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TC Retreat Packet 03-07-2018 TOWN OF AVON, COLORADO TOWN COUNCIL WORKFORCE HOUSING RETREAT WEDNESDAY, MARCH 7, 2018 RETREAT BEGINS AT 12:00 P.M. AVON POLICE DEPARTMENT TRAINING ROOM – 60 BUCK CREEK ROAD, AVON, CO 81620 _____________________________________________________________________________________ MEETING AGENDAS & PACKETS: HTTP://WWW.AVON.ORG AGENDAS ARE POSTED AT AVON TOWN HALL, RECREATION CENTER, & LIBRARY. Page 1 1. CALL TO ORDER 2. ROLL CALL 3. PUBLIC COMMENT – COMMENTS ARE WELCOME ON ITEMS NOT LISTED ON THE FOLLOWING AGENDA. AN INITIAL THREE (3) MINUTE LIMIT IS ALLOWED TO EACH PERSON WISHING TO SPEAK. AFTER THREE MINUTES, THE SPEAKER MAY ASK THE COUNCIL TO APPROVE ADDITIONAL TIME UP TO TWO MINUTES. THE COUNCIL WILL VOTE ON THE REQUEST. 4. RETREAT TOPIC: WORKFORCE HOUSING 5. ADJOURNMENT TOWN COUNCIL REPORT To: Honorable Mayor Jennie Fancher and Avon Town Council From: Virginia C. Egger, Town Manager Meeting Date: March 7, 2018 Topic: Workforce Housing Retreat Facilitator The Workforce Housing Retreat will be facilitated by Willa Williford, Williford, LLC. Willa’s consulting business assists local governments, non-profits and private developers to identify needs and implement solutions. She has worked in both non-profit and private banking sectors, serving as Housing Director for the Boulder County Housing Authority before forming her consulting firm in 2016. She has a Master of Urban and Regional Planning and a Bachelor of Arts, Political Science degree. Resource Contributors Willa will be joined by workforce housing professionals, who will be available to provide information and experience in developing workforce housing. They include Laurie Best, Town of Breckenridge; Tori Franks, Valley Home Store; Nina Timm, formerly with the Town of Vail; and, Kim Bell Williams, and Eagle County Housing Authority. Agenda ATTACHMENT 1 Background Materials The following resource materials and information are being provided in preparation for the retreat. The materials will be referenced during the afternoon. ATTACHMENT 2 ATTACHMENT 3 ATTACHMENT 4 ATTACHMENT 5 ATTACHMENT 6 ATTACHMENT 7 ATTACHMENT 8 ATTACHMENT 9 Avon Comprehensive Plan – Housing & Multi-modal Transportation Avon Housing Retreat: Background Materials – Willa Williford Workforce/Affordable Housing Stock Review of Accessory Dwelling Units in Avon, February 2015 Town of Avon 2018 – 2019 Affordable Housing Fund Summary Town of Avon Employee Data & Down Payment Assistance Program Community Benefits of Workforce Housing, WSW Associates Getting Housing Projects Done: With and Without Private Partners, Brynn Grey for CAST, 2017 Should you have any questions or desire additional information prior to the retreat, please let me know. AVON TOWN COUNCIL WORKFORCE HOUSING RETREAT MARCH 7, 2018 FACILITATOR WILLA WILLIFORD, LLC AGENDA RESOURCE CONTRIBUTORS LAURIE BEST, TOWN OF BRECKENRIDGE TORI FRANKS, VALLEY HOME STORE NINA TIMM, COMMUNITY MANAGER, SINGLETREE TODAY KIM BELL WILLIAMS, EAGLE COUNTY HOUSING AUTHORITY WILLA WILLIFORD, WILLIFORD, LLC 12:00 – 12:15 Lunch 12:15 – 12:45 Welcome – Mayor Jennie Fancher Introduction & Retreat Overview - Willa Williford Retreat Background Materials: Questions and Comments – Willa Williford 12:45 – 2:00 Town of Breckenridge Affordable Workforce Housing - Laurie Best Case Study: Holiday Neighborhood, Boulder – Willa Williford 2:00 – 2:15 Break 2:15 – 4:45 Implementing the Comprehensive Plan: Building a Workforce Housing Program – Willa Williford 1)Goal Setting – Does Council want set goals related to workforce housing? For example: •Number of homes •Percentage local workers •Ratio of primary and second homes •Ratio of rental and ownership homes; for whom? 2)What about housing Town of Avon employees? •Down Payment Assistance •Establishing a Budget for Assistance 3)Constructing New Units: For Example: •What, if any resources, would the Town consider: •Purchase or Contribution of Land •Fee Waivers cash •On-going Maintenance Subsidies •Joining or Leading Regional and Private/Public Partnerships •For Units in Avon only? •For Units in the Region? 4)Incentives and Regulations •Does the Council wish to pursue code changes, such as inclusionary zoning, lock-off allowances, ADU expansion, short- term rental regulations, etc. 5)Other Alternatives: •Conversion of free market units to deed restricted units 4:45 – 5:00 Next steps: Draft Housing a Housing Work Plan Conduct outreach to broader community Other steps generated by today’s conversation ATTACHMENT 1 Goal E.1: Achieve a diverse range of housing densities, styles, and types, including rental and for sale, to serve all segments of the population. Policy E.1.1: Establish policies and programs, which address housing needs that are attainable to different Area Median Income (AMI) ranges. Evaluate the mitigation rate required of development. Policy