HomeMy WebLinkAboutresolution.council.045-15 RESOLUTION # 45
(Series of 2015)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ASPEN,
COLORADO, APPROVING A CONTRACT BETWEEN THE CITY OF ASPEN
AND NAVIGATE, LLC AUTHORIZING THE CITY MANAGER TO
EXECUTE SAID CONTRACT ON BEHALF OF THE CITY OF ASPEN,
COLORADO.
WHEREAS, there has been submitted to the City Council a contract for
Affordable Housing Guidelines Policy Study, between the City of Aspen and
Navigate, LLC, a true and accurate copy of which is attached hereto as Exhibit "
A».
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF
THE CITY OF ASPEN, COLORADO,
That the City Council of the City of Aspen hereby approves that Contract
for Affordable Housing Guidelines Policy Study, between the City of Aspen and
Navigate, LLC a copy of which is annexed hereto and incorporated herein, and
does hereby authorize the City Manager to execute said agreement on behalf of the
City of Aspen.
INTRODUCED, READ AND ADOPTE by thecil of th City of
Aspen on the 27th day of April, 2015.
teven Skadron, Mayor
I, Linda Manning, duly appointed and acting City Cler ` do certify that the
foregoing is a true and accurate copy of that resolution adopted by the City
Council of the City of Aspen, Colorado, at a meeting held, April 27, 2015.
Linda Manning, ty Clerk
R
the Go,I Rspew,
CITY OF ASPEN STANDARD FORM OF AGREEMENT v 2009
PROFESSIONAL SERVICES
City of Aspen Project No.: 2014-143.
AGREEMENT made as of day of April, in the year 2015. '
BETWEEN the City:
Contract Amount:
The City of Aspen
c/o Aspen Pitkin County Housing Authority
130 South Galena Street Total: $60,000.00
Aspen, Colorado 81611
Phone: (970)920-5055
If this Agreement requires"the City to pay
And the Professional: an amount of money in excess of.
$25,000.00 it'shall not be deemed valid
Navigate, LLC until it has been approved by the City
Council of the City of Aspen.
c/o Christine Walker - -
215 N. Gill Street City Council Approval:
Jackson, WY 83001 Date: _Z� 20(G�
Phone: 307-690-4487
Resolution No.:
For the Following Project:
Affordable Housing Guidelines Policy Study
Exhibits appended and made a part of this Agreement:
Exhibit A: Scope of Work.
Exhibit 13: Fee Schedule.
Agreement Professional Services Page 0
The City and Professional agree as set forth below.
1. Scope of Work. Professional shall perform in a competent and professional manner the
Scope of Work as set forth at Exhibit A attached hereto and by this reference incorporated herein.
2. Completion. Professional shall commence Work immediately upon receipt of a written Notice
to Proceed from the City and complete all phases of the Scope of Work as expeditiously as is
consistent with professional skill and care and the orderly progress of the Work in a timely manner.
The parties anticipate that all Work pursuant to this Agreement shall be completed no later than
December 1, 2015. Upon request of the City, Professional shall submit, for the City's approval, a
schedule for the performance of Professional's services which shall be adjusted as required as the
project proceeds, and which shall include allowances for periods of time required by the City's
project engineer for review and approval of submissions and for approvals of authorities having
jurisdiction over the project. This schedule, when approved by the City, shall not, except for
reasonable cause,be exceeded by the Professional.
3. Patent. In consideration of the work perfonned, City shall pay Professional on a time and
expense basis for all work performed. The hourly rates for work perfonned by Professional shall not
exceed those hourly rates set forth at Exhibit B appended hereto. Except as otherwise mutually
agreed to by the parties the payments made to Professional shall not initially exceed the amount set
forth above. Professional shall submit, in timely fashion, invoices for work performed. The City
shall review such invoices and, if they are considered incorrect or untimely.-the City shall review the
matter with Professional within ten days from receipt of the Professional's bill.
4. Non-Assignability. Both parties recognize that this Agreement.is-orie for personal services
and cannot be transferred, assigned, or.sublet by either party without prior written consent of the
other..Sub=Contracting, if authorized, shall not relieve the Professional of any of the responsibilities
or obligations under this Agreement. Professional shall be and remain solely responsible to the City
for the acts, errors, omissions or neglect of any subcontractors' officers, agents and employees, each
of whom shall, for this purpose be deemed to be an agent or employee of the Professional to the
extent of the subcontract. The City shall not be obligated to payor be liable for payment of any sums
due which may be due to any sub-contractor. -
5. Termination of Procurement. The sale contemplated by this Agreement may be
canceled by the City prior to acceptance by the City whenever for any reason and in its sole
discretion the City shall determine that such cancellation is in its best interests and convenience.
6. Termination of Professional Services. The Professional or the City may terminate the
Professional Services component of this Agreement, without specifying the reason therefor, by
giving notice, in .writing, addressed to the other party, specifying the effective date of the
termination. No fees shall be earned after the effective date of the termination. Upon any
termination, all finished or unfinished documents, data, studies, surveys, drawings, maps,.models,
photographs, reports or other material prepared by the Professional pursuant to this Agreement shall
become the property of the City. Notwithstanding the above, Professional shall not be relieved of
any liability to the City for damages sustained by the City by virtue of any breach of this
.Agreement Professional Services Page I
Agreement by the Professional, and the City may withhold any payments to the Professional for the
purposes of set-off until such time as the exact amount of damages due the City from the
Professional may be determined.
.7. Independent Contractor Status. It is expressly acknowledged and understood by the parties
that nothing contained in this agreement shall result in, or be construed as establishing an
employment relationship.. Professional shall be, and shall perform as, an independent Contractor
who agrees to use his or her best efforts to provide the said services on behalf of the City. No agent,
employee, or servant of Professional shall be, or shall be deemed to be, the employee, agent or
servant of the City. City is interested only in the results obtained under this contract. The manner
and means of conducting the work are under the sole control of Professional. None of the benefits
provided by City to its employees including,but not limited to,workers'compensation insurance and
unemployment insurance, are available from City to the employees, agents or servants of
Professional. Professional shall be solely and entirely responsible for its acts and for the acts of
Professional's agents, employees, servants and subcontractors during the performance of this
contract. Professional shall indemnify City against all liability and loss in connection with,and shall
assume full responsibility for payment of all federal, state and local taxes or contributions imposed
or required under unemployment insurance, social security and income tax law, with respect to
Professional and/or Professional's employees engaged in the performance of the services agreed to
herein:
8. Indemnification. Professional agrees to indemnify and hold harmless the City, its officers,
employees, insurers, and self-insurance pool, from and against all liability, claims,and demands, on
account of injury, loss, or damage, including without limitation claims arising from bodily injury,.
personal injury, sickness, disease, death, property loss or damage, or.any other loss-of.any kind
whatsoever,which arise out of or are in any manner connected with this contract, if such injury, loss,
or damage is caused in whole or in part by, oris claimed to be caused in whole or in part by,the act,
omission, error, professional error, mistake, negligence,. or other fault of the Professional, any
subcontractor of the Professional, or any officer, employee, representative, or agent of the
Professional or of any subcontractor of the Professional, or which arises out of any workmen's
compensation claim of any employee of the Professional or of any employee of any subcontractor of
the Professional. The Professional agrees to investigate, handle, respond to, and to provide defense
for and defend against, any such liability, claims or demands at the sole expense of the Professional,
or at the option of the City, agrees to pay the City or reimburse the City for the defense costs
incurred by the City in connection with, any such liability, claims, or demands. If it is determined by
the final judgment of a court of competent jurisdiction that such injury, loss, or damage was caused
in whole or in part by the act, omission, or other fault of the City, its officers, or its employees, the
City shall reimburse the Professional for the portion of the judgment attributable to such act,
omission,or other fault of the City, its officers,or employees.
9. Professional's Insurance.
(a) Professional agrees to procure and maintain, at its own expense, a policy or policies
of insurance sufficient toinsure against all liability, claims, demands, and other obligations
assumed by the Professional pursuant to Section 8 above. Such insurance shall be in addition
to any other insurance requirements imposed by this contract or by law. The Professional
Agreement Professional Services Page 2
shall not be relieved of any liability, claims, demands, or other obligations assumed pursuant
to Section 8 above by reason of its failure to procure or maintain insurance, or by reason of
its failure to procure or maintain insurance in sufficient amounts,duration,or types.
