HomeMy WebLinkAboutPACKET Town Board Study Session 2023-02-14
February 14, 2023
5:15 p.m. – 6:45 p.m.
Board Room
5:00 p.m. Dinner
No public comment will be heard
This study session will be streamed live and available on the
Town YouTube page at www.estes.org/videos
5:15 p.m. US34 Transportation Management Organization.
(Director Muhonen & Manager Solesbee)
5:45 p.m. Workforce/Attainable Housing and Childcare Funding Policy
Updates. (Deputy 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 5:00 p.m.
AGENDA
TOWN BOARD
STUDY SESSION
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PUBLIC WORKS Report
To: Honorable Mayor Koenig
Board of Trustees
Through: Town Administrator Machalek
From: Vanessa Solesbee, Mobility Services Manager
Greg Muhonen, Public Works Director
Date: February 14, 2023
RE: US 34 Transportation Management Organization (TMO)
Purpose of Study Session Item:
Public Works (PW) staff and our partners from the North Front Range Metropolitan
Planning Organization (NFRMPO) wish to gauge the Town Board’s interest in
participating in regional discussions related to transportation demand management
(TDM), specifically the formation of a new US 34 Transportation Management
Organization (TMO).
Representatives from VanGo will also be present to share information about their
services in support of regional TDM efforts.
Town Board Direction Requested:
Public Works (PW) staff request Town Board direction on:
1. What role (formal or informal) does Board wish to see from PW in the new US 34
TMO?
2. What, if any, interest there is in exploring a VanGo pilot service in Estes?
Present Situation:
• The NFRMPO and the Upper Front Range Transportation Planning Region
(UFRTPR) are leading efforts, in partnership and with the support of the US 34
Coalition, to form a new TMO.
• A TMO is an organized group applying carefully selected approaches to
facilitating the movement of people and goods within a defined area.
• The US 34 Coalition includes representatives from Larimer County, Loveland,
Johnstown, Weld County, Windsor, Greeley, Evans, and Kersey.
• US 34 is a priority multimodal corridor for the NFRMPO Planning Council; acts as
a major commercial and tourist corridor between Estes Park/Rocky Mountain
National Park and the Front Range; and is seeing some of the fastest population
and commercial growth in the NFRMPO region.
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• An abstract detailing the proposed US 34 TMO structure, purpose, boundary,
funding opportunities, and start-up plan is included in the Attachments.
• NFRMPO staff will be joined by a representative from VanGo, who will share
information on vanpooling options to Estes Park from Fort Collins, Greeley or
Longmont.
Proposal:
The US 34 Coalition has extended an invitation for Estes Park to join the US 34 TMO.
Once formed, the US 34 TMO plans to hire a Manager/Director to staff and support the
US 34 Coalition in TDM activities and strategies. The TMO Manager/Director will be
responsible for establishing the TMO including programming, marketing, outreach, and
advocacy of multimodal transportation and reduced single-occupancy vehicle (SOV)
trips between Estes Park and Kersey along the US 34 corridor.
In December, the NFRMPO submitted a Strategic TDM Seed Funding Grant to the
Colorado Department of Transportation (CDOT) to fund start-up activities for the US 34
TMO.
Advantages:
• Participation in the US 34 TMO would demonstrate Estes Park’s commitment to
TDM, which is a major strategy for achieving desired reductions in Greenhouse
Gas emissions and a priority defined by the Town’s recent Environmental
Sustainability Task Force Report.
• US 34 is a priority since it is currently one of the most congested roadways in the
region when considering Travel Time Index between Greeley and Loveland, and
is also a key corridor to Rocky Mountain National Park.
• TDM addresses congestion because US 34 is already three lanes in multiple
sections; however, this additional capacity will not keep up with demand and is
forecast to be over capacity by 2045.
Disadvantages:
• The Town has identified other priorities, such as workforce housing and
childcare, that are a greater need for staff time and resources than regional
transportation and TDM; however, the US 34 TMO is a partnership between a
number of communities/entities and Estes Park could benefit from participating in
the larger group effort.
Finance/Resource Impact:
Current Impact: The NFRMPO Planning Council identified a set-aside of Multimodal
Transportation & Mitigation Options Funds (MMOF) administered by the NFRMPO, for
the development of the US 34 TMO. MMOF funds require a 50% match, with half of that
(25%) identified as Fort Collins Sales Tax Exchange funds. A TDM Seed Funding
Grant was identified as the source for the remaining 25% local match and an application
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was submitted by the NFRMPO to the CDOT in December 2022. Each existing US 34
Coalition member plus Estes Park contributed proportionately to the TDM Seed Funding
Grant local match. The total request from the Town is $3,125 over two years
($1,562.50/year). If the Seed Grant is successful, the TMO would have at least two
years of funding.
These funds are expected to support the staff of a TMO in the first two years, with a
major aspect of the Director or Manager’s first year to identify long-term and sustainable
funding.
Future Impact: The NFRMPO will hold a Call for Projects in early to mid-2023 for
funding that could be used for further TMO support, including Congestion Mitigation and
Air Quality Improvements (CMAQ), Carbon Reduction Program, and MMOF. Many
TMOs are funded through membership dues, which provide additional funding for
programming, staff support, and local match for grants. At this time, the NFRMPO
estimates that membership dues would be based on population and Estes Park’s
annual financial commitment would be approximately $5,000. If authorized by the Town
Board, funding for TMO dues would likely come from the Town’s General Fund. The
Town’s Parking Fund (256) would be another possible funding source.
Level of Public Interest
The level of public interest in either the US 34 TMO or a VanGo vanpool pilot is likely
low at this time. PW staff wanted to seek Town Board direction before engaging the
community in conversation about regional transportation demand management. PW
staff have briefed the Transportation Advisory Board (TAB) and there is interest among
TAB in learning more about these opportunities.
PW staff also received communication from Transportation Commissioner Kathleen
Bracke detailing her support of Estes Park’s participation on regional transportation and
TDM conversations.