E.1.2: Encourage private development and partnerships that provide a diversity of housing for local working families. Policy E.1.3: Provide attainable housing through alternative means, including but not limited to: payment-in-lieu, land dedication, regulatory requirements, deed restrictions, waiver of development and building fees, and public-private partnerships that reduce the price of units. Policy E.1.4: Integrate attainable housing within large developments and throughout Town. Policy E.1.5: Encourage “no net loss” of attainable housing in redevelopment. Goal E.2: Coordinate with neighboring communities to provide an attainable housing program that incorporates both rental and ownership opportunities, affordable for local working families. Policy E.2.1: Place perpetual deed restrictions on all Town supported housing projects and enforce compliance. Policy E.2.2: Participate in a countywide down-payment assistance program. Policy E.2.3: Collaborate on joint housing studies and strategies. Policy E.2.4: Site attainable housing with multi-modal transportation options and facilities, including bike and pedestrian paths. Policy E.2.5 Consider providing Town revenues in desirable housing projects. Policy E.2.6 Explore opportunities for conversion of free market housing to increase stock of attainable units. Policy E.2.7 Work with owners and associations of deed restricted properties to encourage maintenance and capital improvements of units and properties, including but not limited to evaluating deed restriction modifications, special improvement districts, and capital reserve studies. Policy E.2.8 Ensure that new deed restricted projects require capital improvement and ongoing maintenance reserves. 20 21 E. Housing Goal F.1: Create an integrated multi-modal transportation system that minimizes dependence on automobile travel within the Town by making it easier and more inviting to use transit, walk, ride bicycles, and utilize other non-motorized vehicles. Policy F.1.1: Develop a multi-modal transportation plan and encourage development proposals to use it in their plans. Policy F.1.2: Prioritize pedestrians, bicycles, and transit when designing or redesigning streets. Policy F.1.3: Connect pedestrian, bicycle, and vehicular circulation systems with transit. Policy F.1.4: Devise public transit service that maximizes efficiency and increases ridership. Policy F.1.5: Implement traffic calming measures. Policy F.1.6: Connect transit to pedestrian and bicycle paths. Policy F.1.7: Encourage development that provides appropriate modal facilities. Policy F.1.8: Promote Town Center development that minimize automobile travel. Policy F.1.9: Locate schools, parks, and other civic facilities near trails, sidewalks, and transit facilities. Policy F.1.10: Provide bicycle and pedestrian connections across I-70. Policy F.1.11: Recognize the railroad right of way corridor as an integral part of the Town’s mobility system through integration of right of way, at-grade crossings, and regional coordination. Goal F.2: Maintain and improve transit connections between Avon and Beaver Creek Village. Policy F.2.1: Investigate transportation options to directly link the Town Center with Beaver Creek Village. Policy F.2.2: Work with Beaver Creek and other entities for funding and operating transit connections. Policy F.2.3: Develop pedestrian connections between transit, parking, and Avon Station. Goal F.3: Encourage a “park once/shop many” environment. Policy F.3.1: Implement a parking management plan. Consider eliminating minimum parking standards in strategic areas as a way to create and incentivize redevelopment. Policy F.3.2: Design roads to disperse traffic in community centers. Policy F.3.3: Develop an unbundled pay-in lieu program for joint parking structures within parking districts. Policy F.3.4: Investigate the feasibility of joint development of structured parking facilities in the Town Center. Policy F.3.5: Encourage underground parking structures share access and connect to adjacent underground parking structures. Policy F.3.6: Reduce dependency on surface parking areas that directly abut streets. Policy F.3.7: Ensure parking facilities are easily accessible by pedestrian connections and have minimal visual impacts. F. Multi-modal Transportation & Parking ATTACHMENT 2 Avon Housing Retreat: Background Materials Willa Williford 2/28/18 ATTACHMENT 3 Definitions Affordable Housing Housing is deemed to be affordable if the monthly rent or mortgage payment is equal to or less than 30% of gross household income (before taxes). When housing costs exceed 30% of income, the household is considered to be Cost Burdened. Area Median Income (AMI)A term that generally refers to the median incomes published annually for counties by the US Department of Housing and Urban Development (HUD) and published annually by the Colorado Housing