(b) Professional shall procure and maintain, and shall cause any subcontractor of the
Professional to procure and maintain, the minimum insurance coverages listed below. Such
coverages shall be procured and maintained with forms and insurance acceptable to the City.
All coverages shall be continuously maintained to cover all liability, claims, demands, and
other obligations assumed by the Professional pursuant to Section 8 above. In the case of any
claims-made policy, the necessary retroactive dates and extended reporting periods shall be
procured to maintain such continuous coverage.
(i) Workers' Compensation insurance to cover obligations imposed by
applicable laws for any employee engaged in the performance of work under this
contract, and Employers' Liability insurance with minimum limits of FIVE
HUNDRED THOUSAND DOLLARS ($500,000.00) for each accident, FIVE
HUNDRED THOUSAND DOLLARS ($500,000.00) disease - policy limit, and
FIVE HUNDRED THOUSAND DOLLARS ($500,000.00) disease - each
employee. Evidence of qualified self-insured status may be substituted for the
Workers'Compensation requirements of this paragraph.
(ii) Commercial General Liability insurance with minimum combined single
.limits of ONE MILLION DOLLARS ($1,000,000.00) each occurrence and ONE
MILLION DOLLARS ($1,000,000.00) aggregate. The policy shall be applicable to
-all premises, and operations.: ,The policy shall.include coverage.for- bodily-injury,
broad form property damage (including completed operations), personal injury
(including coverage for contractual and employee acts), blanket contractual,
independent contractors,- products, and completed operations. The policy shall
contain a severability of interests provision.
(iii) Comprehensive Automobile Liability insurance with minimum combined
single limits for bodily injury and property damage of not less than ONE MILLION
DOLLARS ($1,000,000.00) each occurrence ,and ONE MILLION DOLLARS
($1,000,000.00) aggregate with respect to each Professional's owned, hired and non-
owned vehicles assigned to or used in performance of the Scope of Work. The policy
shall contain a severability of interests provision. If the Professional has no owned
automobiles, the requirements of this Section shall be-met by each employee of the
Professional providing services to the City under this contract.
(iv) Professional Liability insurance with the minimum limits of ONE MILLION
DOLLARS ($1,000,000) each claim and ONE MILLION DOLLARS ($1,000,000)
aggregate.
(c) The policy or policies required above shall be endorsed to include the City and the City's
officers and employees as additional insureds. Every policy required above shall be primary
insurance, and any insurance carried by the City, its officers or employees, or carried by or
Agreement Professional Services Page 3
provided through any insurance pool of the City, shall be excess and not contributory
insurance to that provided by Professional. No additional insured endorsement to the policy
required above shall contain any exclusion for bodily injury or property damage arising from
completed operations. The Professional shall be solely responsible for any deductible losses
under any policy required above.
(d) The certificate of insurance provided to the City shall be completed by the Professional's
insurance agent as evidence that policies providing the required coverages, conditions, and
minimum limits are in full force and effect, and shall be reviewed and approved by the City
prior to commencement of the contract. No other form of certificate shall be used. The .
certificate shall identify this contract and.shall provide that the coverages afforded under the
policies shall not be canceled,terminated or materially changed until at least thirty (30)days
prior written notice has been given to the City.
(e) Failure on the part of the Professional to procure or maintain policies providing the
required coverages, conditions, and minimum limits shall constitute a material breach of
contract upon which City may immediately terminate this contract, or at its discretion City
may procure or renew any such policy or any extended reporting period thereto and may pay
any and all premiums in connection therewith, and all monies so paid by City shall be repaid
by Professional to City upon demand, or City may offset the cost of the premiums against
monies due to Professional from City.
(f) City reserves the right to request and receive a certified copy of any policy and any,
endorsement thereto.
(g) The:parties hereto understand.and agree that City is relying on, and does not waive or. .,
intend to waive by any provision of this contract, the monetary limitations (presently
$150,000.00 per person and $600,000 per occurrence) or any other rights, immunities, and
protectionsprovided by the Colorado Governmental Immunity Act, Section 24-10-101 et
seq., C.R.S., as from time to time amended, or otherwise available to City, its officers, or its
employees.
10. . City's Insurance. The parties hereto understand that the City is a member of the Colorado
Intergovernmental Risk Sharing Agency (CIRSA) and as such participates in the CIRSA Proper-
ty/Casualty Pool. Copies of the CIRSA policies and manual are kept at the City of Aspen Risk
Management Department and are available to Professional for inspection during normal business
hours. City makes, no representations whatsoever with respect to specific coverages offered by
CIRSA. City shall provide Professional reasonable notice of any changes in its membership or
participation in CIRSA.
11. Completeness of Agreement. It is expressly agreed that this agreement contains the entire
undertaking of the parties relevant to the subject matter thereof and there are no verbal or written
representations, agreements, warranties or promises pertaining to the project matter thereof not
expressly incorporated in this writing.
Agreement Professional Services Page 4
12. Notice.. Any written notices as called for herein may be hand delivered or mailed by
certified mail return receipt requested to the respective persons and/or addresses listed above.
13. Non-Discrimination. No discrimination because of race, color, creed, sex, marital status,
affectional or sexual orientation, family responsibility, national origin, ancestry, handicap, or
religion shall be made in the employment of persons to perform services under this contract.
Professional agrees to meet all of the requirements of City's municipal code, Section 13-98,
pertaining to non-discrimination in employment.
14. Waiver. The waiver by the City of any term,covenant,or condition hereof shall not operate
as a waiver of any subsequent breach of the same or any other term.No term; covenant, or condition
of this Agreement can be waived except by the written consent of the City, and forbearance or
indulgence by the City in any regard whatsoever shall not constitute a waiver of any term, covenant,
or condition to be performed by Professional to which the same may apply and, until complete
performance by Professional of said term, covenant or condition,the City shall be entitled to invoke
any remedy available to it under this Agreement or by law despite any such forbearance or.
indulgence.
15. Execution of Agreement by City. This Agreement shall be binding upon all parties hereto
and their respective heirs, "executors, administrators, successors, and assigns. Notwithstanding
anything to the contrary contained herein, this.Agreement shall not be binding upon the City unless
duly executed by the Mayor of the City of Aspen (or a duly authorized official in his absence)
following a Motion or Resolution of the Council of the City of Aspen authorizing the Mayor (or a
duly authorized official in his absence)to execute the same.
- 16. Allegal Aliens—CRS 8-17.5-101 & 24-7-6.5-101.
(a) Purpose. During the 2006 Colorado legislative session, the Legislature passed
House Bills 06-1343 (subsequently amended by HB 07-1073) and 06-1023 that added
new statutes relating to the employment of and contracting with illegal aliens. These new
laws prohibit all state agencies and political subdivisions, including the City of Aspen,
from knowingly hiring an illegal alien to perform work-under a contract, or to knowingly
contract with a subcontractor who knowingly hires with an illegal alien to perform work
under the contract. The new laws also require that all contracts for services include
certain specific language as set forth in the statutes. The following terms and conditions
have been designed to comply with the requirements of this new law.
(b) Definitions. The following terms are defined in the new law and by this reference
are incorporated herein and in any contract for services entered into with the City of
Aspen.
"Basic Pilot Program" means the basic pilot employment verification program .
created in Public Law 208, 104th Congress, as amended, and expanded in Public
Law 156, 108th Congress, as amended, that is administered by the United States
Department of Homeland Security.
Agreement Professional Services Page 5
"Public Contract for Services" means this Agreement.
"Services" means the.furnishing of labor, time, or effort by a Contractor. or a
subcontractor not. involving the delivery of a specific end product other than
reports that are merely incidental to the required performance.
(c) By signing this document, Professional certifies and represents that at this time:
(i) Professional shall confirm the employment eligibility of all employees who
are`newly hired for employment in the United States; and
(ii)Professional has participated or attempted to,participate in the Basic Pilot
Program in order to verify that new employees are not employ illegal aliens.