Attachments:
1. US 34 Transportation Management Organization presentation
2. VanGo Vanpooling presentation
3. US 34 Coalition TMO Business Plan/Abstract
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ATTACHMENT 1
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ATTACHMENT 2
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US34
COALITION
Transportation Management
Organization
ABSTRACT
A proposal to
expand the
existing US34
Coalition into
a
Transportation
Management
Organization
TMO)from
Estes Park to
Kersey via
US34
North Front
Range MPO
October 2022
ATTACHMENT 3
Page 13
CONTENTS
1 Staff Proposal 2
1.1 Structure 2
1.2 Purpose 2
1.3 Funding 2
2 Context 3
3 Geography/Key Stakeholders 4
3.1 Structure 5
4 Objectives 6
4.1 Mission 6
4.2 Strategic Areas 6
5 Timeframe 7
5.1 Months 1-3 7
5.2 Months 4-6 7
5.3 Months 7-12 7
6 Budget 8
6.1 Established Revenue 8
6.2 Potential Revenue 8
6.3 Anticipated Initial Expenses 9
7 Evaluation 10
8 Potential Job Description 11
List of Tables
Table 1: Difference between NFRMPO, TMO, and Transit Agencies 3
Table 2: Miles of US34 and Population within 2 Miles 5
Table 3: NFRMPO MMOF Grant 8
Table 4: CDOT Grant Request 8
Table 5: Expected TMO Funding 8
Table 6: Example Dues Structure 9
Table 7: Proposed Dues Structure by Community Size 9
Table 8: Anticipated Initial Expenses 9
Table 9: Sample Evaluation Metrics 10
List of Figures
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Figure 1: Proposed US34 Coalition Boundary 4
1 STAFF PROPOSAL
1.1 STRUCTURE
The US34 Transportation Management Organization (TMO)
should be a stand-alone organization that reports to the US34
Coalition Board.The TMO will be dedicated staff to the US34
Coalition and its goals,replacing the current rotation of
community staff.Community and NFRMPO staff will continue
to support the Coalition as a TMO as needed.
The current voting members of the US34 Coalition should
remain with the addition of Estes Park if they agree to join.
CDOT and the NFRMPO will remain as non-voting members.
1.2 PURPOSE
The purpose of the US34 TMO is to focus on outreach,marketing,and advocacy to enhance multimodal
transportation options along the US34 corridor.Local communities,CDOT,and the NFRMPO have limited
existing capacity,and the TMO will provide the additional capacity needed to engage businesses,
residents,visitors,and other stakeholders in the corridor to reduce congestion,provide additional
transportation options, and advocate for overall mobility improvements along the corridor.
1.3 FUNDING
Staff from the US34 Coalition have identified initial funding for the first two years of a TMO.The US34
TMO will contract with the NFRMPO on an existing $150,000 Multimodal Transportation &Mitigation
Options Funds (MMOF) grant and a CDOT TMO Startup Grant.
The NFRMPO will apply for a CDOT TMO Startup Grant through the Call for Projects that are due
December 9,2022,for $100,000 plus a 20%local match.The grant application will provide the complete
local match for the MMOF grant and support the following activities over two years:
Staff salary and benefits
Programming, including marketing, outreach, and partnership building
Day-to-day office costs
If all eight existing communities contributed to the local match,this would amount to $2,500 per
community over two years.If five communities contributed,this would amount to $4,000 over two years
per community.
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2 CONTEXT
The North Front Range Metropolitan Planning Organization (NFRMPO)Planning Council identified the
creation of a regional transportation demand management (TDM)program and a transportation
management organization (TMO)as goals for the NFRMPO’s Executive Director for 2022.To better
understand needs and opportunities,NFRMPO staff undertook the development of a TDM Action Plan,
which identified major themes:data collection to support new and expanded investments and
programming;investments in infrastructure and resources;enhanced partnerships and collaboration
between local communities,businesses,regional and State agencies,and other interested parties;
improved communication of the purpose,benefits,and successes of providing mobility options;and
enhanced regional TDM programming to optimize people throughout.
Although the TDM Action Plan identifies the role of a TMO,it is just one plan that impacts the US34
corridor.Additional plans include the US34 Planning and Environmental Linkage Study,the US34 Access
Control Plans (Larimer County,Weld County),local and community transportation master plans (Greeley,
Johnstown,Larimer County,Loveland,Weld County,Windsor),and statewide plans.This is not inclusive
of all the plans that impact this corridor but is meant to highlight the importance of the corridor.
A TMO is an organization that focuses on implementing TDM programming and can achieve each of the
above goal areas within its defined geography.Many TMOs are incorporated as 501(c)organizations
although some may remain as ad hoc organizations,according to the Association of Commuter
Transportation (ACT).Ultimately,a TMO can fit the needs of the region and supporting
organizations/agencies according to three questions.This report focuses on answering these questions
of what the focus of a US34 Coalition TMO could be,the approaches it can take to address congestion
and mobility options on US34, and who should be at the table to address these issues.
Transportation – what is the focus of the group?
Management – how is the group approaching the issue it faces?
Organization – who are members of the group?
The US34 Coalition operates under a set of bylaws that defines the purpose of the Coalition Board as
dedicated to improve safety,access,economic development opportunities,long-range planning and
other efforts along the US Highway 34 Corridor ”and “present[ing]a strong unified message to our
elected officials,state and federal agencies,businesses,and residents that US Highway 34 is important to
our region by advocating for funding and assisting local entities applying for grants.”A TMO with
dedicated staff can help achieve this purpose.
A consistent question has been the difference between the TMO,the NFRMPO,and transit or other
implementing agencies. Table 1 is a high-level separation of responsibilities and purposes.