and Finance Authority (CHFA). AMI varies by household size and income levels are defined as follows: • Extremely Low Income –At or below 30% AMI • Very Low Income –Between 31% and 50% AMI • Low Income –From 51% to 80% AMI • Moderate Income –From 81% to 100% AMI Community Housing Housing that is intended to be affordable for and occupied by residents of the local community and workers employed in town. Cost Burdened When housing costs exceed 30% of a household’s gross (pretax) income. Housing costs include rent or mortgage and may or may not include utilities, homeowner association fees, transportation or other necessary costs depending upon its application. Households are severely cost-burdened when housing costs comprises 50% or more of gross income. Deed Restriction A legal document that places restrictions on the sale of property. Deed restrictions used in mountain communities may include means testing buyers, appreciation caps, year round occupancy, and/or local work requirements. Missing Middle Housing needed that is affordable to residents and the workforce earning over 80% AMI, yet cannot afford market-rate housing. This generally refers to households earning between about 80% AMI up to 140% AMI. May also be used to refer to housing product types that are “in the middle” between single family and apartments, e.g. duplexes, accessory dwelling units, townhomes. Workforce Housing Housing intended for and affordable to employees and households earning local wages. Sources:Rees Consulting Inc; Williford LLC, WSW Inc A healthy housing market has choices in type, location, and price Part time/Seasonal/ Entry Level Workforce < 60% AMI; Rent of $950/mo or less Workforce/ Early Career 60% -100% AMI; Housing: $950 -$2,000/mo Community Workforce/ Mid-managers 100% -140% AMI; Housing: $2,000 –$2,800/mo Affordable and Market Rentals, Dorms, Roommates, Employer Housing Rental Housing, Deed Restricted Ownership, Market Condo Ownership Deed Restricted and Market Ownership Source: Williford LLC Area Median Income AMI 2017 $89,500Eagle County -Source CHFA Household Size AMI 1 2 3 4 200%$125,400 $143,200 $161,200 $179,000 160%$100,320 $114,560 $128,960 $143,200 150%$94,050 $107,400 $120,900 $134,250 140%$87,780 $100,240 $112,840 $125,300 Moderate 120%$75,240 $85,920 $96,720 $107,400 100%$62,700 $71,600 $80,600 $89,500 Low 80%$50,160 $57,280 $64,480 $71,600 60%$37,620 $42,960 $48,360 $53,700 Very Low 50%$31,350 $35,800 $40,300 $44,750 Extremely Low 30%$18,810 $21,480 $24,180 $26,850 Source: CHFA What can locals afford to buy? $48,360 $80,600 $112,840 $161,200 $189,700 $316,100 $442,500 $632,200 $- $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 Below 60%60-100%100-140%140-200% Affordable Purchase Prices by Income Area Median Income, 3 people Max Affordable Purchase Price Source: CHFA, Williford LLC What is available… 0 1 7 12 199 0 4 13 22 218 1 7 31 43 68 3740 4080 2720 2890 3570 0 500 1000 1500 2000 2500 3000 3500 4000 4500 0 50 100 150 200 250 60% or less60-100% AMI100-140% AMI140-200% AMIGreater than 200% AMIPotential buyersHomes Listed2018 MLS Listings Up Valley Mid Valley Down Valley Want to buy Source: CHFA, MLS, Williford LLC Home Prices -Avon $875,000 $486,313 $357,000 $- $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 $900,000 $1,000,000 Single Family Townhouse/Duplex Condo Avon -2017 Home Sales Median Sale $Affordable to 100% AMI -0nly 8 sales Avon -2017 Sales # of Sales Median Sale $Average Affordable to 100% AMI Affordablity Gap Single Family 1 $ 875,000 $ 875,000 $ 316,000 $ 559,000 Townhouse/Duplex 8 $ 486,313 $ 527,578 $ 316,000 $ 170,313 Condo 96 $ 357,000 $ 479,664 $ 316,000 $ 41,000 -0nly 1 sale! Source: MLS, CHFA, Williford LLC Home Prices –81620 Zip Code $3,325,000 $770,000 $490,000 $- $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 Single Family Townhouse/Duplex Condo 81620 zip code -2017 Home Sales Median Sale $Affordable to 100% AMI 81620 Zip Code -2017 Sales # of Sales Median Sale $Average Sale $Affordable to 100% AMI Affordablity Gap Single Family 41 $ 3,325,000 $ 4,386,299 $ 316,000 $ 3,009,000 Townhouse/Duplex 99 $ 770,000 $ 1,138,007 $ 316,000 $ 454,000 Condo 225 $ 490,000 $ 877,865 $ 316,000 $ 174,000 Source: CHFA, MLS, Williford LLC Home Prices -Three Market Areas $744,000 $542,000 $238,000 $1,338,000 $765,000 $377,000 $1,177,500 $1,805,662 $490,000 $- $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 $2,000,000 Up Valley Mid Valley Down Valley 2017 Median Sale Prices Condo Duplex/Townhome Single Family Affordable 100% AMI and below Source: CHFA, MLS, Williford LLC Where Owners Want to Live 19% 6% 8%7% 23%24% 8% 12% 9% 13% 6% 29% 15% 7% 0% 5% 10% 15% 20% 25% 30% Vail Minturn Eagle Vail Avon Edwards Eagle Gypsum First and Second Choice Locations Compared 1st Choice 2nd Choice Source: household survey 2018 What can locals afford to rent? $940 $1,570 $2,200 $3,135 $1,200 $2,020 $2,820 $4,030 $- $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500 $4,000 $4,500 Under 60% AMI 60-100% AMI 100-140% AMI 140-200% AMI 1 Person 3 person household Source: CHFA, Williford LLC Source: CHFA, Williford LLC Rents Up Valley Mid Valley Down Valley Average Rent $1,439 $2,402 $1,784 AMI Served 71%119%89% All Rents 0.00% 2.00% 4.00% 6.00% 8.00% 10.00% 2010 2011 2012 2013 2014 2015 2016 2017 $0 $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 Rent and Vacancy Trend Average Rent Vacancy Up Valley Mid Valley Down Valley Average Rent $1,435 $1,370 $1,115 AMI served 71%68%55% Polar Star Inventory Source: household survey 2018, Polar Star Market Reports Where Renters Want to Live 0 5 10 15 20 25 30 Vail Minturn Eagle Vail Avon Edwards Eagle Gypsum First and Second Choice Locations Compared 1st Choice 2nd Choice Source: household survey 2018 Where are the gaps in the market? Rental Units by AMI Max Affordable Rent 3-people Up Valley Mid Valley Down Valley <60%$1,200 60.1% to 100%$2,020 100.1 to 140%$2,820 140.1 to 200%$4,030 Over 200%>$4030 Renters Owner Units by AMI Max Affordable Price 3-people Up Valley Mid Valley Down Valley <60%$253,000 60.1% to 100%$316,000 100.1 to 140%$443,000 140.1 to 200%$632,000 Over 200%>$632,000 Owners Market Market Gap Gap Source: household survey 2018, CHFA, Williford LLC Growing Demand for Housing 808 937 510 0 100 200 300 400 500 600 700 800 900 1000 Up Valley Mid Valley Down Valley Estimated New Jobs by 2025 41% 61% 90% 0% 20% 40% 60% 80% 100% Up Valley Mid Valley Down Valley Percentage of Homes Occupied Full Time Growing gap in where employees want to live v. can afford 1,600 Unfilled Jobs, per 2018 employer survey Longer commute times Retiring employees want to stay; new employees will need housing Source: ESRI, DOLA Source: Census, DOLA Where are we headed? Catching Up Housing needed for unfilled jobs Housing needed to stabilize rental market Housing needed for overcrowding Housing needed for in commuters Keeping up –2020, 2025, 2030 Housing needed for job growth Housing needed retiring employees Total Housing Demand What will these demand projections tell us? For mid valley: •The market is not providing ownership housing opportunities below 140% AMI •The market is not providing new rental housing options below 100% AMI Report will provide detailed projections •By market area •By Income •By Own/Rent mix Anticipated mid valley housing gap for 2020 is between 500 and 700 homes. However…. They are just the start.. Communities rarely set their sights on solving 100% of demand. What really moves the needle on workforce housing solutions: •Policy Direction •Vision •Goals •Multiple Tools/Strategies •Commitment •Action orientation •Opportunities and willing partners Rees Consulting, Inc./WSW Consulting, Inc./Williford, LLC Recipe for Successful Workforce Housing Plans  Customized to Community, building upon unique opportunities and addressing local challenges.  Multiple Strategies used in combination to create a diverse supple of housing for the spectrum of needs. There is no “silver bullet.” Tools vary in terms of the population they can serve and the type of housing they can provide.  An Incremental Approach to Implementation that builds upon successes and grows over time as expertise, needs, challenges and opportunities evolve.  Fairness with responsibility for the provision of workforce housing broadly shared throughout the community. Both “carrots and sticks” are needed as well as tools that generate broad community support.  Well Informed with decisions grounded in up-to-date information on needs, housing market conditions, the economy and demographic trends.  Local Funding to fill the gap between housing costs and affordability. Federal, state and foundation grants will provide a relatively small portion of the resources needed.  Expertise and Capacity to Implement and manage over time with skills in site analysis, development, financing, mortgage lending, property management, communication, and regional planning. Staffing needs will grow over time as the number of homes managed and complexity of tools used grows in response to a widening gap between housing availability and needs.  Clear Responsibilities assigned and accepted. While no organizational model is superior, municipalities have an active role in successful programs.  Community Ownership and Support to generate and maintain political will and counter opposition that will likely arise to specific sites, planned projects, and new regulations.  Political Will that remains strong over time.  