(d) Professional hereby confirms that:
(i) Professional shall not knowingly.employ or contract new employees
without confirming the employment eligibility of all such employees hired for
employment in the United States under the Public.Contract for Services.
(ii) Professional shall not enter into a contract with a subcontractor that fails
to confirm to the Professional that the subcontractor shall not knowingly hire new
employees without confirming their employment eligibility for employment in the
United States under the Public Contract for Services.
(iii) Professional has verified or has attempted to verify through participation
in the Federal Basic Pilot Program that Professional does not employ any new
employees_who.are not eligible for employment in the United States; and if
Professional has not been accepted into the Federal Basic Pilot Program prior to
entering into the Public Contract for Services, Professional shall forthwith apply
to participate in the Federal Basic Pilot Program and shall in writing.verify such
application within five.(5) days of the date of the Public Contract. Professional
shall continue to apply to participate in the Federal Basic Pilot Program and.shall
in writing verify same every three (3) calendar months thereafter, until
Professional is accepted or the public contract for services has been completed,
whichever is earlier. The requirements of this section shall not be required or
effective if the Federal Basic Pilot Program is discontinued.
(iv) Professional shall not use the Basic Pilot Program procedures to undertake
pre-employment screening of job applicants. while the Public Contract for
Services is being performed.
(v) If Professional .obtains actual knowledge that a subcontractor perfonning
work under the Public Contract for Services knowingly employs or contracts with
a new employee who is an illegal alien, Professional shall:
Agreement Professional Services Page 6
(1) Notify such subcontractor and the City of Aspen within three days
that Professional has actual knowledge that the subcontractor has newly
employed or contracted with an illegal alien; and
(2) Terminate the subcontract with the subcontractor if within three
days of receiving the notice required pursuant to this section the
subcontractor does not cease employing or contracting with the new
employee who is an illegal alien; except that Professional shall not
terminate the Public Contract for Services with the subcontractor if during
such three days the subcontractor provides informationto establish that
the subcontractor has not knowingly employed or contracted with an
illegal alien.
(vi) Professional shall comply with any reasonable request by the Colorado
Department of Labor and Employment made in the course of an investigation that
the Colorado Department of Labor and Employment undertakes or is undertaking
pursuant to the authority established in Subsection 8-17.5-102 (5), C.R.S.
(vii) If Professional violates any provision of the Public Contract for Services
pertaining to the duties imposed by Subsection 8-17.5-102, C.R.S. the City of
Aspen may terminate the Public Contract for Services. If the Public Contract for
Services is so tenninated, Contractor shall be liable for actual and consequential
damages to the City of Aspen arising out of Professional's violation of Subsection
8-17.5-102, C.R.S.
(ix) If Professional operates as a sole proprietor, Professional hereby swears or
affirms under penalty of perjury that the Professional (1) is a citizen of the United
States or otherwise lawfully present in the United States pursuant to federal law,
(2) shall comply with the provisions of CRS 24-76.5-101 et seq., and (3) shall
produce one of the forms of identification required by CRS 24-76.5-103 prior to
the effective date of this Agreement.
16. Warranties Against Contingent Fees, Gratuities, Kickbacks and Conflicts of Interest.
(a) Professional warrants that no person or selling agency has been employed or
retained to solicit or secure this Contract upon an agreement or understanding for a
commission, percentage, brokerage, or contingent fee, excepting bona fide employees or
bona fide established commercial or selling agencies maintained by the Professional for
the purpose of securing business.
(b) Professional agrees not to give any employee of the City a gratuity or any offer of
employment in connection with any decision, approval, disapproval, recommendation,
preparation of any part of a program requirement or a purchase request, influencing the
content of any specification or procurement standard, rendering advice, investigation,
auditing, or in any other advisory capacity in any proceeding or application, request for
Agreement Professional Services Page 7
ruling, determination, claim or controversy, or other particular matter, pertaining to this
Agreement, or to any solicitation or proposal therefore.
(c) Professional represents that no official, officer, employee or representative of the
City during the term of this Agreement has or one (1) year thereafter shall have any
interest, direct or indirect, in this Agreement or the proceeds thereof, except those that
may have been disclosed at the time City Council approved the execution of this
Agreement.
(d) In addition to other remedies it may have for breach of the prohibitions against
contingent fees, gratuities, kickbacks and conflict of interest, the City shall have the right
to:
1. Cancel this Purchase Agreement without any liability by the City;
2. Debar or suspend the offending parties from being a Professional, contractor or
subcontractor under City.contracts;
3. Deduct from the contract price or consideration, or otherwise recover, the value of
anything transferred or received by the Professional; and
4. Recover such value from the offending parties.
17. Fund Availability. Financial obligations of the City payable after the current fiscal year
are contingent upon funds for that purpose ,being appropriated, budgeted and otherwise made
available. If this Agreement contemplates the-City utilizing state or federal funds to meet its
obligations herein, this Agreement shall be contingent upon the availability of those funds for
payment pursuant to the terms of this Agreement. - `
18. General Terms.
(a) It is agreed that neither this Agreement nor any of its terms, provisions, conditions,
representations or covenants can be modified, changed, terminated or amended, waived,
superseded or extended except by appropriate written instrument fully executed by the
parties.
(b) If any of the provisions of this Agreement shall be held invalid, illegal or
unenforceable it shall not affect or impair the validity, legality or enforceability of any other
provision.
(c) The parties acknowledge and understand that there are no conditions or limitations to
this understanding except those as contained herein at the time of the execution hereof and
that after execution no alteration, change or modification shall be made except upon a
writing signed by the parties.
(d) This Agreement shall be governed by the laws of the State of Colorado as from time
to time in effect.
Agreement Professional Services Page 8
IN WITNESS WHEREOF,the parties hereto have executed, or caused to be executed by their duly
authorized officials,this Agreement in three copies each of which shall be deemed an original on the
date first written above.
CITY OF ASPEN,COLORADO: PROFESSION
[Signahue] gnatu�]
By: By: 4051-10E O .g—
[Name] [Name]
Title: Title: NAU1Up-[F' u1
MANA&AIM6 M'E1-f8EV--.
Date: Date:
J
Approved as to form:
City Attorney's Office
j
Agreement Professional Services Page 9
Exhibit A- Professional Services Agreement
NAVIGATE; Ile
WORKFORCE HOUSING SOLUTIONS
February 16, 2015
City of Aspen Purchasing Office
Attn: Rebecca 1-lodgson
130 South Galena St.
Aspen, CO 8.16,1,1
970-920-5212
Our team of Navigate,LLC,Rees Consulting,Inc., and WSW Associates,appreciate the
opportunity to present this proposal to conduct a policy study for the APCHA affordable
housing guidelines. We are excited about the opportunity,to work with you on this effort. Our
extensive experience in affordable housing programs and research,policy development,and
data analysis will identify best practices and policies that will help APCHA best meet the
purpose of its workforce housing program.
We bring advanced knowledge and experience with affordable housing programs in Colorado,
Jackson,Wyoming,and resort communities in Idaho, California,and New Mexico.We have
experience working with communities that have highly developed housing programs, such as
Aspen/Pitkin County,regions that are exploring housing policies for the first time, and all
stages in-between.We are familiar with the range of policy options and tradeoffs,
administrative and legal considerations,and.practical,data issues that need to be.weighed
when designing effective housing guidelines.
- Christine Walker-of Navigate,LLC, and recent-executive:director of Teton County Housing
Authority,will serve as the Project Manager and be primarily responsible for project
coordination and housing policy guidance.Melanie Rees of Rees Consulting,Inc. will assist
in particular with identifyingbest practices from comparative housing programs.The lessons
she has learned from helping to enact housing policies and identify tradeoffs in other
communities will be of significant value.Wendy Sullivan of WSW Associates will lead the
data collection and analysis component of the study,providing the analytical support for
policy recommendations.
Our collective strengths as a team—combining extensive experience in housing research and
policy development, in-depth knowledge of resort community needs and considerations,
strong data analysis skills and practical,reasoned consulting—will result in a successful,
defensible and usable product. We look forward to hearing from you.
