development Review Fees help cover costs associated with the review process, including staff time and overhead costs. A standard fee is collected for pre-application meetings and formal applications, based on the type of application. Typical Overhead Costs:Printing CostsOffice SuppliesSite Visit MileageAdministrationLegal FeesTypical Planning Staff Costs:Pre‐Application Meeting(s)Completeness ReviewCode Compliance ReviewPlanning Commission Hearing(s)Town Board Hearing(s) Estes Park Development Review: Cost Coverage2015 Anticipated Expenses: $274,527(Staff Time, Legal Fees, Overhead)2015 Anticipated Revenue: $94,636(Larimer County IGA, Development Review Fees) Estes Park Development Review: Cost Coverage2015 Anticipated Cost Coverage: 34%BRECKENRIDGE: 100%NEDERLAND: 68%STEAMBOAT: 26%BOULDER: 200% Question: What level of cost coverage for development review is appropriate? Answer: It depends. Key Factors:1. How a community perceives new development2. How a community wants to fund its Community Development Department3. How a community wants to fund its long-range planning efforts LOW EXPENSE COVERAGE: The department is currently covering 34% of related staff time and overhead costs. INEQUITY: The current fee model charges the same fee for the same project types, meaning more complex projects are subsidized by simpler ones. VOLUME: The current volume of applications has lead to increased staff time and department overhead.Current Estes Valley Development Review Fee Schedule: Key Disadvantages Inequity: An Example220 Virginia Drive: Staff-Level Development PlanThe complexity of this project, stemming from jurisdictional issues related to a private court order, have resulted in increased staff time during both the pre-application phase and the formal application phase. Prior to a formal application submittal, the CDD spent a total of $1,064 in staff time on a pre-application meeting, informal meetings with the HOA and developer, and a site visit. $1064 is over 50% of the $2,000 application fee. OPTION A: CURRENT FEE SCHEDULEOPTION B: COST REIMBURSMENT MODELOPTION C: COMBINATION MODELDevelopment Review Fee Schedule: OptionsStandard fee schedule based on a selected level of cost coverage. Developers responsible for tracked costs associated with application. Cost reimbursement or standard fee, depending on the application type. Building Permit ReviewThree Methods for More Equitable Fee Collection What is Building Permit Review? What is Building Permit Review? •A key step in the process between development concept and development reality•Ensures that all buildings in the Town, from new homes, to porches and gazebos, to large-scale multi-family and commercial projects, adhere to international and local building, fire, and other standards that keep occupants and the community safe How and Why are Fees Collected?Building Permit Fees help cover costs associated with the review process, including staff time and overhead costs. Fees are based on the dollar valuation of the job, which is provided by the applicant. Estes Park Building Permit Review: Cost Coverage2015 Anticipated Expenses: $310,633(Staff Time, Administration, Overhead)2015 Anticipated Revenue: $175,000(Building Permit Fees) Estes Park Building Permit Review:Cost Coverage2015 Anticipated Cost Coverage: 56%While the Building Division’s cost coverage for Building Permit Review is strong (over 50%), inequity among project valuations is a key disadvantage to the current system. Estes Park Building Permit Review:Cost CoverageEstes Park’s Building Permit Fee Schedule is comparable to most communities in Colorado. However, the valuations provided by applicants, especially for new home builds, are not accurate when compared to actual construction costs in the Town. Because the fees are based on this valuation, the fee collected is inaccurate when the valuation is inaccurate. DWARFED EXPENSE COVERAGE: The department’s expense coverage is limited by inaccurate valuations.INEQUITY: While new builds often lowball valuations, additions and other project types offer more accuracy, meaning their fees are assessed at a higher rate.VOLUME: The current volume of applications has lead to increased staff time and department overhead.Building Permit Fees: Key Issues OPTION A: CURRENT SYSTEMOPTION B:ICC REGIONAL MODIFIEROPTION C: LOCALIZED VALUATIONDevelopment Review Fee Schedule: OptionsMaintain current system for assessing project valuations.Adopt the International Code Council’s Valuation System with the Colorado Regional Modifier (0.99) Assess project valuations based on average local construction costs. To Recap…•The Planning Department yields a 34% expense coverage rate for Development Review, while the Building Department yields a 56% expense coverage rate for Building Permit review and issuance.•Changes to the Fee Schedules and Systems could offer improved cost recovery, a level playing field, and a more efficient department. To Recap…•The Town Board should determine the level of expense coverage appropriate for the Community Development Department. •Next steps should include a stakeholder meeting with the development community to assess any negative impacts. Timeline•Mid-October: Stakeholder Meeting to discuss potential changes to the Community Development Department Fee Schedules and Valuation Procedures•Tuesday, November 10th: Adoption of new Development Review Fee Schedule and Building Permit Valuation Procedures, concurrent with 2016 Budget Adoption September 22, 2015  International Property Maintenance Code (Dangerous Buildings Code) and Adoption of New International Building Code Draft Reviews  Briefing on Storm Drainage and Flood Management Issues and Management Options. Discussion of Storm Water Utility. October 19, 2015  Final Avalanche Economic Development Strategy Report November 10, 2015  Discussion of Noise Ordinance Items Approved – Unscheduled: (Items are not in order of priority)  Update on the Status of the Events Center Finances  Update on Upcoming Construction Schedules for Major Projects Through 2018  Fish Hatchery Property Discussion  Process for interviewing for Boards and Commissions  Local Preference Purchasing Policy  Update on Environmental Assessment NEPA Process Draft Concerning the Loop  Follow Up on Broadband Issues Study Session Items for Board Consideration:  None Future Town Board Study Session Agenda Items September 8, 2015