Table 1: Difference between NFRMPO, TMO, and Transit Agencies
NFRMPO TMO Transit agencies
Federal transportation
planning process, including
Calls for Projects
Air quality and GHG
Regional focus
Focus on outreach, marketing,
and programming within the
corridor
Operate transit service
recommended in LinkNoCo
within the corridor
Implemented as TDM strategy
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3 GEOGRAPHY/KEY STAKEHOLDERS
The US34 Coalition currently exists under a set of bylaws that include the following communities:
Evans Greeley Loveland
Larimer County Johnstown Kersey
Windsor Weld County
In addition,the NFRMPO and CDOT are included as non-voting members.Estes Park should be
considered as a long-term partner as they see fit,but the initial TMO should focus on the existing US34
Coalition Board communities.
Figure 1: Proposed US34 Coalition Boundary
Figure 1 shows the potential boundary of a TMO within two miles of US34.
In addition to these communities,the following organizations,businesses,and stakeholders could be
involved on the Board.Specific businesses could be involved as members without a specific role on the
Board.
Chambers of Commerce:Estes Park Chamber of Commerce,Evans Chamber of Commerce,
Greeley Chamber of Commerce,Kersey Chamber of Commerce,Loveland Chamber of
Commerce, Windsor Chamber of Commerce
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Businesses:Centerra/McWhinney,UCHealth,Banner Health,JBS Swift Co,State Farm Insurance
Company, 25/34 Retail Complex
Stakeholders:Larimer County Economic Development,Upstate Colorado,National Parks Service,
University of Northern Colorado, Aims Community College
Some major regional destinations,like the Northern Colorado Regional Airport,Larimer County
Fairgrounds/The Ranch,and the Greeley-Weld County Airport are located beyond the two-mile
boundary.These types of organizations might make sense to include because traffic to these destinations
rely, at least partially, on US34.
The US34 corridor crosses through each community,and in some cases,each side of the corridor has a
different community.The below chart estimates the number of miles and population (based on
2016-2020 American Community Survey block group data)along the US34 corridor.Mileage and
population may be double counted due to the block group boundaries,and totals may not add up to
100%.
Table 2: Miles of US34 and Population within 2 Miles
Community Miles of US34
within community
Percent of
Corridor
Population within 2
miles of US34
Percent of Corridor
Estes Park 6.2 9.8%10,235 4.6%
Loveland 10.1 16.0%81,268 36.3%
Johnstown 2.5 4.0%12,463 5.6%
Windsor 1.9 3.0%5,981 2.7%
Greeley 14.1 22.3%74,505 33.3%
Evans 0.8 1.2%24,405 10.9%
Kersey 5.6 8.9%6,698 3.0%
Unincorporated 28.0 44.4%8,153 3.6%
Total 63.1 --223,708 --
3.1 STRUCTURE
There are three proposals for the structure of the US34 TMO.
Option 1: Standalone Organization
The TMO would report to the US34 Coalition Board and would not be hosted by the NFRMPO or
a local community.
Could partner with local communities, including sharing office space
Able to advocate for projects but not politics
Option 2:NFRMPO Program
Incubation at the NFRMPO, like VanGoTM and RideNoCo programs
NFRMPO office not on US34 but could partner with local community for office space on corridor
Would report to full NFRMPO Council
Held to same rules and regulations of MPO, which could limit programming
Higher indirect cost rates, limiting funding for programming
Option 3: Local Community Host
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Potentially lower indirect cost rate, taking advantage of existing community infrastructure
Concern of local focus versus full corridor focus
4 OBJECTIVES
4.1 MISSION
The mission of the US34 Coalition TMO is:
A FORUM TO SUPPORT ECONOMIC AND COMMUNITY DEVELOPMENT ALONG US34 BY IMPROVING THE EFFICIENCY,CAPACITY,AND AIR
QUALITY OF THE CORRIDOR.
4.2 STRATEGIC AREAS
The strategic focus areas for the US34 Coalition TMO build off the goals identified in the NFRMPO TDM
Action Plan.
Membership
o Expand and formalize membership
o Ensure full participation of established membership
Education and Awareness
o Liaise with stakeholders along the corridor
o Support additional resources of existing and planned opportunities
o Support travel training,bicycle education,and use of resources like the RideNoCo Trip
Discovery Tool
Advocacy and Support for Transportation Projects and Programs
o Advocate for infrastructure improvements along the US34 corridor that improve the
economic output of the region by improving traffic flows
o Implementation and expansion of regional and local US34 transit service,including
current and future mobility hubs
o Advocacy and support for completion of a cohesive US34 Regional Active Transportation
Corridor and connecting trails
o Identify and support pilot projects to address locally identified needs
o Support tourism in the region by expanding transit service on the US34 corridor,
especially to Rocky Mountain National Park
o Support and advocate for planning projects along the corridor
Data collection
o Complete employee/employer surveys related to travel behaviors and needs
o Identify concerns and needs to develop solutions
o Share data with US34 Coalition, CDOT, and other relevant agencies and stakeholders
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5 TIMEFRAME
Below is a proposed timeframe for the first year of the TMO adapted from the Association of Commuter
Transportation (ACT).TMO Board and office support are ongoing and not included.The second year of
the TMO should be focused on carrying out the detailed work plan developed in the first year.
5.1 MONTHS 1-3
TMO Organization and Administration
1)Hire TMO staff
Membership and Marketing
1)Identify and recruit TMO members
2)Formalize bylaws and structure of TMO
3)Establish membership dues or longer-term funding opportunities
Service Development
1)Conduct baseline employee survey
5.2 MONTHS 4-6
TMO Organization and Administration
1)Develop detailed work plan of activities and services to achieve goals
2)Formalize long-term financial plan
Membership and Marketing
1)Develop TMO branding for outreach to employers, commuters, and other travelers
2)Begin convening TMO member meetings
Service Development
1)Identify and begin implementation of initial TMO services for members
2)Develop program to monitor and evaluate TMO activities and services
3)Expand partnerships with local employers and high-traffic sites
5.3 MONTHS 7-12
TMO Organization and Administration
1)Develop 3–5-year financial plan for self-sufficiency
Membership and Marketing
1)Ongoing development of marketing and outreach materials
2)TMO membership outreach and support
Service Development
1)Develop long-term service development plan
2)Monitor and evaluate program
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6 BUDGET
6.1 ESTABLISHED REVENUE
The NFRMPO Planning Council identified a set-aside of Multimodal Transportation &Mitigation Options
Funds (MMOF)administered by the NFRMPO,for the development of a TMO in the region.MMOF funds
require a 50 percent match,with half of that identified as Fort Collins Sales Tax Exchange funds.The
remaining 25 percent of local match will need to be identified through additional grants,local
communities,or partner organizations.These funds are expected to support the staff of a TMO in the
first two years,with a major aspect of the Director or Manager ’s first year to identify long-term and
sustainable funding.