Sincerely,
r
Christine Walker
NavigateJH.com
215 N.Gill Street, Jackson,WY 83001
307.690.4487 Christine@NavigateJH.com
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Prepared y:
Navigate, LLC, in conjunction with
Rees Consociot
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Christine Welker(primtary contact)
307.690.4487
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Christine.c n avivtitejhl conn
CONTENTS
1. INTRODUCTION ...............................................................................1
2. QUALIFICATIONS ............................................................................1
Christine Walker, Navigate, LLC.................................................................................... 1
Melanie Rees, Rees Consulting, Inc.............................................................................. 2
Wendy Sullivan,WSW Associates................................................................................ 2
3. RELATED EXPERIENCE..................................................................3
Recent Pitkin County Projects...................................................................................... 3
Housing Authority Clients............................................................................................. 3
Affordable Housing Mitigation and Fee-In-Lieu Programs...........................................4
StrategicPlanning......................................................................................................... 5
Housing Needs Assessment and Market Studies......................................................... 5
Projects Within the Last Three Years........................................................................... 6
4. APPROACH TO PROJECT..............................:................................7
InitialWorksession .................:...::................................................................................. 7
Chapter 1:Affordability Analysis................................................................................... 8
Chapter 2:-Income and Assets:Analysis........................................................................ 8
Chapter 3: Household Size Analysis.......................... ..... 11
Chapter 4:Analysis of Qualifications to Rent and Purchase...................................... 11
Chapter 5:Analysis of Best Practices ..................... . ..............:................................... 12
Additional Meetings and Presentation ....:.......................
............... 122
Deliverables
5. PROJECT SCHEDULE ...................................................................13
6. STAFF TIME....................................................................................13
7. COSTS............................................................................................14
8. REFERENCES ................................................................................15
9. INSURANCE ...................................................................................16
10. - CONTRACT FOR PROVISION OF SERVICES.............................16
Attachments: Team Resumes
Navigate,LLC;Rees Consulting,Inc.;WSW Associates
1. Introduction
Our team has over 40 years of combined experience in affordable housing.,Melanie Rees(Rees
Consulting, Inc.)has been working on housing issues in Colorado and the mountain west for 25
years and Wendy Sullivan(WSW Associates) and Melanie have been working together since
2001. Christine Walker, a past client of Melanie and Wendy's,has been involved in
implementing and applying resort housing programs and policy for over ten years. Our hands-on
experience with housing programs and policy from all angles—research, development„planning,
implementation,application and modification—brings a unique depth of skills,,range of
flexibility,and perspectives to this policy research. Our intimate knowledge with resort housing
programs in particular and related implementation challenges makes our team uniquely qualified
to conduct an analysis of APCHA's guidelines in light of best practices and APCHA's purpose.
Our contact information is as follows:
Christine Walker Melanie Rees Wendy Sullivan.
Navigate, LLC Rees Consulting, Inc. WSW Associates
215,N..Gill Street PO Box 3845 155 Allyn Ave.
Jackson,WY 83001 Crested Butte,CO.81224 . San Anselmo,CA 94960
(307)690-4487
(970) 349-9845 (303)_'09--6702
christineAnavigateih.com melanie(a7reesconsultin�inc.com wwsulliv ;mac.com
2. Qualifications
The following is a summary of the experience and qualifications of Christine Walker/Navigate,
LLC;Melanie Rees/Rees Consulting, Inc.; and Wendy Sullivan/WSW Associates. Additional
information about each firm is included in the attachments, including resumes of key personnel.
Christine Walker,Navigate,LLC
For almost a decade, Christine Walker acted as the Executive Director of the Teton County
Housing Authority(TCHA)where she facilitated the development of hundreds of homes for the
Jackson Hole workforce. To preserve the community'.s investment in affordable housing,
Christine established implementation procedures to ensure the long-term affordability and
integrity of the restricted housing inventory.
Through Christine'.s collaborative leadership,TCHA established household selection criteria for .
affordable units based on best practices in resort communities and the desire of the public sector
to provide essential housing for critical service providers. Christine also streamlined operations
Navigate,LLC;Rees Consulting,Inc.;WSW Associates
through standardization and the creation of a housing database to communicate internally and
track lotteries,management of rental units,compliance,and production of restricted housing.
Her practical experience managing hundreds of restricted units,as well as her understanding of
the nuanced relationship between public policy and housing authority guidelines,will provide a
unique and essential perspective to the analysis of APCHA's affordable housing guidelines.
Christine will be the Project Manager for this study.
Melanie Rees,Rees Consulting,Inc.
Melanie is a sole proprietor based in Crested Butte with a long-established consulting practice
that is exclusively devoted to housing. She started her own business over 25 years ago. Rees
Consulting's main products are housing needs assessments, market studies for mixed-income
developments and strategic/action plans for community housing. Her primary focus is housing
in high-cost areas,particularly mountain resort communities. She previously worked in
economic development for the State of Colorado and in community development for the City of
Flagstaff.
Much of the work Melanie:has done over the years provides experience and perspective that
directly relates to the proposed study. Housing needs assessments have often included
evaluation of the existing inventory of deed/income restricted housing and how, through existing
guidelines, those units address identified needs. Strategic planning,most recently done for-the
Town of Jackson and Teton County, has involved understanding and critiquing,.the extent to
which guidelines are fulfilling goals and creating desirable housing. Melanie has drafted housing
guidelines for many similar jurisdictions including Crested Butte,Mt. Crested Butte,Gunnison
County, Steamboat Springs,_Glenwood Springs and Eagle County. Melanie will act as Research
Associate for this study.
Wendy Sullivan,WSW Associates
Wendy is a housing planner and attorney,licensed in Colorado and California,with near 15
years of community planning experience in both the public and private sector.- Wendy has
conducted and managed housing needs assessments,market studies and housing policy
development for a range of communities in several states, with particular focus on Colorado
resort communities. She previously worked as a planner for Blaine County,Idaho(home of Sun
Valley ski resort), as a senior housing analyst for RRC Associates, Inc., in Boulder, Colorado,.
and as a contract attorney in municipal and affordable housing law. Wendy has a Bachelor's
degree in computer science and minor in math, a Master's in Regional Planning and a J.D. from
the University of Colorado in Boulder.
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An analyst at heart,Wendy is adept at primary research and data interpretation,including survey
administration,as well as secondary data research, including Census/ACS,employment and
wage data(QCEW,BLS, etc.),GIS and other data sources. Her work has helped towns like
Breckenridge, CO,and Jackson,WY, inform and maintain successful affordable and workforce
housing policies and programs. Wendy will lead the data collection and analysis for this study.
3. Related Experience
Our team has extensive public sector experience in affordable housing. This includes housing
needs assessment and market studies, ordinance and policy development for the production and
management of affordable housing, and housing strategy development for communities that are
new to the housing arena, well-seasoned in its housing operations and at all stages in-between. A
list of public sector clients grouped by location and project type includes:
Recent Pitkin County Projects
Recent projects in Pitkin County have included:
o The Aspen/Pitkin County Cash-in-Lieu Methodology. This work involved research on the
practices of several---ommunities, identification of legal issues,.and development of a
methodology that could be applied to both the City and-County's workforce housing
requirements,;which are very different(Pitkin County has an impact fee;.the City of Aspen
has inclusionary and linkage requirements). The study involved several work sessions with
staff from the City and County as well as APHCA and two presentations to the Aspen City
Council. Melanie served project manager in team with RRC Associates of Boulder.
• The 2008 City of Housing Survey that involved the design and distribution of questionnaires
for four distinct targeted groups: residents of APCHA rental and ownership housing; owners
of market rate housing; employees who commute from residences down valley and
employers. The results from the surveys were summarized in the report that is posted on the
APCHA web site. These 2008 surveys are the most recent source available for detailed
information on the incomes of workforce households.