Adaptable over Time with periodic evaluation and modification based on lessons learned, changing needs, and new opportunities. Workforce Housing Projects -Required components: Policy: Goals and Tools Civic Engagement Grit: Strong continuous leadership Land: Site control/willing owner, Zoning/Design guidelines/Annexation Infrastructure: Water, sewer, other urban services Structure(s): Condos, apartments, etc. Developer: Public sector, Private, Non-profit Subsidy: Money, building fee waiver, ongoing fee waivers, land, bonding Deed Restriction: Who the project serves, etc. Occupancy Management/Long term stewardship Source: Virginia Egger, Willa Williford Potential solutions –2018 survey 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 Property tax Reduced parking Sales tax Residential linkage Property tax exemption General fund revenues Density bonuses Excise tax on short-term rentals Fee waivers Commercial linkage Inclusionary Housing Town or County builds housing Fast track processing Town/County/Housing Authority financing Providing County/Town land 1=Strongly Opposed; 5=Strongly Support Strategy Ranking -Residents Source: household survey 2018 Goals from other mountain towns MAMMOTH LAKES COMMUNITY HOUSING ACTION PLAN: LIVE, WORK, THRIVE Accepted by City Council November 2017 Specific objectives for meeting community housing needs include: •Income Levels. Serve the full range of incomes in need. Currently, this means renter households earning below 80% AMI (about $55,000 per year) and owner households earning below 150% AMI (about $100,000 per year). Ownership and rental housing should be provided based on need. •Jobs-Housing Relationship. Produce community housing at a rate that exceeds the number of units needed to accommodate new job growth –at least in the near term. This will help address the current housing shortage, unfilled jobs and provide opportunities for in-commuters who want to move to town. In hand with this is the desire to see more job diversification and less reliance on low-wage tourism jobs. •Resident Employees. Track the percentage of employees in Mammoth Lakes that live in town (currently about 58%) and retain a similar percentage as present. •Number of Units. Produce between 200 to 300 community housing units over the next five years (completed or permitted). This was perceived as an achievable, though potentially ambitious, target, which also meets the goal of producing more units than demanded by job growth in the near term. These objectives will be tracked to monitor progress and revisited as housing needs in the community evolve. Source: MLCHAP by WSW Inc Goals from other mountain towns Crested Butte -Goals for Town’s Affordable Housing Five year plan –updated annually -2017 highlights •To ensure our community’s residents are successful in attaining long-term safe and energy efficient housing •Residents residing in deed restricted housing are active year round members of our community •Build an additional 50 units of housing in the next 5-7 years or 25% of our Town’s housing stock to have deed restrictions for locals •Look for partnerships to build rental projects •Town Build a total of 15 units for Town Employees (currently 7) •Work on regional collaboration for future housing projects Source: Michael Yerman, Town of Crested Butte Goals from other mountain towns Breckenridge The goal of the Breckenridge Workforce Housing Program is to insure that affordable housing is integrated throughout the community to provide a variety of housing options for the local workforce 2008 Workforce Housing Action Plan –endorsed by Council March 2008 Goals and Objectives The primary goal of the Breckenridge Town Council is to insure that 900 additional workforce housing units are approved and/or constructed in the Upper Blue by the time the community reaches full build out. This goal is to be achieved through a combination of Town resources, impact fee and sales tax revenue, incentives, policies placed on new development, and partnerships. Approximately 60% of these units will address existing needs while 40% or 360 units will partially keep up with the demand for workforce housing as the community grows. Approximately 66% (600 units) should be ownership units and 33% (300) should be rental units. The Breckenridge Town Council also seeks to insure that key characteristics of the community are preserved or enhanced through the adoption of these specific objectives: • The proportion of employees who work in Breckenridge and also live there will not drop below the current level of 47%. • The relationship between primary homes and second homes/vacation accommodations will not significantly change; at least 25% of all units will be occupied as primary residences at build out. • Renters will be provided increased opportunities for ownership with the homeownership rate moving upward from its current level of 41%. • Housing will be provided for all income levels up to 180% AMI with intent to preserve the middle class (80%-180%) based roughly on the income distribution as follows: (see full report at http://www.townofbreckenridge.com/home/showdocument?id=86) Source: Town of Breckenridge website 7 The 2016 Whitefish Area Housing