HomeMy WebLinkAboutagenda.council.jointworksession.021224AGENDA
CITY COUNCIL WORK SESSION
February 12, 2024
4:00 PM, City Council Chambers
427 Rio Grande Place, Aspen
I.Work Session
I.A City Council and BOCC Joint Work Session
I.B Board and Commission Interviews
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COA-BOCC Packet 02.12.2024.docx
City_Council_APCHA_Discussion__led_by_Council_Members_Ward_Hauenstein_and_John_Doyle_-
_January_22._2024.docx
Appendix_A_Intergovernmental_Agreement_between_the_City_of_Aspen_and_Pitkin_County_Establishing_the_Aspen_Pitkin_County_Housing_.pdf
Appendix_B_APCHA_Strategic_Plan__-_July_27__2020.pdf
Work_Session_Jan_22.pdf
Board & Commission Interviews MEMO - 2.12.24.pdf
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MEMORANDUM
TO:Mayor Torre and City Council
FROM:Sara Ott, City Manager
MEMO DATE:February 7, 2024
MEETING DATE:February 12, 2024
RE:Joint City Council and Board of County Commissioners work session
Aspen City Council and Pitkin County Board of County Commissioners are scheduled to
meet in a joint work session on February 12, at 4 pm in Aspen Council Chambers.
(Please note, the Aspen City Council has a work session at 6 pm for board and
commission interviews.)
The chair of the county commission and the mayor established the following agenda.
1.Unhoused individuals, detox services, case management and sheltering
services- Council members are interested to learn about how we handle our
homeless population; who contacts individuals? what efforts are made for the
safety, health, and public interactions? how are we handling drinking and
aggressive behavior? what is current status of shelter, detox, and case
management?
This topic is County led. Chief Ferber will be in attendance of any questions as
well.
2.Housing program updates/improvements. APCHA representatives of the City
will share discussion Council had on 1/23 regarding possible changes to the AH
rental categories, AMI, income restrictions, and the current 1500 hours
requirement.
This discussion will be led by Councilor Hauenstein and Mayor Pro Tem Doyle.
3. Additional item if County has input for City.
Landfill and waste/CD diversion- Not sure if there is discussion on this item
unless there are any ideas for increasing diversion, and addressing C and D
diversion for properties in City.
This item is if time allows and is led by the County.
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MEMORANDUM
TO:Mayor Torre and City Council
FROM:Diane Foster, Matthew Gillen, Liz Axberg
THROUGH:Sara Ott, City Manager
MEMO DATE:January 17, 2024
MEETING DATE:January 22, 2024
RE:City Council/APCHA Discussion, led by Council Members Ward
Hauenstein and John Doyle
REQUEST OF COUNCIL:The purpose of this work session is to allow the Aspen City
Council representatives to the APCHA Board to:
provide all City Council members with information about recent policy decisions
made by the APCHA Board and/or upcoming APCHA Board policy discussions;
gather more substantive feedback from City Council on APCHA policy; and
solicit input from the whole City Council about policy priorities for the APCHA
Board.
SUMMARY AND BACKGROUND:
APHCA currently operates under an Intergovernmental Agreement (IGA) found in
Appendix A, which defines the makeup of the APCHA Board of Director to include
one Director who is a sitting member of the Aspen City Council,
one Director who is a sitting member of the Pitkin County Board of County
Commissioners (BOCC);
one Alternate Director who is a sitting member of the Aspen City Council,
one Alternate Director who is a sitting member of the Pitkin County BOCC;
thee Directors who are jointly appointed by the Aspen City Council and the Pitkin
County BOCC; and
one Alternate Director who is jointly appointed by the Aspen City Council and the
Pitkin County BOCC.
The intent of this structure is that, in their policy deliberations on the APCHA Board, the
APCHA Board Members from the City Council represent the majority opinion of the City
Council and, by proxy, the will of the citizens of Aspen.