Housing Authority Clients
We have conducted studies and policy analyses over the years for numerous housing authorities:
•
Aspen/Pitkin County Housing Authority
• Aurora Housing Authority
• Blainc County Housing Authority
• Bouldcr County Housing Authority
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• Boulder Housing Partners
• Central Oregon Regional Housing Authority
• Denver Housing Authority
• Estes Park Housing Authority
• Gunnison Valley Regional Housing Authority
• Grand County Housing Authority
• Longmont Housing Authority
• San Miguel Regional Housing Authority
l• Summit Combined Housing Authority
• Teton County Housing Authority ,
• Vail Housing Authority
Affordable Housing Mitigation and Fee-In-Lieu Programs
We have helped governmental jurisdictions throughout the mountain west understand the
impacts of development on housing demand and develop regulations to address that demand.
Through surveys conducted over at least the past 20 years,we have developed a proprietary
database on commercial and residential job generation. We have used this database to prepare
nexus, impact and strategy.support studies through which housing demand from new residential,
commercial.and other non-residential development is quantified.
We have then worked with many of these same communities and counties to develop_land use
and subdivision codes.and ordinances enacting inclusionary housing,linkage programs, impact'
fees and other types of mitigation so that new development at least partially addresses the
demand for workforce housing it generates. This work has often included development of
payment-in-lieu calculations.
Jurisdictions for which we have provided these services include:
• Town of Basalt, CO
• Town of Breckenridge, CO
• Eagle County, CO
• Town of Crested Butte, CO
• City of Glenwood Springs,CO
• Gunnison County, CO
• City of Longmont,CO
• Town of Mt. Crested Butte, CO
• Pitkin County w/Aspen, CO
• Snowmass Village,CO
• Rout County&City of Steamboat Springs, CO
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• San Miguel County&Town of Telluride, CO
• City of Sun Valley,ID
• Teton County and Jackson,WY
Strategic Planning ,
We also have extensive experience in the development of strategic plans for affordable housing
that encompass incentives,public-sector initiatives,partnerships and mitigation requirements.
Our approach typically involves facilitating a series of work sessions to generate consensus on
policies, goals,priority projects/programs,responsibilities and a timeline for implementation.
Our process tackles issues fundamental to smart growth, including location where housing is to
be developed,the availability and proximity of transit and other public services, density,
compatibility, neighborhood and unit design,and mixed use. Our plans are intended,for use by
elected officials, staff, developers, employers and others to address affordable housing needs.
Strategic/action plans for affordable/community housing that we have prepared include:
• Town of Crested Butte Affordable Housing Strategic Plan, 2010/11
• . Glenwood Springs Strategic Housing Plan,2009
• Ouray County-Affordable Housing Strategy;.2009
-• Town of Breckenridge Housing Strategy,2007/08
a Steamboat Springs Affordable Housing Action Plan, 2004
• Roaring Fork Valley Regional Housing Strategy, 2001
• Boulder Comprehensive Housing Strategy Research, City of Boulder, 1999 -
• City of Lafayette Housing Needs and Strategic Plan, 2001
Housing Needs Assessments and Market Studies
Our team has completed housing needs assessments,market studies and housing surveys in the
following locations. We have worked for many of these clients more than once and in some cases
have had the opportunity to help communities understand their changing housing needs over a
span of two decades.
Ski Resort Communities
• Blaine County, Idaho
• Central Oregon Region covering counties of Deschutes,Crook and Jefferson
• Eagle County and Vail,Avon,Edwards,Eagle,Basalt and Gypsum
• Eastern Sierra Region covering Mono and Inyo Counties and cities of Mammoth Lakes and
Bishop,California
• Grand County with Winter Park,Tabemash,Granby and Grand Lake
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• Gunnison County with Crested Butte,Mt.Crested Butte and Gunnison
• Pitkin County,including towns of Aspen and Snowmass Village
• Routt County with Steamboat Springs,Hayden and Oak Creek
• San Miguel County with Telluride and Mountain Village
• Summit County and Breckenridge, Silverthome,Keystone,Copper Mountain
• Teton County and Jackson,Wyoming
Other Mountain and Rural Areas
• Clear Creek County with Georgetown and Idaho Springs
• Town of Estes Park
• Garfield County and Glenwood Springs
• Gilpin County,Colorado
• City of Hobbs,New Mexico
• Lake,:Custer and Fremont Counties
• Town of Lyons(post flood)
r Teller County,including Cripple Creek and Woodland Park
• Ouray County,Ridgway and Ouray,Colorado
• Rio Blanco County,Colorado - -
• Teller County and Cripple Creek,Victor and Woodland Park
• Valley County and Adams County,Idaho
Urban Areas(in Colorado unless otherwise noted)
_ Adams County
• City of Boulder.
• Boulder County and Broomfield region with cities of Boulder,Louisville,Longmont,
Lafayette,Erie and Superior
• City and County of Broomfield
• Elbert County
• Grand Junction Downtown Development Authority
• Jefferson County
• City of Longmont
• City of Loveland
• Santa Fe County and City of Santa Fe,New Mexico
• City of Westminster
• Weld County and the City of Greeley
Projects within the Last Three Years
As Executive Director of the Teton County Housing Authority, Christine managed the
production of several.studies that helped the community set housing policies and procedures.
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Those included: 2007 Housing Needs Assessment, 2010 Blue Ribbon Panel Report, 2013
Employee Generation by Land Use Study(Nexus Study),and various task forces/focus groups to
address specific policy implementation challenges. Christine has proven to be successful
working within the public sector environment,in particular,maneuvering the dynamics of
working with multiple jurisdictions and elected boards.
Other team members have also conducted a range of housing studies for multiple public-sector
clients, some of which included:.
• Western Greater Yellowstone Regional Housing Needs Assessment(2014): covered 4
counties—Teton County,WY,and Teton,Fremont and Madison County,_ ID,and their
communities;
• Summit County, CO (2013)—Housing Needs Assessment;
• Lyons, CO (2013/14)—Housing Needs Assessment and disaster recovery study;
• Town of Breckenridge(2012,2014)-housing strategy,rental market study;
• Town of Vail (2014);Eagle County(2014); Boulder Housing Partners (2012); Fort
Collins Housing Authority(2012/13)=housing market studies;
• Summit County, CO(2014/15); Pompano Beach, FL(2014)—fee-in-lieu studies;
4. Approach to Project
Our approach recommends a combination of primary and secondary data research. We propose
to begin with a worksession to identify key concerns,policy direction,and'project goals to focus
the analysis and recommendations. The analysis of each component will include a review of
secondary data sources(Census,ACS, QCEW,BLS, etc.)and relevant housing industry and
program literature. We also propose to conduct interviews with local realtors,lenders,
employers,housing professionals and between 8 to 10 communities with comparable housing
programs.We have also proposed an optional,but recommended, survey of employees. The
product will include a thorough overview of the requested analyses,trusted sources of data and
information, insights that reflect the realities of program implementation in high-cost mountain
resort communities and recommendations and best practices focused around the primary topics
of interest: affordability analysis,income and assets, housing categories,household size,
household qualifications, best practices and APCHA's purpose. .
Initial Worksession
We propose;to have a worksession at the start of the project. The purpose will be to clarify and
explore APCHA policies, goals, guidelines and purpose regarding its affordable housing
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es
program.We will also probe the primary concerns APCHA has with its present affordable
housing program and understand more about APCHA's experience updating and applying the
current guidelines.This meeting will help focus the analysis and its outputs to best meet project
needs.
Chapter 1: Affordability Analysis
We will analyze the affordability of the Maximum Unit Sales Prices and the Maximum Monthly
Rent defined in the APCHA Affordable Housing Guidelines given the existing income category
system. Various housing industry standards of affordability will be presented. Those relevant to
households intended to be served by APCHA's affordable housing program will be used to ,
develop recommendations of the most appropriate affordability standard.This will be determined
by:
• Presenting general federal, state,and industry standards of ownership and rental affordability:
and their definitions.
• Understanding the history of households served by APCHA's program. This includes
researching prior applications for housing,mortgages used and qualification terms,as
available,to identify any predominate types and sources of loans or funding packages.
• Local realtor and lender interviews to understand the lending environment,predominate. .
loans used(FHA, conforming, etc.)and their terms and how this may vary by unit type and
price point.