Table 3: NFRMPO MMOF Grant
Source Description Amount
NFRMPO Multimodal
Transportation & Mitigation
Options Funds (MMOF)
Startup funds for a TMO
within the NFRMPO
region
75,000
Fort Collins Sales Tax Exchange $37,500
To be determined $37,500
Total $150,000
6.2 POTENTIAL REVENUE
CDOT will release a TDM grant cycle in late October 2022,which will provide funding for TMO startup
grants.Grants will range from $20,000 to $100,000 and are for two years following the notice to proceed
NTP).The grants require a 20 percent match,which could be done using the NFRMPO MMOF grant
identified in the Table above.Part of these CDOT TMO funds could be used to fulfill the local match
requirement for the MMOF grant.
Table 4: CDOT Grant Request
Source Amount
CDOT TMO Seed Grant $100,000
Local match request $25,000
Total $125,000
If the CDOT grant was successful, the TMO would have at least two years of funding as shown below:
Table 5: Expected TMO Funding
Source Amount
CDOT TMO Seed Grant with local match $125,000
MMOF grant with local match (less CDOT grant match)$112,500
Total $237,500
The NFRMPO will hold a Call for Projects in early to mid-2023 for funding that could be used for further
TMO support,including Congestion Mitigation and Air Quality Improvements (CMAQ),Carbon Reduction
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Program,and MMOF.Application for these funds should be considered to expand the role and ability of
the TMO.
Many TMOs are funded through membership dues,which provide additional funding for programming,
staff support,and local match for grants.The US34 Coalition TMO should identify a dues structure.An
example structure from the Southern Dallas County Inland Port TMA is:
Table 6: Example Dues Structure
Organization Amount Organization Amount
Local government $5,000 - $20,000
depending on
budget
Educational Institution $750 - $2,500
Business $500 - $10,000
depending on
employees
Associate Member $100 - $250
A proposed dues structure for local communities is shown below and could bring in $65,000 per year if
each community participates.
Table 7: Proposed Dues Structure by Community Size
Population Size Estimated Dues Number of Communities
1,000 – 25,000 $5,000 6
25,000 – 50,000 $10,000 0
50,000 – 75,000 $15,000 1
75,000 – 100,000 $20,000 1
6.3 ANTICIPATED INITIAL EXPENSES
Table 8: Anticipated Initial Expenses
Source Description Amount
Director/Manager
includes salary and
benefits)
Staff person to develop and support TMO activities $150,000
Office and Indirect
Costs/Overhead
Rent,telephones,internet,and other day-to-day
expenses
75,000*
Programming Surveys, marketing, and other efforts $12,500
Total $237,500
Indirect costs could be lower if a local government/business would pay for the support of the
Director/Manager.
Programming expenses are based on the estimated revenue.Additional programming could
come from additional local match, grants, or the establishment of membership dues.
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7 EVALUATION
The US34 Coalition TMO should identify ways to evaluate the success of the program to report back to
the Board of Directors,stakeholders,local communities,and CDOT.Some key criteria at the beginning
are based on the CDOT Seed Funding Grant Evaluation Criteria:
Table 9: Sample Evaluation Metrics
Criterion Possible Metrics
Need and Existing Transportation Challenges
Impact to congestion,
mobility issues,and
planning precedent
Ridership
Trail users
Traffic volumes
Progress on projects
Readiness
Timeline Completion of work plan
Budget Membership dues
Billing and invoicing
Partnerships Members
Marketing leads
Meetings/interviews with partners
Equity
Population being served Businesses
Low-income
Minority
Translation/interpretation
Long-Term Sustainability
Financial self-sustainability Identification of long-term funding
This is not an exhaustive list of metrics.Other evaluation metrics may relate to greenhouse gas and
ozone emissions and are dependent on what projects are implemented by the TMO.
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8 POTENTIAL JOB DESCRIPTION
Transportation Management Organization (TMO) Director
The Executive Director or Program Manager reports to the US34 Coalition Board and is responsible for
managing TMO activities.
General Responsibilities
Implement the mission/purpose of the TMO through the day-to-day operations of the
organization.
Assist Board of Directors to formulate TMO policies, procedures, and programs.
Represent and promote the TMO and its programs in the community.
Prepare budget, financial, and progress reports.
Hire, supervise, train, and evaluate TMO staff.
Specific Tasks
Advocacy/Legislative
Assess transportation service needs of local businesses and commuters.
Participate in local and regional transportation planning organizations and committees.
Coordinate with state, county, and municipal officials on transportation issues.
Inform members of transportation-related legislation.
Act as liaison between the public and private sectors.
Transportation Programs and Services
Assist individual TMO member organizations with development and implementation of
appropriate services and programs.
Coordinate joint programs for TMO members
Coordinate area-wide programs for parking management,pedestrian/bicycle utilization,
alternative work hours,employee coordinator network.Conduct market surveys to assess
service feasibility.
Operation
Establish TMO office and manage day-to-day operation of the TMO.
Create,implement,and maintain a system for tracking and monitoring progress.Generate
required staff reports to TMO board and government agencies.Prepare TMO financial
documents and monitor financial activities and programs.
