HomeMy WebLinkAboutagenda.council.worksession.20160517
CITY COUNCIL WORK SESSION
May 17, 2016
4:00 PM, City Council Chambers
MEETING AGENDA
I. Burlingame Single Family Homes
II. RFTA Integrated Transportation System Plan Update
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MEMORANDUM
TO: Mayor and Council
THROUGH: Barry Crook, Assistant City Manager
FROM Chris Everson, Affordable Housing Project Manager
DATE: May 13, 2016
MEETING DATE: May 17, 2016
RE: Affordable Single Family Homes at Burlingame Ranch
REQUEST OF COUNCIL: Staff seeks direction on Burlingame Phase 2 Single Family Homes
BACKGROUND: Six single family homes are required under Burlingame Phase 2 land use ordinance 22 of
2011, which resulted from a 2010 density agreement with the Burlingame HOA. Four of the six lots are at the
northern (developed) end of the site, and staff is prepar ing to begin construction on those four homes. Two of
the six lots are at the southern (undeveloped) end of the site, and are scheduled for future development.
PREVIOUS COUNCIL ACTION: Prior Council direction, at the time of PUD in 2011, was to sell these
single family homes to qualified workforce as Category RO deed restricted units with no subsidy – at a sale
price equal to the City’s total cost to develop the homes. At a work session in November 2014, Council
directed staff to maintain the home sizes per the PUD, and a majority of Council suggested that they may
be interested in moving in the direction of subsidizing the homes.
In June 2015, staff sought further direction from Council. Staff was directed to work with the Burlingame
Ranch HOA about how to fulfill the requirements of the Burlingame Ranch Affordable Housing Design
Guidelines. In January 2016, Council approved a change order to the architect’s contract to accommodate
the design modifications under the Burlingame Ranch Affordable Housing Desig n Guidelines.
DISCUSSION: Exhibit A shows the updated home designs for 209 Forge Road, 221 Forge Road, 500 Paepcke
Drive and 510 Paepcke Drive. The updated home designs are all free-standing, 3-bedroom, 2+ bath with single
car garage and unfinished basement with egress-compliant window wells for additional future bedrooms.
During the design review process, the board of the Burlingame Ranch master association expressed gratitude
to City Council for undergoing the design updates and design review process in a manner which was inclusive
with the Burlingame community and in conformance with the Burlingame Ranch Affordable Housing Design
Guidelines.
It is important to note that the four homes, as designed and illustrated in Exhibit A, have all received design
review approval by the board of the Burlingame Ranch master association, and all have been designed to
the construction documents level and have been submitted for building permit application.
Staff has received construction bids and is prepared to complete the procurement process, develop a
construction contract and contracts for a construction oversight regime, and begin construction as soon as the
building permits are issued, which is anticipated mid-summer 2016. Completion of the homes is anticipated
first or second quarter of 2017. More schedule detail will be available as the construction contracts are prepared.
The homes designs utilize environmental sustainability elements similar to those used for the recently-
completed condominium buildings at Burlingame Ranch, but will instead utilize 100% energy efficient electric
resistance heating and solar P/V systems where the condominium buildings utilized natural gas fueled heating
systems with solar thermal hot water preheat systems. The homes are estimated to be 15-17% better than the
currently adopted 2015 International Energy Conservation Code (IECC).