Needs Assessment determined approximately 600 workforce housing units are needed to address current shortfalls and the additional demand generated through the year 2020. This figure represents the gap the market alone will not address based on current home prices and rents compared with the income levels of residents. It covers zip code 59937 and takes into consideration unfilled jobs, in-commuting employees who want to live in the Whitefish area, projected job growth, and recruitment of additional employees to fill positions vacated by retiring workers. The goal of this Whitefish Strategic Housing Plan is to address workforce housing needs to the extent feasible and appropriate for the community. The pace for development of workforce housing is to be increased over time as capacity, expertise and experience grow. The plan is based on the following objectives: •Own/Rent Mix – Stabilize the 35% renter/65% owner relationship so the downward trend in the homeownership rate between 2000 and 2010 does not continue and the community’s character as influenced by its mix of owners and renters is preserved. •Income Targeting – Serve a wide range of needs focusing on households with annual incomes up to $40,000 (80% AMI) for rental housing and $75,000 (150% Area Median Income (AMI)) for homeownership. (AMIs are for a family of 2.2; the average household size in the Whitefish area.) •Primary Home/Second Home Relationship – Maintain and, if possible, increase the percentage of homes occupied by residents of the community as their primary residence. The Whitefish area experienced a 10-percentage point decline in homes occupied by local residents between 2000 and 2010, from 80% to 70%. •Jobs/Housing Relationship – Keep up with job growth and provide more opportunities for in-commuting employees to reside in Whitefish near their jobs; the 395 new jobs anticipated through 2020 will generate demand for 130 additional homes. This Strategic Housing Plan is a living document that will be periodically updated; these objectives will be revisited when 2020 US Census data become available to measure recent trends. Source: Rees Consulting, Whitefish Housing Strategic Plan Goals from other mountain towns - Whitefish MT Thank you! Questions and Discussion Willa WillifordPO Box 941Crested Butte, CO 81224303-818-0096Willa@willifordhousing.comwww.willifordhousing.com Thank you ATTACHMENT 4 Name Number of Units Bedroom Type(s) Sherwood Meadows 1 3 Wildridge Station 2 1,2 351 Benchmark Property (Temp Dorm)1 Occupancy: 12 SUB-TOTAL 4 Name Number of Units Bedroom Type(s) Lodge at Brookside 3 1 Chapel Square 8 1 Mountain Vista Employee Housing 20 Studio, 1, 2, 3 Lakeside Terrace Condominiums 2 1, 2 Wildwood Townhomes 17 2, 3 Grandview 12 1, 2 Falcon Pointe 1 1 Gandorf 1 2 SUB-TOTAL 64 Name Number of Units Bedroom Type(s) Eaglebend Apartments 294 1,2,3 Buffalo Ridge I 68 1,2,3 Buffalo Ridge II 176 Studio, 1, 2 City Market 14 SUB-TOTAL 552 TOTAL - ALL UNITS 620 (Kayak Crossing - Formation and Financing Approved by the Town)50 2,3,4 APARTMENT COMPLEXES - NON-PROFIT/TAX CREDIT - AFFORDABLE HOUSING WORKFORCE/AFFORDABLE HOUSING STOCK TOWN-OWNED UNITS PRIVATELY-OWNED - TOWN OF AVON DEED RESTRICTED ATTACHMENT 5 February 6, 2015 Review of Accessory Dwelling Units in Avon Community Development Department Avon Development Code Requirements Accessory Dwelling Units (ADU) are permitted in the Residential Duplex (RD), Residential Low Density (RL), Residential Medium Density (RM), and Light Industrial and Commercial (IC) zone districts. Owners must first obtain a Special Review Use Permit from the Planning Commission. In the RD district an ADU is permitted only in addition to a single-family structure. In other words, the maximum number of dwelling units, including ADUs, cannot exceed code allowance for density. Up to four (4) ADUs are permitted in IC district. RD, RL, RM, and IL highlighted in BLUE ADU Standards Per Municipal Code Section 7.24.070(e)(1), Accessory Dwelling Units, provides guidance and allows these types of dwelling units provided the following standards are met: Accessory Dwelling Units. An accessory dwelling unit shall be permitted as a Special Review Use subject to the following standards: (i) Districts Allowed. Accessory dwelling units shall be allowed as accessory uses to principal residential uses in the following districts: RL, RD, and RM. (ii) Where Permitted on Lot. A permitted accessory dwelling unit shall comply with all applicable site and building design, access, and other standards for principal dwelling units in the zoning district in which the accessory dwelling unit will be located. Accessory dwelling units may be a separate structure from the principal structure or be attached to and part of the principal structure. Recreational vehicles, travel trailers, and any other wheeled or transportable structure shall not be used as