DISCUSSION:
The two APCHA Board of Director members from the Aspen City Council regularly
provide updates to their peers during City Council meetings about the recent APCHA
Board proceedings. While this is a useful endeavor, during the July 18, 2023 Joint Meeting
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on Housing, elected officials from the City and County identified the need to provide more
substantive updates to one another, as well as the need to gather more input regarding
future APCHA Board policy discussions and policy prioritization.
Responding to that request, APCHA Board Director and Council Member Ward
Hauenstein and APCHA Board Alternate Director and Council Member John Doyle will
lead a work session discussion on February 22 and, with the support of City Council, will
facilitate similar work sessions in the future.
APCHA Executive Director Matthew Gillen, Aspen’s Housing Policy Analyst Liz Axberg
and Aspen’s Assistant City Manager Diane Foster will be on hand to answer questions,
however the discussion will be led by the City’s APCHA Board representatives.
Recent topics from APCHA Board agendas include:
January 17, 2024
https://www.apcha.org/AgendaCenter/ViewFile/Agenda/_01172024-196
o Discussion of Policy Changes/Recommendations to the Pilot Grant
Program
o Review & Possible Approval of HOA Capital Reserve Study Bid
December 13, 2023
https://www.apcha.org/AgendaCenter/ViewFile/Agenda/_12132023-195
o Amendments to the Aspen/Pitkin County Employee Housing Regulations
o 3rd Quarter HomeTrek Report
o Approval of APCHA’s 2024 Budget
APPENDICIES:
Appendix A: Intergovernmental Agreement between the City of Aspen and Pitkin
County Establishing the Aspen/Pitkin County Housing Authority
Appendix B: APCHA Strategic Plan - July 27, 2020
Appendix C: APCHA 2023-2024 Work Plan – October 16, 2023
CITY MANAGER COMMENTS:
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The Aspen Pitkin County Housing Authority STRATEGIC PLAN
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MISSION
APCHA supports affordable workforce housing for a sustainable community and a
prosperous economy.
We accomplish our mission through equitable policies, accountable management, and innovative
development to meet the changing needs of APCHA residents and the community. We effectively
communicate and partner with the community to accomplish this mission.
VISION
APCHA aspires to cultivate the country’s most vibrant mountain community – diverse, connected,
healthy, and thriving.
VALUES
Public Trust
Do what is ethical and in the public’s interest. Protect the housing
program’s integrity and accountability. Demonstrate equal
opportunity, fairness, and consistency in all actions.
Quality Service
Provide respectful, friendly, timely, consistent, and proactive
customer service. Provide fair and compassionate service. Increase
program simplicity and clarity to improve the customer experience.
Transparency Communicate frequently and accurately to increase public awareness
and understanding of the program, its rules, and decisions.
Accountability
Promote inventory and occupancy integrity. Adopt organizational
best practices. Create a culture of continuous improvement and
accountability. Demonstrate excellent financial stewardship and
governance.
Efficiency &
Effectiveness
Implement state-of-the-art systems, processes, and policies that
will increase customer and staff efficiency. Demonstrate value and
verifiable results to public and decision makers through reliable data
and reporting.
Equity
Provide equal opportunity of access to housing for qualified workers
at various income levels. Provide consistent and even-handed
enforcement of the housing regulations.
Innovation
Foster creative solutions to solve problems and increase cooperation
in the community. Be open to new and more effective ways of doing
business. Have a long-term vision and strategy for success.
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GOALS
Goals to achieve APCHA’s mission will be used to establish annual priorities and workplans.
Strategies identified as potential priorities for fiscal year 2021 are indicated by an asterisk. As the
2021 work plan and budget is developed, these priorities might change. In addition, the tactical
elements for each strategy will be developed within the annual workplan.
1 Pursue organizational excellence
An organization maintains and enhances its
institutional structure and credibility through financial
and professional integrity, strong governance, and
excellent decision-making. Strong organizational
capacity will allow APCHA to fulfill its mission and
vision, create value by providing a broad range of
products and services, and innovate to maintain
our relevance.