Updated floor area and estimated cost information about each of the homes is below:
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Updated Floor Areas 209 Forge 221 Forge 500 Paepcke 510 Paepcke
Finished First Floor 972 956 903 916
Finished Second Floor 991 977 907 972
Subtotal Finished Area 1963 1933 1810 1888
Unfinished Basement 663 699 724 782
Subtotal Heated Area 2626 2632 2534 2670
Garage 260 260 260 260
Deck 537 520 267 274
Total Area 3423 3412 3061 3204
Estimated Total Cost $1,315,000 $1,312,000 $1,310,000 $1,309,000
Estimated Construction $948,000 $948,000 $960,000 $950,000
Design/Engineering $78,000 $78,000 $79,000 $79,000
Other Soft Costs & Fees $50,000 $50,000 $50,000 $50,000
Land & Infrastructure $239,000 $236,000 $221,000 $230,000
Although APCHA has not been actively marketing these homes, APCHA staff is maintaining a list of people
who have expressed interest in purchasing these homes. The current list has 48 households and is summarized
below:
48 total households interested, have not been tracking mortgage prequalification status
10 Category RO, some notes about maximum price range $800K-$900K
2 Category 6, some notes about maximum price range $550K-$600K
2 Category 5, some notes about maximum price of $600K
11 Category 4, some notes about maximum price of $350K-$700K
10 Category 3, some notes about maximum price of $300K-$700K
2 Category 2, some notes about maximum price of $300K-$700K
11 lack information to further categorize
Including these four single family homes in APCHA’s regular Wednesday local newspaper advertisement will
likely result in a great deal more interested parties. Upon direction from Council, staff is prepared to advertise
these homes and a lottery process with an extended bid period of 3 to 4 weeks (typical is 2 weeks).
APCHA is recommending that all bidders be required to get prequalified for a loan prior to bidding.
To do this, staff would need direction from Council on the following topics, each of which is discussed in more
detail further below this list:
1. Income category and sales prices for each home, unsubsidized or subsidized?
2. Sales process, per the recommended lottery process or would Council prefer a different process?
3. Earnest money deposit level for sales contract, 10% as recommended by APCHA or other?
4. Optional for Council direction today, but needed soon would also be a general approach to handling buyer
customization, if Council wishes to accommodate any.
The items listed above discussed in more detail below:
1. Income category and sales prices for each home, unsubsidized or subsidized?
Staff and Council previously reviewed this topic in October and November 2014. At that time, three
Council members expressed some desire to change course from the original direction and potentially
subsidize these homes. If we consider the category 7 maximum sales price of $579,000 for a single family
home in the 2016 APCHA guidelines, making any of these homes into a category 7 unit would require a
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subsidy of just over $730,000 per each home. Alternatively, the highest category condo units sold at
Burlingame Phase 2 were two category 5 units, and the subsidy on those units averaged about $250,000
each. If we simply pretend that those had instead been category 7 units, then that number would be about
$170,000. The subsidies for the owner-developed RO single family lots that were part of Burlingame Phase
1 were up to about $200,000.
Staff does recommend maintaining the Category RO designation, and although staff is not recommending
a subsidy, if Council does wish to provide a subsidy then it may be logical for any subsidy to be at or below
$250,000 per home or at or below $200,000 per home or at or below $170,000 per home, depending upon
which way Council chooses to look at it. The resulting sales prices for the homes would remain over a
million dollars per home. Council could of course choose to subsidize the homes to a greater degree than
discussed above.
Updated Roaring Fork Valley single family home market data is provided in Exhibit B. The data
represents both free market and deed restricted single family homes and suggests – due in part to higher
volumes down valley – that single family home supply is limited in Aspen in the price ranges shown.
Staff has no evidence to suggest that developing the homes as designed and selling the homes at a sale
price equal to the City’s total cost to develop the homes would present a significant risk of lack of
buyers within the workforce market. One alternative which Council may wish to consider might be to
advertise the homes at sales prices equal to the City’s cost to develop the homes and simply see if there
are enough bidders at that level, and then consider a subsidy if there are not. Yet another alternative
might be to maintain the RO category designation and allow bidders to bid up the prices of the homes.
