HomeMy WebLinkAboutPACKET Town Board Study Session 2017-04-25
Tuesday, April 25, 2017
TOWN BOARD 4:45 p.m. – 6:40 p.m.
STUDY SESSION Rooms 202/203
The Town Hall elevator is undergoing repairs. Access to the second floor is available by stairs only.
The Town of Estes Park will make reasonable accommodations for access to Town services,
programs, and activities and special communication arrangements for persons with disabilities.
Please give 24 hour notice by calling (970) 577-4777.
4:45 p.m. Dinner.
5:00 p.m. Request for a Town Housing Coordinator.
(Trustee Holcomb)
5:10 p.m. Key Outcome Discussion – Town Financial Health &
Outstanding Guest Services.
(Town Administrator Lancaster)
5:40 p.m. Trustee & Administrator Comments & Questions.
5:45 p.m. Future Study Session Agenda Items.
(Board Discussion)
5:50 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 4:40 p.m.
AGENDA
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TOWN ADMINISTRATOR Memo
To: Honorable Mayor Jirsa
Board of Trustees
From: Frank Lancaster, Town Administrator
Date: April 25th, 2017
RE: Discussion of Housing Coordinator
Objective:
Discuss the recommendation in the 2016 Housing Needs Assessment for a Housing
Coordinator as requested by Trustee Holcomb
Present Situation:
In January of 2016 the Estes Park Housing Authority release the Housing Needs
Assessment which analyzed the housing needs for the Estes Park area. The report
included 11 implementation strategies as recommendations to address the identified
housing needs in the area. Strategy #2 was to hire a Housing Coordinator. The
recommendation is below:
2. Hire Housing Coordinator
To implement the strategies agreed upon through the strategic planning process,
additional capacity and expertise will be needed. Tasks that must be performed in
the future if the recommended strategies are to be successfully implemented
include:
• Providing technical assistance to employers to help them provide additional
housing for their employees.
• Managing the Housing Fund.
• Establishing guidelines that pertain to a diverse inventory of workforce housing
produced through a variety of strategies.
• Continuous communication with community groups and public officials about
who resides in workforce housing and the many economic and community
benefits of workforce housing to dispel community misperceptions.
• Coordinating among the agencies responsible for implementing strategies
(this assumes the Housing Authority is not saddled with full responsibility for
implementing the Strategic Plan).
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• Working with private developers to incorporate workforce housing in their
projects.
• Initiating ownership projects that target moderate/middle income households.
• Acquiring sites for future housing development.
• Coordinating management of developer constructed affordable units. This
can either be done in house or contracted with another entity, such as
EPHA, for example.
Proposal:
None – Discussion item only
Advantages:
None – Discussion item only
Disadvantages:
None – Discussion item only
Action Recommended:
None – Discussion item only
Budget:
Estimated budget impact of creating and hiring the position would be approximately
$85K per year for salaries, benefits and support costs.
Level of Public Interest
moderate
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*Outcome areas, Goals and Objectives are not listed in any priority orderKEY OUTCOME AREASGOALS (5-7 YEARS)2017 BOARD OBJECTIVES (1 year time frame)a. The Events Complex meets the 2013 CH Johnson pro-forma financial projections.1. Re examine the findings and assumptions in the Johnson pro-forma projectionsb. We will explore options for the future ownership and operation of the Conference center2. Develop policy on the support and subsidy for special eventsa. Continue to evaluate financial policies that provide adequate fund balances and reserves. 1. Develop and adopt a financial reserve policy, including consideration of an overall reserve and minimum/maximum levels2. Implement the capital planning process and capital plan for infrastructure 3. Explore areas for enhancing Town revenue - Annexation, Enforcement of Sales Tax Collection, Home Rule, OtherFinal 1 10/11/168Town 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.Exceptional Guest Services - We are a preferred Colorado mountain destination providing an exceptional guest experience. 3Town of Estes Park 2017 Strategic Plan: Vision, Mission and Goals* 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.Page 12017 Draft 1 Strategic Plan5
May 9, 2017
Key Outcome Discussion –
Infrastructure.
Key Outcome – Transportation.
Feasibility Study of Town Operation
and Maintenance of Signs, Signals,
and Pavement Markings on CDOT
Highways (US34, US36, CO7) within
Estes Park.
May 23, 2017
Key Outcome Discussion - Public
Safety, Health and Environment.
Key Outcome Discussion –
Outstanding Community Services.
Review Service Proposal List for 2017
Budget.
June 13, 2017
Key Outcome Discussion –
Government Services and Internal
Support.
Discussion of Rural Transportation
Authority.
Review of Governance Policies.
June 27, 2017
Short update on the Downtown
Neighborhood Plan.
July 25, 2017
Review of Policy Governance Policies.
September 12, 2017
Making Board e-mails available to the
public – follow up.
December 12, 2017
Final Review of 2017 Strategic Plan
Items Approved –
Unscheduled:
(Items are not in order of priority)
Discussion and review of Fish
Hatchery RFP.
Study Session Items for Board
Consideration:
Discussion of process and procedures
for funding outside agencies (including
Community Service Grants).
Future Town Board Study Session Agenda Items
April 25, 2017
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