accessory dwelling units. (iii) Size of Accessory Dwelling Unit. No accessory dwelling unit shall exceed thirty-three percent (33%) of the size of the habitable floor area of the principal unit, or six-hundred (600) square feet, whichever is less. An accessory dwelling unit shall contain private sanitary facilities with hot and cold running water and cooking and food storage facilities. (iv) Limit on Number. There shall be no more than one (1) accessory dwelling unit on a lot in addition to the principal single-family dwelling. (v) Off-Street Parking. At least one (1) off-street parking space shall be provided for each accessory dwelling unit. Wildridge PUD Analysis for ADUs The Wildridge PUD was approved by the Town in 1981. Note 4 of the PUD plat states: Definitions: Dwelling Unit – one or more rooms in addition to a kitchen and bath facilities, in a permanent building, designed for use as a dwelling exclusively by one family or one or more human beings as an independent housekeeping unit and independent of other families: such dwellings shall not include mobile homes, hotels, lodge units, clubs, hospitals, temporary structures such as tents, railroad cars, trailers, motor homes or campers, campers, street cars, metal prefabrications sections or similar units. The definition of Dwelling Unit coupled with the land use summary table include clear guidance with respect to allowed density of each property in Wildridge. The PUD includes a Land Use Summary table and appropriates a number of Dwelling Units per property (i.e. Lot 42 Block 4 is entitled 4 Dwelling Units). Process to Allow in Wildridge In order to permit Additional Dwelling Units (or “Lock offs” or “Accessory Dwelling Units”) on a property or properties in Wildridge in addition to the currently assigned density outlined on the PUD: Major PUD Amendment (7.16.060(h)(1)(iii)) - Public Hearings with PZC and Town Council. For guidance with other zoning standards, Staff would recommend looking at standards listed above for ADUs in other zoning districts. 60 day process min. Building Requirements Building Department must confirm proper occupancy separation, proper light and ventilation, sanitation, ingress and egress, along with smoke and carbon monoxide alarms. Water Implications The Town of Avon has a water lease agreement with the UERWA that caps the number of SFE’s in Avon at 5,276.75. The number of Single-family Equivalents (SFEs) is based on the existing build-out zoning plus 32.75 for Town’s general use. The creation of new Dwelling Units will require an increase in the amount of SFE’s used by the Town and could potentially create a gap unless more SFE’s are acquired from the UERWA. A cash-in-lieu payment for one SFE with no additional landscaping must be paid. The ERWSD consider ADU’s separate dwelling units and require a Residential Assessment be performed any time a new building, structure, addition, or change in use occurs. The District then verifies compliance with their requirements, calculates connection fees, and generates a connection fee invoice for customers. Base fee is $4,000 plus $2/per square foot. Additional fees include sewer plant investment fee, water plant investment fee and treated water storage fee. Neighboring Jurisdictions Town of Vail: • Hillside Residential District: SF detached residences only. No ADUs. • Single Family Residential District: SF detached residences only. No ADUs. • Two Family Residential District: SF detached and Duplex only. No ADUs. • Two Family Primary/Secondary Residential District: Allows one primary SF detached residence or duplex with a separate smaller caretaker apartment. Town of Eagle: • Residential zone districts: Allows accessory apartment to owner-occupied single family dwelling as a use by right in residential zone districts excluding the SFD and mobile home park zone districts. Eagle County: • One accessory dwelling unit (attached or detached) is allowed by-right or by limited review in some residential zone districts. Fund Summary Original or Final Prev. Amend.Revised Proposed Proposed Actual Budget Budget Budget Budget20162017201720182019 REVENUES Charges for Services: Rental Revenues - Employees -$ -$ -$ 28,800$ 28,800$ Investment Earnings 900 721 721 621 519 Other Revenue: Nonclassified Revenues 12,985 3,020 72,425 3,120 3,223 Total Operating Revenues 13,885 3,741 73,146 32,541 32,542 TOTAL REVENUES 13,885 3,741 73,146 32,541 32,542 EXPENDITURES General Government: Affordable Housing 15,037 25,000 26,000 25,000 25,000 Total Operating Expenditures 15,037 25,000 26,000 25,000 25,000 TOTAL EXPENDITURES 15,037 25,000 26,000 25,000 25,000 NET SOURCE (USE) OF FUNDS (1,152) (21,259) 47,146 7,541 7,542 FUND BALANCES, Beginning of Year 517,335 506,220 516,183 563,329 570,870 FUND BALANCES, End of Year 516,183$ 484,961$ 563,329$ 570,870$ 578,412$ MUNICIPAL SERVICES Affordable Housing Fund #25 Section II, Page 