2. Sales process, per the recommended lottery process or would Council prefer a different process?
The recommended sales process is shown below, for Council approval or modification:
2.1. Establish sales prices
2.2. Advertise the homes with an extended bid period of 3 to 4 weeks
2.3. Require bidders to get prequalified for a loan of appropriate size
2.4. APCHA holds a typical APCHA lottery for the homes
2.5. Sales contract runs concurrent with construction process
2.6. In the event that a buyer drops out of their sales contract then we go to the next bidder in the lottery
As mentioned above, staff feels there is currently little risk of new home vacancy in the event of buyer
turnover during the sales contract process. If advertising does not yield more bidders as is anticipated,
we could re-think this if necessary.
3. Earnest money deposit level for sales contract, 10% as recommended by APCHA or other?
APCHA is recommending 10% to facilitate participation, although loan requirements could naturally
increase this. Typical free market would likely be 20%, but customization would have an effect on this, see
below.
4. Optional for Council direction today, but needed soon would also be a general approach to handling
buyer customization, if Council wishes to accommodate any.
At the anticipated price point levels, requests for some amount of buyer customization of appliances and
finishes – including requests to finish out unfinished basement areas – is inevitable, and staff anticipates
that customizations will have architect and builder contract impacts which should be considered in the
approach, if any is taken. Staff does not necessarily need this today in order to proceed, but we would need
to meet with Council again fairly soon to determine the approach, if any is desired.
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Home building customization creates risk for the builder because if the buyer drops out of their sales
contract, then the builder has to find a new buyer who likes the prior buyer’s customizations. Home
building customization creates risk for home buyers due to potential schedule impacts to other people’s
homes. Home builders sometimes increase their down payment requirements to 50% to accommodate
customizations and even sometimes require 100% cash for customizations. When considering offering
customizations to finishes and appliances, any approach would need to mitigate these factors:
How do you deal with the flow of money from buyer to builder?
How do you keep the loan on track with a moving sales price?
How do you keep the schedule on track for all buyers?
FINANCIAL/BUDGET IMPACTS: In 2014, staff commissioned a paid estimate for the single family
homes, and in November 2014 staff and Council discussed potential sales prices for these homes of
approximately $1.1 million per home. Since 2014, the home designs have been modified to satisfy the DRC
requirements and construction pricing has continued to increase. The homes were previously designed as
duplexes and are now free standing single family homes and have increased in size by about 5%. The estimated
construction cost of the homes has increased by about $275,000 per home – an increase of about 35%.
Thus the current estimates of total cost for each home are over $1.3 million per home, and in order to complete
the work, staff will need to request supplemental budget funding to cover these differences. Although the
differences appear to be around $1.1 million, the actual supplemental may be closer to $700,000 given
contingency remaining from the condominium project. Staff will further reconcile the 2016 budget with the
new construction estimates for these homes, and at the time when staff presents Council with a construction
contract for approval of construction of these homes, staff will also present the amount of supplementary
funding which will be needed.
In terms of potentially subsidizing these homes, staff would need no further budget authority to subsidize the
homes. We would simply receive less in sales revenues and thus the 150 Housing Development fund would
equally reflect a lower fund balance.
Presently the 150 Housing Development fund balance is approximately $15 million and is expected to grow to
about $23 million over the course of 2016. Further land banking and future projects such as the current PPP
effort at City-owned near-town properties and Burlingame Ranch Phase 2B could require $40 million over the
next 10 years (see Exhibit C: 150 Housing Development Fund LRP), and this does not include development
of the lumber yard which might occur around 2025-2030.
RECOMMENDED ACTION: Rather than allowing the topic of customization to stop all progress, staff
would prefer to move forward with all other elements presented today, if agreeable, and then come back to
Council next month with additional information on the topic of customization.