• Considering other expenses that affect the affordability of rents and mortgage payments,
including allocations for utilities and other expenses, such as HOA fees, and their importance
given the local Aspen/Pitkin County environment. Expenses as related to APCHA housing
projects will be helpful.
• Analysis of housing programs in comparable communities(pursuant to Chapter 5,below).
• Calculation of affordable prices under comparative affordability standards.
Recommendations will be made on needed adjustments to rents and sales prices to meet
recommended affordability standards.This information will be used in conjunction with the next
section to help determine if income and asset limits should also be adjusted to improve
affordability.
Chapter 2: Income and Assets Analysis
We will analyze the:current system for measuring income and assets when establishing eligibility
for APCHA housing. This analysis asks for three primary components.
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1. Household income and assets. Review the current system for measuring household income
and assets and make recommendations on needed changes based on relevant federal or state
systems and affordable housing programs in comparable areas.
This research will compare the current APCHA system for measuring income and assets to
that used by HUD,other federal and/or state agencies, and in determining the federal poverty
level. Methods employed by housing programs in comparable communities will also be
reviewed(see Chapter 5,below).This will be combined with information on past APCHA
applicants within the different housing categories to understand where barriers or difficulties,
with the present system are encountered. This information will be used to help establish
recommendations regarding the types of assets that should be utilized to determine maximum
household assets. .
2. Income Distribution of Workforce Households:Understand the income distribution of
households employed within the City of Aspen and Pitkin County,recognizing that Census
and ACS numbers report only upon households that live within the County, a portion of
which are retired or otherwise not employed locally. A large segment of workers reside
outside Pitkin County(near 60%based on recent Census/BLS data). These issues were raised
in the 2012 Strategic Review of Housing report.
There is no complete source of public data for identification of workforce.households by -
income. The most thorough and accurate way to collect this information is through a survey
of employees in the City of Aspen and Pitkin County givedthat the majority of workers
reside outside of the county.The most recent survey conducted was in 2008 by.members of
our team. Since this time we have seen a housing recession and loss of jobs, a recovering
housing market,jobs at or near pre-recession highs in many areas, a vibrant tourism market
and severe rental shortages in most communities.This information is outdated in light of
these changes.
In addition to type of employment,wage,household income and place of work information,
the survey could also probe other items of interest to this study: household demographics,
transportation expenses,utilities,HOA fees, downpayment. It could also provide
information useful in other capacities: do in-commuters want to live in the county or the city
and, if so,where,what type of housing and at which price points.This can help round out
your ability to serve the workforce in line with your purpose statement to ensure you are
building the needed product for each housing category. We have provided an optional survey
component as partof this budget and can provide more information on its distribution if it is.
desired.
Absent a survey,.we would rely upon the 2008 survey, secondary data sources,other relevant .
primary research that may be available from recent studies(e.g.the current update to
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'Pro posal APCHA Afforda hl e Hodsiho Guidelines,11olicy Study 2-1'6-2015
commercial/construction job generation figures)and necessary assumptions to estimate the
current income distribution of workforce households.This will include a combination of
q Commute data from the Census,BLS and available data from local employers from
recent studies;
o In-commuting employee surveys conducted by members of our team in 2008. This is
the most recent source available for detailed information on the incomes of workforce
households; and
6 Jobs counts and employee estimates(Census,BLS, LAUS, etc.).
We will also illustrate the extent to which workforce incomes are lower than that of city and
county residents. This will utilize updated workforce income distributions and Area Median
Income(AMI)figures published by the Department of Housing and Urban Development
(HUD). This is important to understand for housing programs that are focused on the
workforce.
The income of employee households is a cornerstone component of this entire study and
necessary"to assure the existence of a supply of desirable housing for persons currently
employed in Pitkin County."We recommend that this data be as accurate as possible to
ensure the best integrity for any policy changes that may result from this study.
3. APCHA Housing Categories Recommend any changes needed to the housing categories
4 based on comparisons to workforce incomes, standard AMI categories and systems used in
comparable affordable housing programs.
This will involve:
o, Comparing current categories to standard AMI classifications and classification
systems used in comparable housing programs(see Chapter 5,below); ;
o . Evaluating any problems the APCHA has encountered or observed when applying
existing categories to households in need; and
o Comparing workforce household incomes to the current category distributions vs.
alternative AMI classifications and comparable programs. This will be a core
component of this analysis. The disparity between workforce housing incomes and
HUD-published AMI figures will be apparent in this analysis and a necessary
consideration for program recommendations.
Housing category distributions that best serve households in need will be identified and
incorporated into the recommendations..
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Chapter 3: Household Size Analysis
We will analyze the current system for quantifying household size when establishing eligibility
of households. As requested,this will:
• Compare APCHA's system to that of HUD, including the differential between focusing on
adults for rentals and dependents for ownership.
• Include a review of methods employed by comparable programs.
• Evaluate what type of households may be included or excluded under the-different systems.
The demographics of workforce households that own,rent or desire to own will be useful
here to understand the composition of households your program needs to serve(roommates,
families, etc.)and, therefore,which criteria is most suitable for local households in need.The
best source of this information is from a survey of employees, which was discussed above
under Chapter2.
• Discuss the pros and cons of each methodology in light of the program's ability to serve local -
employees.
Although not specifically requested in the RFP, another consideration related to this topic is the
number of persons per bedroom for households qualifying for affordable housing units. We
propose to conduct a similar comparative analysis of APCHA, HUD and other housing programs
regarding person per bedroom standards. Information from APCHA on current housing
occupancies and records on applicant-approvals and denials;as available,:will be-helpful.
Based on this analysis,we will make recommendations on whether modifications should be
considered.
Chapter 4: Analysis of Qualifications to Rent and Purchase
We will conduct an analysis of Qualifications to Rent and Qualifications to Purchase when
establishing eligibility. The pros and cons of having identical vs. different qualifications;to rent
or purchase homes will be identified and recommendations made. This includes:
• Understanding the current implementation of the program by APCHA, problems
encountered, ease of application and understanding by both APCHA staff and housing
applicants;
• Analyzing programs in comparable communities (see Chapter 5,below); and
• Understanding how applicants and program goals will be affected through potential changes
in qualification criteria, along with income and occupant requirements—i.e. which
households may be assisted by such changes vs. households that may be placed at a
disadvantage.
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Chapter 5: Analysis of Best Practices
We will provide a summary and analysis of best practices from 8 to 10 comparable housing
programs.This information will be utilized within all of the above chapter analyses.
Comparisons may include: Eagle County, Summit County,Telluride and Boulder, Colorado;-
Teton County,Wyoming; and Park City,Utah, among others. The complete list will be
identified with APCHA staff at the initial worksession. This section will:
• Produce a matrix of comparable programs, identifying each primary component of this study;
0 Include other important policies related to but not noted above for APCHA to consider;
• Present the pros and cons of different methods and how they may or may not be of benefit to
APCHA given their unique challenges and workforce housing characteristics; and
Make recommendations for minor'or potentially more substantial APCHA policy changes -
based on this analysis. This will take a holistic view of all the information collected for this
study and make recommendations encompassing the desire to simplify the process,make it
more uniform with industry practice, incorporate best practices of the industry and,most
importantly,best serve the target population and,therefore,the program's purpose.
The RFP additionally requests that this section review relevant deed restriction language
regarding changing APtlHlks right of first refusal to a potential junior lienholder methodology.
Right of first refusal requirements has presented"-problems in many.communities;including that
_._ raised in the RFP regarding FHA.qualification._ Fannie Mae has changed its policy in recent
years concerning survivability of deed restrictions at foreclosure but many lenders-have not P
followed suit. We will dvaluate and compare how other communities have addressed this issue,
discuss FHA and other lender qualification requirements and concerns, and present viable
options.
Additional Meetings and Presentation
In addition to the initial project worksession,we propose a meeting after submission of the draft
report. We will discuss the draft,get feedback on its content and layout, and ensure needed
questions are answered. We will also use this opportunity to discuss analysis findings and focus .
the recommendations.
We also propose to present the final report and recommendations to the APCHA board and staff.
We will gladly field any questions and provide clarifications and, if necessary,make final'report
modifications.