STRATEGIES
1. Improve the governance and
operational infrastructure*
2. Ensure success and full
implementation of HomeTrek
2 Ensure financial and housing stock wellbeing within the
current financial realities of the city and county
An organization maintains and enhances its
institutional structure and credibility through financial
and professional integrity, strong governance, and
excellent decision-making. Strong organizational
capacity will allow APCHA to fulfill its mission and
vision, create value by providing a broad range of
products and services, and innovate to maintain
our relevance.
STRATEGIES
1. Improve the governance and
operational infrastructure*
2. Ensure success and full
implementation of HomeTrek
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3 Assure the integrity of the social compact with the
community and our residents
Since its inception, APCHA has been a key component
of the upper Roaring Fork Valley community, entering
into a social compact not only with its residents, but
with the community at large. That social compact
requires open, transparent communication between
APCHA, our residents, and the community. The
integrity of that social compact is critical to assure
the achievement of APCHA’s mission and vision.
STRATEGIES
1. Increase clarity of eligibility,
residency requirements, and
rights of tenants/owners*
2. Review and align deed
restrictions to fully convey
expectations, responsibilities,
and obligations of deed-
restricted home ownership
3. Improve understanding
of and compliance with a
renewed social compact with
APCHA residents and the
community*
4. Improve the appeals process
4 Earn and maintain the public trust
Housing stability is a critical component of a thriving
community, and APCHA serves a critical role in
this regard. As a service program that relies on the
public’s support, APCHA must be able to earn and
maintain that public’s trust to achieve its mission
and vision.
STRATEGIES
1. Identify opportunities
to improve program
participation*
2. Improve the effectiveness of
public outreach
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5 Apply housing expertise to help build community
Over its long history, APCHA has become nationally
and internationally recognized for its expertise
in assuring affordable workforce housing. As the
workforce ages and retires, and as the way we work
continues to change, APCHA can apply its expertise
and policies to assuring the community addresses
those changing needs.
STRATEGIES
1. Optimize occupancy in
APCHA properties
2. Examine opportunities to
broaden housing eligibility for
special circumstances
3. Formalize a plan for
participation in regional
housing issues
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Work Session Jan 22
Question #1: rental rates within categories.
➢ AMI as a measuring stick?
➢ Is the same rental for all within the category best?
➢ % AMI @ 28% for rent? Hot map rental rates at the low end versus the high end
of the category.
DOLA 2023
HUD 2022
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➢ Note: from cat3 to cat4 there is a range of 74% of AMI.
Maximum Rental Rate
https://www.apcha.org/360/Maximum-Rental-Rates
Question #2: Increase income and lose housing?
There should always be incentives to increase household income. If household income
exceeds the maximum allowable for the category and unit they no longer are illegible to
stay in their housing. With a limited supply and high demand for rental units, there is no
guarantee that the household can find a unit in the illegible category. The result is that
increased income yields housing insecurity. This disincentive does not exist in
ownership units.
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➢ Option: allow the household to remain in the unit yet pay rent for the category
rate.
➢ Option: give household priority to move into a higher category when one becomes
available.
➢ Option: allow category flex of units - same unit moves up then back down when it
is next available.
Question #3: If the Family has a full-time college student over 19, the
minimum occupancy requirement may no longer be met.
A family in rental housing may find themselves in housing insecurity. Downsizing is
desired but losing housing for a longtime family is not an acceptable result?
Question #4: Incentivize right sizing (gaining bedrooms) by awarding
significant cash. For example, $100 K to gain a bedroom.
➢ Challenge: moving family from one project to another.
➢ Challenge: sale price of each involved unit.
➢ Opportunity: APCHA actively seeks willing parties.
➢ Challenge: City and County need to provide funding.
➢ Opportunity: allow a retiring party to leave the system and realize a significant
bonus. A family has a three-bedroom unit and is retired. The do not have to work
and are not therefore benefiting the workforce. If the sell their unit the receive
$300K plus the unit selling price. Net gain for the workforce.
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