Organize TMO member and board meetings and provide staffing support to board of directors
and TMO committees.
Meet with TMO Board of Directors regarding project status and recommendations.
Maintain membership database.
Keep abreast of available funding sources through various local,state,and federal agencies and
make applications for appropriate funds.
Administer grant programs,including invoicing,monitoring and evaluation,and preparing
interim and final reports as required by granting agency.
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Marketing/Membership
Prepare and implement TMO marketing plan.
Prepare and distribute materials promoting the TMO to potential members,and commuting
alternatives to commuters.
Conduct group information presentations to potential members,public agency representatives,
employee transportation coordinators, and employees.
Plan and conduct commuter information events (e.g.transportation fairs,meet-your-match
gatherings, awareness days, bicycle week, etc.).
Initiate and develop contacts among employers,advocate the benefits of the program to other
significant players pursue active participation in program activities.
Develop and maintain local demographic reports and survey information.
Adapted from https://www.actweb.org/files/ACT/Publications/tma_handbook_final.pdf
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TOWN ADMINISTRATOR Report
To: Honorable Mayor Koenig
Board of Trustees
Through: Town Administrator Machalek
From: Jason Damweber, Deputy Town Administrator
Date: February 14, 2023
RE: Workforce Housing and Childcare Funding Policy Updates
Purpose of Study Session Item:
Provide the Town Board with an opportunity to review and discuss proposed updates to
existing policies related to funding for workforce housing and childcare.
Town Board Direction Requested:
Indicate desired updates/revisions to Policy 225 – Childcare Funding Guidelines and
Policy 227 – Workforce Housing Guidelines.
Present Situation:
In light of the new revenue stream created by the passage of Ballot Measure 6E, as well
as new information on housing needs and recommendations for how to meet those
needs from the 2023 Housing Needs Assessment and Strategic Plan, the Town’s
current policies related to workforce housing and childcare are in need of review and
updates.
Proposal:
Staff proposes that the Town Board provide guidance on potential policy updates. Staff
will revise the policies based on direction provided and bring them back as action items
at an upcoming Board meeting.
Proposed updates to Policy 225: Childcare Funding Guidelines include:
•“Cleaning up” language in the section regarding the Town’s role (much of the existing
language is more suitable in the section on eligible expenditures).
•Changing references to “Childcare Reserve Fund” to “Childcare Fund” and updating how
funds will be appropriated each year.
•Adding to the list of entities or individuals eligible to receive funds from the Town to
include:
o Those that provide out-of-school programming, such as before- and after-care
programs, for children in grades Pre-K through 5.
o Those that “administer tuition assistance and/or scholarship programs for families
with children in the care of providers in the Estes Valley.”
Page 27
•Removing language referring to a matching requirement.
•Clarifying/updating the list of eligible expenditures from the Childcare Fund.
•Calling out ability to transfer funds to partnering agencies and how contracts will specifiy
decision-making authority.
•Clarifying expectations regarding direct subsidies.
•Clarifying reporting requirements.
Proposed updates to Policy 227: Workforce Housing Guidelines include:
•Adding “Attainable” to the policy’s title and throughout the document where appropriate.
•Changing references to “Workforce Housing Reserve Fund” to “Workforce and
Attainable Housing Fund” and updating how funds will be appropriated each year.
•Revising the list of eligible expenditures to include all strategies recommended in the
2023 Housing Needs Assessment and Strategic Plan.
•Calling out ability to transfer funds to partnering agencies and how contracts will specific
decision-making authority.
•Consideration of the desirable AMI ranges to target for workforce and attainable
housing.
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.
Disadvantages:
•None.
Finance/Resource Impact:
Updating the policies will not have direct financial impacts. However, the updates will
guide decision-making when it comes to the allocation and distribution of funds from
several sources, including: 1) the Workforce Housing Reserve Fund, 2) the Childcare
Reserve Fund, 3) the Workforce Housing and Childcare Lodging Tax Fund, and 4) the
Short Term Rental Impact Fee fund.
Level of Public Interest
High
Attachments:
1.Policy 225: Childcare Funding Guidelines (redlined)
2.Policy 227: Workforce Housing Guidelines (redlined)
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Document Title Policy 225 – Childcare Reserve Fund 04/12/2022
Revisions: 1 Town of Estes Park, Town Administrator’s Office Page 1 of 6
Effective Period: Until superseded
Review Schedule: Annually
Effective Date: October 13, 2020; Revised April 12, 2022
References: N/A
ADMINISTRATION
225
CHILDCARE FUNDING GUIDELINES
1. PURPOSE
This policy articulates the Town’s role related to childcare, establishes a funding
mechanism to address local childcare needs, and provides guidelines for how available
funds shall be expended and/or awarded.
2. PROBLEM STATEMENT
The lack of childcare options in the Estes Valley creates significant challenges for families
in the Estes Valley and for local organizations, including the Town, trying to recruit and
retain employees.
ATTACHMENT 1
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Document Title Policy 225 – Childcare Reserve Fund 04/12/2022
Revisions: 1 Town of Estes Park, Town Administrator’s Office Page 2 of 6
3. PROCEDURE
a. The Town’s Role
i. The Town’s primary goal related to childcare is to create and sustain additional
capacity for children in the Estes Valley, especially for infants and toddlers. The
Town’s role in achieving this goal is to provide support for childcare providers in
the form of financial contributions, incentives, policy changes, representation in
collaborative efforts to address childcare capacity issues, serving as the
applicant for grants or other financial assistance from other levels of government
or agencies where the grantee must be a governmental entity, and advocacy
where appropriate. may include, but is not limited to:
ii. Providing funding that childcare providers can utilize for capital needs through:
iii. Direct contributions from the Town’s budget (the Childcare Reserve Fund).
iv. Serving as the applicant for grants or other financial assistance from other levels
of government or agencies where the grantee must be a governmental entity.
v. Providing property that childcare providers can utilize for capital needs that
facilitate the creation of additional capacity for childcare.