We can be available,for additional meetings as needed..This will be at additional cost, as
specified in the Costs section.
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Deliverables
We will deliver a report with the primary Chapters as defined in the RFP and any powerpoint
presentations developed as part of this work. We will include appendices with primary interview
and comparative community program contacts. We will also make available our models in excel
that evaluate housing affordability criteria,household size and income and assets criteria upon
request.
5. Project Schedule
We propose to begin work in mid-April with a final report issued in mid-August and a presentation
conducted the end of August. If an employee survey is conducted, this will extend the end date
by about one month,with the final report issued mid-September and the presentation at the end of
September.
Project Schedule
April ay June July August
Week 3 1 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Worksession x
Data collection/analysis x x 'x x x x x x x x
Draft lt6%ff= '`' x
Draft Report Meeting x
Final Report x
Presentation x
6. Staff Time
APCHA staff time will be front-loaded. We anticipate 20 to 25 hours may be needed in the first
month,with less time(about 5 to 10 hours on average) in succeeding months. Reviewing reports
and attending and setting up meetings in July and August may again require slightly more staff
time—about 10 to 15 hours each month.
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7. Costs
We propose a fee not to exceed$52,600 based on the scope of services as proposed.
Research and Report Generation Budget
Chapter 1: Affordability Analysis
Data Analysis/Collection: local,federal,APCHA $2,000
Interviews: realtors, lenders $1,200
Affordability calculations/model $1,200
Chapter findings/recommendations $1;500
Chapter 2: Income and Assets Analysis
Household Income and Assets $2,000
Workforce Household Income Distribution $2,000
Housing Categories $1,800
Chapter findings/recommendations $1,500
Chapter 3: Household Size Analysis
Data Analysis/Collection: local,federal, APCHA $1,500
Effect on households/calculations/workforce demographics $2,000
Persons per Bedroom comparisons $1800
Chapter findings/recommendations $1,200
Chapter 4: Qualifications to Rent and Purchase
Data Collection $1,200
Alternative qualification calculations $2,000
Chapter findings/recommendations $1,200
Chapter 5: Analysis of Best Practices(Community Comparisons)
Comparative Program Research/Analysis(8 to 10) $7,500
Deed Restrictions(Right of First Refusal) $4,000
Report Recommendations $4,000
Final Report(Edits to Draft) $1,200
Project Management $3,800
Meetings and Presentations
Worksession(1 consultant present, conference call) $2,000
Draft Report'Meeting(1 consultant present,conference call) $2,000
Report Presentation(2 consultants present) $4,000
TOTAL $52,600
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Proposal APCHA Affordable Housing,'Gifidefine'siloliev Study 2j-6-20,155
We have provided separate line items for our primary research tasks within each Chapter of the
report, as well as final recommendations, draft report edits, project management and meetings.
This budget includes one presentation of the report. If this is not desired, $4,000 can be deducted
from the budget.
Below is the estimated budget for an optional employee survey and a line item showing expenses
per consultant if additional in-person meetings are desired. For travel costs, our typical policy is
to charge for direct expenses at actual cost with no mark-up.
Optional Survey
Employee survey(resident and in-commuting employees) $25,000
Travel Costs(if additional on-site meetings are desired)
Per Consultant $1,400
8. References
Town of Crested Butte: Facilitation of a strategic planning process,preparation of a
nexus/linkage support study, development of a excel model for evaluating.mitigation and fee .
alternatives and input on drafting of adopting ordinance and guidelines. - -
Karl Fulmer,Executive Director
Gunnison Valley Regional Housing Authority .
202 E. Georgia Avenue, Gunnison,CO 81230
970-641-7900;kfulmeK4 rvg ha.org
Town of Vail: Analysis of the.Master Plan for Chamonix,,,a 4+acre site acquired by the Town of
Vail for workforce housing.
George Ruther, Community Development Director
Town of Vail
75 South Frontage Road,Vail, CO 81657
970-479-2145; GRuther(q@vailj4ov.co
Summit County, CO: A comprehensive needs assessment evaluating the County as a whole and
each of the four primary town centers Silverthorne, Dillon,Frisco and Breckenridge.
Recommendations recognized the unique needs of each community, the realities of commuting
patterns and the preferences of residents and the workforce.
Jennifer Kermode, Executive Director
Summit Combined Housing Authority
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PO Box 188, Breckenridge,CO 80424
970-423-7043;jenniferk(asummithousing us
9. Insurance
Navigate LLC has applied for insurance that will meet the requirements specified in the RFP.
All coverage will be in place in time for contract execution.
Rees Consulting,Inc. has the following insurance coverage:
• .Business General Liability-$1,000,000
• Products/Completed Operations Aggregate— $2,000,000 -
• Professional Liability-$1,000,000 each claim; $2,000,000 aggregate
10. Contract for Provision of Services
We note no exceptions or objections to the terms and conditions of the City of Aspen's Instructions
to Offerors of Professional Services.
JOE
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uidelines,lloli.cy, Stu 3,
ATTACHMENTS —Team Resumes
Navigate,LLC;Rees Consulting,Inc.;WSW Associates
NAVIGATE, 11c
WORKFORCE HOUSING SOLUTIONS
Christine Walker, Principal
307.690.4487
Christine@NovigateJH.com
NovigateJH.com
Background: .
For almost a decade, Christine Walker acted as the Executive Director of the Teton County
Housing Authority (TCHA) where she facilitated the development of hundreds of homes for
working members of the Jackson Hole community.With Christine's leadership,Teton County,
WY set a goal to house 65%of its workforce locally, helping to maintain a strong, healthy and
vibrant community.
Recognizing that the community's investment in affordable housing needed to be
preserved, Christine established implementation procedures to ensure the long-term
affordabilityand integrity of the restricted housing inventory.
Today, Christine is principle of Navigate, LLC and consults with developers, businesses
and local government officials on solutions for their workforce housing initiatives. Her
current projects include owner representation on "The Grove", the largest affordable
housing neighborhood in Teton County housing 68 working families and-a strategic
housing assessment, production and management plan for St.Johns Medical Center.
Relevant Professional Experience:
Housing Guidelines: Christine has garnered practical experience implementing housing-
guidelines on over 800 restricted units in Jackson Hole, Wyoming.This hands on
knowledge allowed her to draft Teton County Housing Authority Guidelines to be
streamlined and cost effective to implement, to fit within established parameters, and
meet the workforce housing objectives of the Town and County.
Application of Housing:'Development Regulations: With her extensive understanding of
both Town and County Land Development Regulations, Christine worked with
developers to meet their housing requirements efficiently and within their constraints. By
demonstrating the value to local developers in Teton County, Christine acquired nearly
250 housing units, fulfilling the goals of both the community and the developer.
Education and Experience:
Bachelor of Science, Environmental Design
University of Colorado, 1989
Teton County Planning Commission
2002- 2004
Teton County Housing Authority Board
1996- 1999.
,
NavigateJH.com
215 N.Gill Street,Jackson, WY 83001
307.690.4487 Christine@NavigateJH.com
Melanie Rees
Principal, 1991-Present
Rees Consulting, Inc.
Over the past 25 years, Melanie Rees has become an industry leader in
housing market analysis with clients that.include private and non-profit
developers, public housing authorities,lenders and local governments.
Her focus is on high-cost areas throughout the mountain west,amenity
towns and cities, downtowns and rural communities. The firm's
services generally fall within three categories:
Housing Needs Assessments
Ownership&rental market analysis Demographic&economic framework
Historic trending Special needs populations
Demand forecasting Resource identification
Gap analysis Program evaluation
Land/site evaluation Buyer&renter preferences
Market Studies
LIHTC properties Entry-level homeownership
Transit-oriented development Mixed-income multifamily
Sustainable/green building Mixed use.
Senior independent living Acquisition/rehab
Strategic planning and Program Development
Action/work plans Mitigation requirements
Housing elements for comp plans - Inclusionary housing programs
Impact studies Administrative guidelines
Nexus analysis Deed restrictions
Other Professional Experience
Economic Development Officer, 1984-1989
Colorado Office of Economic Development
Community Development/Grants Administrator, 1981-1984
City of Flagstaff
Federal Grants Specialist/Client Representative, 1979-1981
International Systems,Inc.