CITY MANAGER COMMENTS:
ATTACHMENTS:
Exhibit A: Updated designs for 209 Forge Road, 221 Forge Road, 500 Paepcke Drive, 510 Paepcke Drive
Exhibit B: Updated Roaring Fork Valley single family home market data
Exhibit C: 150 Housing Development Fund Long Range Plan (LRP) 2016 Budget
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PROJECT NUMBERISSUE DATELANDSCAPE ARCHITECTUREDESIGN WORKSHOPDENVER, CO120 E. MAIN STREETASPEN, CO 81611CIVIL, MEP, STRUCTURALSGM118 W. 6TH STREET SUITE 200GLENDWOOD SPRINGS, CO 81601REVISIONSHEET TITLEISSUESHEET NO.KEY PLAN209 FORGE RD; 221 FORGE ROADASPEN, COLORADO 81611BURLINGAME SINGLEFAMILY RESIDENCESA10.01SPECIFICATIONSPROJECT NUMBERFINAL DESIGN REVIEWJAN 26 2016No. Description DateMERGED SITE PLAN - CITY OF ASPEN PARK PLAN & BURLINGAME SINGLE FAMILY RESIDENCES209 FORGE RD500 PAEPKE RD 221 FORGE RD510 PAEPKE RD ([KLELW$P6I.
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Exhibit B – Updated Roaring Fork Valley Single Family Home Sales Data as of May 2016
Single Family &
Duplex Active Listings
Under
Contract Sold
2016 2015 2014 2013 2012 2011
Aspen 3 1 1 5 13 8 4 5
$0.5M<$0.75M 1 0 0 2 6 2 0 3
$0.75M<$1M 1 0 1 1 4 3 2 0
$1M<$1.25M 1 1 0 2 3 3 2 2
Woody Creek 1 0 1 0 0 1 2 0
$0.5M<$0.75M 1 0 0 0 0 0 0 0
$0.75M<$1M 0 0 0 0 0 1 0 0
$1M<$1.25M 0 0 1 0 0 0 2 0
Snowmass Village 0 0 0 3 3 3 5 2
$0.5M<$0.75M 0 0 0 0 0 1 1 0
$0.75M<$1M 0 0 0 2 2 1 3 1
$1M<$1.25M 0 0 0 1 1 1 1 1
Snowmass 7 3 1 6 4 5 0 6
$0.5M<$0.75M 2 1 0 3 1 1 0 4
$0.75M<$1M 5 1 0 2 3 3 0 2
$1M<$1.25M 0 1 1 1 0 1 0 0
Basalt 19 5 10 38 31 24 29 29
$0.5M<$0.75M 5 3 3 20 23 18 20 21
$0.75M<$1M 11 2 7 14 6 3 6 8
$1M<$1.25M 3 0 0 4 2 3 3 0
Carbondale 43 14 17 66 60 52 52 25
$0.5M<$0.75M 14 9 9 41 33 34 30 11
$0.75M<$1M 20 2 6 22 21 14 14 11
$1M<$1.25M 9 3 2 3 6 4 8 3
Glenwood Springs 45 16 19 64 39 21 25 20
$0.5M<$0.75M 27 12 17 51 26 17 17 12
$0.75M<$1M 15 4 2 12 11 4 8 7
$1M<$1.25M 3 0 0 1 2 0 0 1
Grand Total 118 39 49 182 150 114 117 87
P27
I.