36 ATTACHMENT 6 2018-2019 AFFORDABLE HOUSING FUND SUMMARY ATTACHMENT 7 TOWN OF AVON EMPLOYEE DATA & DOWN PAYMENT ASSISTANCE PROGRAM The Town of Avon Leadership Team reviewed housing needs for current and future staff reaching the following conclusions and making the following recommendations: • While 80% of employees do not live in Avon, and 52% commute to Leadville, Minturn and Eagle or further west, the reliability of I-70 and ECO transit provides a good option for finding housing. • The greater and growing challenge is attracting and retaining employees who now face increased rents and purchase prices. • A down payment assistance program should be considered: ▪ Designate 50% of the Employee Housing Fund to a Down Payment Assistance Program, which would be $285,435. ▪ Need based; may not own any other residential property. ▪ Monies would only be available to full-time employees, after completing two years of employments. ▪ Purchases must be in Eagle County – Vail Valley Down payment assistance would have a base limit of 50% of a 20% down payment, with a greater percent allowed for housing purchases in Avon; a maximum total payment would be established, such as not greater than $30,000. ▪ Finalize program based upon other down payment assistance programs administered by the Valley Home Store; seed to have the Valley Home Store administer. # of Employees Percent Avon 17 19.5% Vail 2 2.3% Edwards 17 19.5% Eagle Vail 6 6.9% Eagle 15 17.2% Gypsum 22 25.3% Leadville/Minturn 5 5.7% Out of County 3 3.4% 87 100.0% 45 51.7% TOWN OF AVON FULL-TIME EMPLOYEES Current Housing Locations Estimated Percent Home Owners Total Community  Benefits  of   Workforce  Housing   Wendy  Sullivan   WSW  Associates   San  Anselmo,  CA       www.wswassoc.com   ATTACHMENT 8 Case  Study:    Town  of  Breckenridge   Source:    Geology.com   Community  Size   Summit   County,  CO   Town  of   Breckenridge   PopulaDon   (2010)   28,000  4,500   Housing  Units  30,300  6,900   Occupied  40%  28%   Size   (sq.  mi.)   608   (80%  public  land)   Housing  Prices  vs.  Wages   Workforce  Housing   • Began  construcDng  workforce  housing  in  1997   –  most  built  between  2001  and  2010   • GOAL:    House  48%  of  the  town’s  workforce   • 623  units  built  in  town,  388  of  which  have   price/income  restricDons.     • Almost  1/3  of  resident  households  reside  in   workforce  housing  (623  of  1,950  total)   How  Workforce  Housing  Has  Helped   • Boosted  resident  occupancy  of  homes   • Brought  back  families   • Houses  essenDal  town  workers  (hospital,   school,  emergency  workers,  services,  etc.)   • Decreased  commuter  miles  traveled   • Helped  support  a  more  year-­‐round  economy   Resident  Occupancy   25%   2000   28%   2010   0%   5%   10%   15%   20%   25%   30%   %  Occupied  Housing  Units   If  no  Workforce  Housing  had  been   built:  24%   Brought  Back  Families   130 In Workforce Housing 86 In Market Housing Growth in Families: 2000 to 2010 Housing  Necessary  Employees   %  of  Households  with  a   member  working  in:   Workforce   Housing   Market  Rate   Housing   Retail,  bar,   restaurant,  lodging   45%  26%   Health  care  and   emergency  services   28%  17%   EducaDon  and  child   care   20%  10%   Owner-­‐occupied  homes;  Town  of  Breckenridge,  2013   Economy  ($$$)  and  CommuDng   • 620+  resident  households  contribute  over   $15  MILLION  per  year  to  the  local  economy.   • Saving  100,000  commute  miles  PER  DAY  by   housing  850  workers  in  town.   Workforce  Housing  Program   • Community  Vision   • Housing  Plan   • Targets  and  Indicators   • Coordinated  development  codes,  ordinances   and  programs   • Build  out  and  market  adjustments   Getting Housing Projects Done:With and Without Private PartnersColorado Association of Ski TownsAugust 25, 2017ATTACHMENT 9 Key Themes:1. Ends & Means2. Hidden Costs3. Unlocked Potential4. Measuring Outcomes 1. Ends & Means©Copyright Brynn Grey Partners, Ltd. The Ends Business:1. Take the long view2. Identify community priorities3. Define outcomes Wellington Housing Matrix The Means Business:1. Manage complexity2. Innovate3. Rapid response ©Copyright Brynn Grey Partners, Ltd. ©Copyright Brynn Grey Partners, Ltd.InnovationDesign Construction MethodsFinancingTechnologySales & MarketingCreating Place Wellington Neighborhood©Copyright Brynn Grey Partners, Ltd. Peak One Neighborhood©Copyright Brynn Grey Partners, Ltd. ©Copyright Brynn Grey Partners, Ltd. 2. Hidden Costs©Copyright Brynn Grey Partners, Ltd. Hidden Costs©Copyright Brynn Grey Partners, Ltd.Staff timeStaff overheadOrganizational / HR impactNeed to expand staff skill setPolitical costsLegal Liability 3. Unlocked Potential©Copyright Brynn Grey Partners, Ltd. 4. Measuring Outcomes©Copyright Brynn Grey Partners, Ltd. Final Thoughts©Copyright Brynn Grey Partners, Ltd.