vi. Making policy and/or zoning changes that facilitate the creation of additional
capacity for childcare.
vii. Providing financial support through the Town’s Outside Entity Funding program
to local nonprofits that exist to support children and families.
viii. Representing the Town of Estes Park in collaborative efforts to address
childcare capacity issues.
ix. Providing financial support to childcare providers to assist with addressing
workforce challenges.
b. Childcare Reserve Fund
i. Establishment: There shall be a reserve fund within the General Fund dedicated
to creating additional capacity for children, especially infants and toddlers, in the
Estes Valley.
ii. Appropriations to the Childcare ReserveFund: On an annual basis as part of
the budget development process, Town staff will recommend a dollar amount to
appropriate to the Childcare ReserveFund. The recommendation will be based
on available funds projected to be received by the Town through the Local
Marketing District’s lodging tax extension (as outlined in the Annual Operating
Plan provided to Larimer County, consistent with the Local Marketing District
Intergovernmental Agreement)and/or known needs in the community. Town staff
will inform the Board if the recommended allocation to the reserve is expected to
impact other Town operations. The Town Board may appropriate other funds to
the Childcare ReserveFund whenever and in whatever amount it deems
appropriate. This consideration will occur concurrently with the Board’s
consideration of an appropriation to the Workforce Housing Reserve.
a) Other Revenues: In addition to the appropriations outlined above, other
revenue sources for the Childcare Reserve Fund may include direct
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Document Title Policy 225 – Childcare Reserve Fund 04/12/2022
Revisions: 1 Town of Estes Park, Town Administrator’s Office Page 3 of 6
contributions from the Town, donations, proceeds from the sale or lease of
public property, and grants or other financial assistance related to childcare
related activities.
iii. Qualification/Eligibility Criteria for Funding from Childcare FundReserve
a) Entities or individuals receiving Town funds for childcare related purposes
must:
Be a childcare provider that provides or intends to provide year-round
childcare for at least four children between the ages of 0 and 4 who are
unrelated to the caregiver OR an in-home provider who provides year-
round care for at least three children between the ages of 0 and 4 who
are unrelated to the caregiver; and.
Own or lease a facility or home (or demonstrate intent to own or lease
a facility or home) located within the Estes Park School District R-3
where childcare services are provided or will be provided after capital
improvements are made; and.
Be in compliance with state and local health and safety requirements, if
applicable; or.
Provide out-of-school programming, such as before- and after-care
programs, for children in grades Pre-K through 5; or
Administer tuition assistance and/or scholarship programs for families
with children in the care of providers in the Estes Valley.
b) Among entities or individuals who meet the qualification criteria outlined
above, although the Town reserves the right to make any funding decisions it
is entitled to, priority/preference will be given to applicants who:
Use Town funds to finance the design, construction, expansion,
renovation or other improvements of facilities at which childcare
services are provided in order to increase capacity.
Provide year-round childcare for children between the ages of 0 and
2.5.
Provide full day childcare for children between the ages of 0 and 2.5.
Can demonstrate ability to provide greatest number of new childcare
spaces, especially for children between the ages of 0 and 2.5.
Are licensed by the State of Colorado to provide childcare services.
Are actively pursuing State licensure or demonstrate intent to pursue
such.
Can demonstrate that financial contributions from the requesting entity
or individual will supplement funding from the Town. at least match
funding from the Town.
Can demonstrate how financial contributions from the Town will assist
with addressing workforce challenges.
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Document Title Policy 225 – Childcare Reserve Fund 04/12/2022
Revisions: 1 Town of Estes Park, Town Administrator’s Office Page 4 of 6
iv. Childcare Reserve Fund Expenditures:
a) The Childcare Reserve Fund will be the primary source of funds from the
Town used to facilitate the creation of additional capacity for childcare or
assist with addressing workforce challenges.
b) Eligible expenditures from the Childcare Reserve Fund include the following:
Financing the design, construction, expansion, renovation or other
improvements to facilities at which childcare services are provided or
will be provided in order to:
o increase capacity or if such improvements are required to retain
existing capacity.
o enhance the safety, well-being, and/or experience of children in
the care of providers receiving funding (such expenditures may
include things like fencing, fire suppression improvements,
healthy food/snacks, playground equipment, etc.).
o become a licensed provider.
Subsidizing tap fees for new construction or expansion of existing
childcare facilities for facilities that qualify as a Day Care Center as
defined in the Estes Park Development Code.
Purchasing property (land and/or buildings) to be used for a childcare
facility.
Providing funding for tuition assistance or scholarships for childcare.
Providing funding for out-of-school programming, such as before- and
after-care programs.
Providing financial assistance or subsidies to childcare providers that
can be directly linked to addressing workforce challenges. The
childcare provider, whether in-home or center based, must
demonstrate how financial assistance from the Town will directly
enable them to recruit and/or retain staff. For example, if financial
assistance is provided to help with rent or utility bills, the provider must
show how such assistance will result in higher wages or other benefits
(such as health insurance) to employees. If financial assistance is
provided to a single-person provider, they must demonstrate how such
assistance is needed in order to begin or continue to provide childcare
services. Eligible workforce related expenditures include, but may not
be limited to:
o Subsidies to childcare providers to encourage them to start or
stay in business in the Estes Valley, including for out-of-school
time programs (i.e. recruitment and/or retention bonuses).