Education
Master of Business Administration
University of Colorado at Denver,1991
Bachelor of Arts,Economics&Political Science
Georgia State University, 1979
PO Box 3845,Crested Butte,CO 81224 970/349-9845 melanie@reesconsultinginc.com
Wendy Sullivan
WSW Associates
Wendy possesses a diverse background in public and private planning as a planner,analyst and attorney.
She is adept at employing various research techniques,data analysis,survey administration and model
development to solve planning and policy issues. She has consulted for over 30 communities on
housing,transportation and other planning projects and is adept at providing the numbers by which
community goals,policies, and strategies are formed. Wendy has also helped draft strategic plans,
zoning ordinances and related regulations for communities of various sizes.
PROFESSIONAL EXPERIENCE
Principal Present
WSW Associates San Anselmo,California
Attorney and planning consultant,with a focus on housing needs assessments, market studies and
housing mitigation policy. Licensed attorney in Colorado and California.
Senior Analyst March 2001—May 2007
RRC Associates,Inc.(Market research and planning firm) Boulder,Colorado
Strategic consulting in land,housing and transportation planning.
County Planner March 1998—October 2000
Planning and Zoning Department,Blaine County Hailey, Idaho
Graduate Research and Teaching Assistant September 1995-December 1997
Washington State University Pullman,Washington
Professional Research Assistant September 1992—November 1994
Cooperative Institute for Research in the Environmental Sciences Boulder,Colorado
REPRESENTATIVE PLANNING STUDIES AND HOUSING ASSESSMENTS
Eagle County and Town of Vail,CO Boulder, Lafayette, &Broomfield,CO
Town of 5nowmass Village,CO Cities of Arvada and Wheat Ridge,CO
Pitkin and Garfield County,CO Blaine County, ID
Summit County and Town of Breckenridge,CO Town of Mammoth Lakes,CA
Town of Telluride,CO Inyo and Mono Counties,CA
Routt County and Steamboat Springs,CO City of Santa Fe, NM
Teller County and City of Woodland Park,CO Teton County and Jackson,WY
EDUCATION
Juris Doctor,May 2010
University of Colorado Law School,Boulder,Colorado
Master of Regional Planning, December 1997
Washington State University,Pullman,Washington
Bachelor of Science Computer Science, minor Mathematics,cum laude, May 1992
Colorado State University, Fort Collins,Colorado
155 Allyn Ave,San Anselmo CA 94960 303/579-6702 wwsulliv@mac.com
,.
i
4. Revised Approach to Project
Based on our March 6, 2015 conversation, we have revised our approach to create a
product that better meets the needs of APCHA and fits within budget parameters. The
revised approach to the project consists of three key elements:
1) Collection of data
2) Refinement of housing program goal and objectives
3) Guideline recommendations
We propose to begin with a work session to identify key concerns, policy direction, and
project coordination. This will be followed by a survey of employees and collection of
secondary data to provide a basis for the primary aspect of this project, which is to assist
in refinement of the APCHA housing program goals and objectives. Recommendations
to the Guidelines will be grounded on the goals and objectives and based on best
practices identified both through APCHA's experience implementing housing programs
and select communities with comparable housing programs.
The product will include a thorough overview of the data analyses,.insights that reflect
the realities of program implementation in high-cost mountain resort communities and
recommendations and best practices focused around APCHA's primary topics of interest:
affordability analysis, income and asset criteria, housing categories, household size, and
qualifications to rent.
Initial Work Session
We propose to have a work session at the start of the project. The purpose will be to
clarify project roles and responsibilities, APCHA decision-making authority and process
to approve goals and objectives, stakeholder involvement, and integration with City of
Aspen and Pitkin County housing requirements. We will also explore APCHA policies,
goals, guidelines and purpose regarding its affordable housing program. We will also
probe the primary concerns APCHA has with its present affordable housing program and
understand more about APCHA's experience updating and applying the current
guidelines. This meeting will help focus the analysis and its outputs to best meet
APCHA's needs.
Data Collection
We propose to conduct a_ survey of employees to understand actual incomes and
demographics of working households. This specific information is not available through
existing secondary data sources and is paramount for APCHA to understand the
community that its programs are intended to serve. To minimize resources, this survey is
proposed as English only, web-based and distributed through employers which will be
identified with assistance from APCHA, the local Chamber and other local organizations.
To supplement the survey data, we propose a review of secondary data sources (Census,
ACS, QCEW, BLS, etc.), to understand local household and economic trends; interviews
with local employers to identify housing concerns from their viewpoint; down valley
realtors and lenders to understand which employees are having difficulty finding housing
nearer their jobs and what types of housing they need, and housing professionals in up to
eight(8) select communities with comparable housing programs.
Deliverable: Report on results of survey, secondary data, and interviews.
Refining Goals and Objectives
We propose a work session with APCHA to present the results and findings of the above
research and help target goals and objectives identified by the research. This research
will also include examples of measurable housing indicators that can assist in setting and
measuring goals. This will ensure APCHA understands the data and key employee needs
and will help them identify measurable targets for setting goals.
We do not propose to be involved with the goal-setting process as may be needed with
city and county staff/Board members, stakeholders, APCHA board or other entities given
that this process is unclear at this point. We expect APCHA will take the lead on this
_component to gather the input needed and reach out to necessary parties to define goals
and objectives for the housing program.
Objectives to consider include: income targets, affordability levels, access to programs,
workforce priorities, target demographics, owner/renter mix, bedroom mix, percentage of
workforce to be housed locally, etc.
Depending on the decision-making authority and public participation, APCHA may need
additional assistance in seeking approval and adoption of the goals and objectives. We
have, therefore, provided an estimate of costs that may be involved if APCHA desires to
retain our services for hosting public meetings, open houses, and/or focus groups to work
through this goal-setting process.
Deliverable: Clear goals and objectives of the APCHA
Guideline Recommendations
Based on the revised goals and objectives, we propose to make recommendations for
changes to the Guidelines. We will take a holistic view of all the information collected
and identify specific communities to incorporate best practices within the industry. The
proposed changes to the Guidelines will also consider simplifying processes and take into
account practical considerations.
Specific items that will be considered include incorporating APCHA experience with
implementing programs, compatibility with city/county code, affordability calculations,
appreciation caps, income/asset restrictions, household size and qualifications to
rent/purchase.
Deliverable: Recommendations for Guideline updates
1
Project Schedule May June July August September October Nov
Week1 2 3 4 1 2 3 4' 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Initial Work Session x
Data Colletion x x x x x x x x 'x x
Employee Survey x x x x x x x x x
Analyze Data&Draft Report x x x x x x
Report Presented to APCHA x
Refine Goals&Objectives x
Analysis of Best Practices x x x x
Guideline Recommendations x x x x x x
Exhibit B -Professional Services Agreement.
Research and Report Generation Budget
Data Collection
Employee survey(resident and in-commuting employees) - web $15,000
only
Interviews: realtors, lenders, employers $3,000
Secondary data: Census, BLS, etc. $2,600
Chapter findings/recommendations $3,900
Goal Setting
Worksession/data presentation(1 consultant present, conf call) $2,000
OPTIONAL: focus group (excl. travel costs) $2,500
OPTIONAL: public meeting(excl. travel costs) $2,500
OPTIONAL: open house (excl. travel costs) $2,000
Guidelines
Existing APCHA experience $2,500
Compatibility with city/county code $2,200
Affordability $3,000
income/assets $3,500
household size $2,500
qualifications to rent/purchase $2,500
Chapter 5:Analysis of Best Practices (Community Comparisons)
- Comparative Program Research/Analysis.(8 to 10) .. , . $61500
Deed Restrictions (Right of First Refusal)
Report Recommendations $4,000
Final Report(Edits to Draft) $1,200
Project Management $3,800
Meetings and Presentations
Worksession(1 consultant present, conference call) $1,800
Final Report Presentation(2 consultants) - optional $4,000
Travel Costs (if additional on-site meetings if desired)
Per Consultant $1,200
Total $60,000