Page 32
Document Title Policy 225 – Childcare Reserve Fund 04/12/2022
Revisions: 1 Town of Estes Park, Town Administrator’s Office Page 5 of 6
o Subsidies to providers to help bridge the gap between what they
can afford to pay staff and what is deemed by the Town to be a
reasonable, living wage.
o Subsidies to help pay or offset costs for benefits such as
healthcare, retirement, and/or paid leave.
o Assistance with costs associated with licensing and/or staff
training.
o Assistance with costs associated with housing staff.
o Assistance with costs associated with transportation needs of
staff and/or children.
c) Funds may be transferred to other agencies on a contractual basis to achieve
the Town’s goals as stated in this policy. The contracts/agreements will be
subject to approval by the Town Board and will specify authority with respect
to funding decisions.
c)d) The Outside Entity Funding budget will be the source of Town funds for
any other childcare expenditures, including Base Funding for the EVICS
Family Resource Center, consistent with Finance Policy 671: Town Funding
of Outside Entities.
c. Process
i. Funds from the Childcare Reserve Fund will be made available through either an
application process (application attached) or direct contribution subsidy from the
Town at the Town’s discretion.
a) Application process: Application materials must demonstrate need and how
funds will be used in order to increase childcare capacity or retain existing
capacity, or address workforce challenges. Town staff, in consultation with
partnering agencies as appropriate, will review applications and recommend
funding allocations based on the criteria outlined in this document.
a)b) Direct subsidies: Should the Town determine, in its sole discretion, to
provide direct subsidies to childcare providers, the amount of the subsidy will
be based on the number of filled childcare slots. A higher dollar amount may
be provided for slots filled by infants and/or toddlers, and the subsidy amount
per slot will be prorated for those filled on a part-time basis.
d. Funding and Requirements
i. Awards and award amounts will be determined by the Town and will depend on
availability of funds in the Childcare Reserve.
ii. The Town Administrator or Assistant Town Administrator may make award
decisions and execute agreements for awards of $10,000 or less. The Town
Page 33
Document Title Policy 225 – Childcare Reserve Fund 04/12/2022
Revisions: 1 Town of Estes Park, Town Administrator’s Office Page 6 of 6
Board must make decisions and approve agreement for awards greater than
$10,000.
iii. The Town reserves the right to determine whether to disperse all funds prior to a
project commencing, after a project is completed, or based on certain milestones.
iv. Awards will be accompanied by an agreement from the Town that stipulates, at a
minimum:
a) If award amounts for capital projects are not spent within 12 months of the
award date, the receiving entity or person will be required to return the funds
to the Town, at the Town’s discretion. Extensions beyond 12 months may be
granted depending on the project scope or other circumstances.
b) Award recipients must provide childcare services for a minimum of 24 months
following the project completion date or receipt of the last payment of funds
from the Town; otherwise the receiving entity or person will be required to
return the funds to the Town. Repayment of tap fee subsidies may be waived
by the Town at the Town’s discretion.
c) Entities receiving Town funding from the Town will be required to submit a
report (or reports) to the Assistant Town Administrator at pre-determined
intervals and upon completion of the project that details how funds were spent
and the impact/outcome resulting from the use of funds. The report must also
include and provides supporting documentation to confirm expenditure of
funds.
d) The Town may require additional stipulations on a case-by-case basis as
deemed necessary.
Approved:
_____________________________
Wendy Koenig, Mayor
_____________
Date
Page 34
Document Title Policy 227 – Workforce Housing Guidelines 12/8/2020
Revisions: 0 Town of Estes Park, Town Administrator’s Office Page 1 of 5
Effective Period: Until superseded
Review Schedule: Annually
Effective Date: December 8, 2020
References: EPDC Chapter 11 § 11.4, Finance Policy 671
ADMINISTRATION
227
Workforce and Attainable Housing Guidelines
1. PURPOSE
This policy defines workforce and attainable 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 and Attainable 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. Attainable housing is housing that is attainable for someone earning less
than 175% Area Median Income (further defined for renter- and owner-occupied
units below). Thus, workforce and attainable 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:
ATTACHMENT 2
Page 35
Document Title Policy 227 – Workforce Housing Guidelines 12/8/2020
Revisions: 0 Town of Estes Park, Town Administrator’s Office Page 2 of 5
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 rental 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 of 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 and Attainable Housing Goals
The Town’s goals associated with workforce and attainable housing, which should
inform Town decisions related to development, are as follows:
Increase the availability of workforce and attainable housing within the
boundaries of the school district.
Preserve or facilitate rehabilitation of existing workforce and attainable 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.
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Document Title Policy 227 – Workforce Housing Guidelines 12/8/2020
Revisions: 0 Town of Estes Park, Town Administrator’s Office Page 3 of 5
Work with Larimer County to further the Town’s workforce housing goals within
the school district in areas that fall outside of Town limits.
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 and Attainable Housing Reserve Fund
i. Establishment: The Town will create a new reserve There shall be a fund within
the General Fund dedicated to advancing the workforce and attainable housing
goals outlined above.
ii. Appropriations to the Workforce and Attainable Housing ReserveFund: On
an annual basis as part of the budget development process, Town staff will
recommend a dollar amount to appropriate to the Workforce and Attainable
Housing Fund. The recommendation will be based on funds projected to be
received by the Town through the Local Marketing District’s lodging tax extension
(as outlined in the Annual Operating Plan provided to Larimer County, consistent
with the Local Marketing District Intergovernmental Agreement). The Town Board
may appropriate other funds to the Workforce and Attainable Housing Fund
whenever and in whatever amount it deems appropriate. 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 sales tax
revenue originally budgeted for the fiscal year (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.
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Document Title Policy 227 – Workforce Housing Guidelines 12/8/2020
Revisions: 0 Town of Estes Park, Town Administrator’s Office Page 4 of 5
a)iii. Other Revenues: In addition to the appropriations outlined above, other
revenue sources for the Workforce and Attainable Housing Reserve may include
donations, clean and lien repayments, loan repayments, vacant property
registration fees or property tax surcharges, proceeds from the sale or lease of
public property, and grants related to workforce housing related activities.
iii.iv. Workforce and Attainable Housing Reserve Fund Expenditures:
a) The Workforce and Attainable Housing Reserve Fund will be the primary
place where Town funds used to further Workforce workforce and attainable
Hhousing goals are allocated and reserved for expenditure. Expenditures
from the Workforce and Attainable Housing Reserve Fund will include, but are
not limited to:
Acquisition of real property to be used for workforce or attainable housing
Construction of new housing
Redevelopment, rehabilitation, or repair of existing property to be used
for workforce housing
Rental and/or Ddown payment assistance programs for Town staff or
others
Purchase of deed restrictions
Subsidies for developments that offer workforce housing, including tap
fee subsidies
Subsidies for creation of workforce or attainable housing, including
accessory dwelling units
Pre-development activities, including needs assessments, strategic
plans, or market analyses necessary to understand and prepare for
developments that offer workforce housing
b) Funds may be transferred to other agencies on a contractual basis to achieve
the Town’s goals as stated in this policy. The contracts/agreements will be
subject to approval by the Town Board and will specify authority with respect
to funding decisions. For example, if funds are transferred to the Estes Park
Housing Authority for the stated purpose of property acquisition for a housing
development or land-banking, the enabling contract/agreement will detail the
decision making authority of the Housing Authority vis-à-vis the Town Board.
b)c) 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.
Approved:
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Document Title Policy 227 – Workforce Housing Guidelines 12/8/2020
Revisions: 0 Town of Estes Park, Town Administrator’s Office Page 5 of 5
_____________________________
Wendy Koenig, Mayor
_____________
Date
Page 39
Workforce Housing and Chiildcaree
Fundingg Policyy Updates
FEBRUARY 14, 2023 TOWN BOARD STUDY SESSION
Purpose
•Present proposed updates to:
o Policy 225 – Childcare Funding Guidelines
o Policy 227 –Workforce Housing Guidelines
•Seek feedback/guidance from the Town Board.
•Policies will be updated based on Board direction and brought back as an
action item for approval and an upcoming Town Board meeting.
Current Situation
•The Town Board approved Policy 225: Childcare Funding Guidelines in October 2020 and
updated it in April 2022.
o The policy clarifies the Town’s role in addressing childcare issues, establishes qualification criteria
for funding, and outlines eligible expenditures.
o The 2022 update created a new reserve fund and added to the list of eligible expenditures financial
assistance to address workforce challenges.
•The Town Board approved Policy 227: Workforce Housing Guidelines in December 2020.
o The policy clarifies how the Town defines workforce and attainable housing, outlines the Town’s
goals and role associated with workforce housing, establishes the Workforce Housing Reserve,
and lists eligible expenditures.
•With the recent passage of Ballot Measure 6E, staff is proposing updates to each policy.
Some revisions are needed to recognize the new revenue source (which eliminates the
need for separate reserve funds), others are clean-up and/or clarification items.
Policy 225: Childcare Funding Guidelines
•Proposed updates include:
•“Cleaning up” language in the section regarding the Town’s role (much of the existing
language is more suitable in the section on eligible expenditures).
•Changing references to “Childcare Reserve Fund” to “Childcare Fund” and updating how
funds will be appropriated each year.
•Adding to the list of entities or individuals eligible to receive funds from the Town:
o Those that provide out-of-school programming, such as before-and after-care programs, for
children in grades Pre-K through 5.
o Those that “administer tuition assistance and/or scholarship programs for families with
children in the care of providers in the Estes Valley.”
Policy 225: Childcare Funding Guidelines
•Removing language referring to matching requirement.
•Clarifying/updating the list of eligible expenditures from the Childcare Fund.
•Calling out ability to transfer funds to partnering agencies and how contracts will specific
decision-making authority.
•Clarifying expectations regarding direct subsidies.
•Clarifying reporting requirements.
•ADDITIONAL EDITS (not captured in packet):
•Highlighting in the problem statement that infant and toddler care is the most significant issue.
•Adding the statement that unlicensed providers must meet State guidelines for providing legally exempt care.
•Changing “Town Administrator or Assistant Town Administrator” to “Town Staff” regarding making award decisions for
$10,000 or less.
Policy 225: Questions / Revisions?
•Are proposed updates acceptable?
•Would the Town Board like to see any other updates/revisions?
•Childcare
•The policy as written would have funds go directly to the childcare providers or
entities that administer tuition assistance programs. Would we want funds to go
directly to families or employers?
•The policy as written would allow funds to go to unlicensed providers and/or for-
profit providers? Is that still okay?
•Anything else?
Policy 227: Workforce Housing Guidelines
•Proposed updates include:
•Adding “Attainable” to the policy’s title and throughout the document where appropriate.
•Changing references to “Workforce Housing Reserve Fund” to “Workforce and Attainable
Housing Fund” and updating how funds will be appropriated each year.
•Revising the list of eligible expenditures to include all strategies recommended in the 2023
Housing Needs Assessment and Strategic Plan.
•Calling out ability to transfer funds to partnering agencies and how contracts will specify
decision-making authority.
Policy 227: Questions / Revisions?
•Are proposed updates acceptable?
•Would the Town Board like to see any other updates/revisions?
•Workforce and Attainable Housing
•Is 60-175% Area Median Income the desirable range to target for workforce and attainable housing? (Do we want to lower the top end?)
•Is there still a preference to advocate for housing that is affordable for those earning between 60-80% AMI?
•A next step (when talking about Development Code updates) will be to consider whether we want to impose income restrictions in order to be eligible for a density bonus.
•Anything else?
2022 AMI Figures
•Maximum Rents = 30% of Income
o For example: Max rent for a 3 person household making 100% AMI would be $2,415 per
month for a 2 bedroom apartment
•According to HUD, “low income” is generally considered to be at or below 80% AMI
February 28, 2023
•1A Renewal
•Fine Arts Guild Performing Arts Center
•Building Code Discussion (Continued
from 2023-01-24)
Items Approved – Unscheduled:
•Environmental Sustainability Advisory
Board and Environmental Sustainability
Manager
•Governing Policies Updates
•Stanley Park Master Plan
Implementation
•Downtown Loop Updates as Necessary
Items for Town Board Consideration:
•2023 Street Improvement Program
Overview
Future Town Board Study Session Agenda Items
February 14, 2023
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