City of Aspen - 2016 Budget
150 Housing Development Fund
Audit Audit Adj. Budget Forecast Budget Projected
2013 2014 2015 2015 2016 2017 2018 2019 2020
Beginning Balance $14,161,987 $3,971,843 $6,823,709 $6,823,709 $14,561,519 $22,806,139 $34,403,059 $42,749,689 $51,435,619
Revenues
Burlingame Sales $0 $8,778,982 $7,138,990 $7,330,900 $0 $3,500,000 $0 $0 $0
Deed Restricted Sales $3,000 $0 $0 $0 $0 $0 $0 $0 $0
One Time Revenues $3,000 $8,778,982 $7,138,990 $7,330,900 $0 $3,500,000 $0 $0 $0
Benedict Commons Garage $37,430 $37,525 $30,000 $37,000 $37,000 $37,000 $37,000 $37,000 $37,000
312 Hyman / 802 Main $31,404 $45,210 $45,600 $46,100 $46,100 $46,100 $46,100 $46,100 $46,100
Lumber Yard $432,500 $451,775 $432,500 $454,000 $454,000 $454,000 $454,000 $454,000 $454,000
Existing Leases / Rents $501,334 $534,510 $508,100 $537,100 $537,100 $537,100 $537,100 $537,100 $537,100
0.45% City Sales Tax (45%)$1,137,650 $1,267,533 $1,254,000 $1,330,600 $1,383,600 $1,439,000 $1,497,000 $1,557,000 $1,619,000
Real Estate Transfer Tax $5,678,816 $8,387,972 $6,300,000 $8,400,000 $8,000,000 $7,200,000 $6,840,000 $7,182,000 $7,541,000
Tax Revenues $6,816,467 $9,655,506 $7,554,000 $9,730,600 $9,383,600 $8,639,000 $8,337,000 $8,739,000 $9,160,000
Investment Income $10,825 $93,043 $4,000 $34,000 $148,000 $228,000 $344,000 $427,000 $514,000
In Lieu & Impact Fees $2,155,154 $1,157,002 $230,000 $433,000 $250,000 $250,000 $250,000 $250,000 $250,000
Refunds & Other Misc.$100,322 $150,043 $0 $14,690 $25,190 $0 $0 $0 $0
Other Revenue $2,266,301 $1,400,088 $234,000 $481,690 $423,190 $478,000 $594,000 $677,000 $764,000
Ongoing Revenues $9,587,101 $20,369,085 $15,435,090 $18,080,290 $10,343,890 $13,154,100 $9,468,100 $9,953,100 $10,461,100
BG Phase II Park Infrastructure $0 $0 $140,000 $140,000 $0 $0 $0 $0 $0
Truscott Subsidy Repayment $0 $0 $0 $0 $0 $0 $0 $0 $0
Marolt Subsidy Repayment $0 $0 $0 $0 $0 $0 $325,000 $160,000 $0
ACI Subsidy Repayment $0 $0 $0 $0 $0 $350,000 $50,000 $50,000 $50,000
Transfers $0 $0 $140,000 $140,000 $0 $350,000 $375,000 $210,000 $50,000
Total Revenues $9,587,101 $20,369,085 $15,575,090 $18,220,290 $10,343,890 $13,504,100 $9,843,100 $10,163,100 $10,511,100
Expenditures
Admin. & Maintenance $286,587 $296,723 $259,190 $259,190 $273,270 $282,340 $291,770 $301,600 $311,840
APCHA Operation Subsidy $188,940 $204,060 $196,500 $196,500 $196,500 $196,500 $196,500 $196,500 $196,500
GF & IT Overhead $585,500 $560,800 $556,600 $556,600 $541,600 $559,700 $578,800 $598,900 $619,000
Savings, PC & Workstations $0 $0 $3,470 $3,470 $0 $0 $0 $0 $0
Base Operating $1,061,027 $1,061,583 $1,015,760 $1,015,760 $1,011,370 $1,038,540 $1,067,070 $1,097,000 $1,127,340
Supp. Operating $0 $0 $0 $0 $17,800 $18,340 $18,900 $19,470 $20,060
Operating Expenses $1,061,027 $1,061,583 $1,015,760 $1,015,760 $1,029,170 $1,056,880 $1,085,970 $1,116,470 $1,147,400
Burlingame $18,676,233 $15,937,635 $7,900,020 $7,900,020 $0 $0 $0 $0 $21,934,000
Other Projects $30,486 $408,001 $91,000 $456,000 $535,000 $0 $0 $0 $0
Capital Expenses $18,706,719 $16,345,636 $7,991,020 $8,356,020 $535,000 $0 $0 $0 $21,934,000
Marolt Subsidy (492)$0 $100,000 $0 $0 $275,000 $110,000 $0 $0 $0
Truscott Subsidy (491)$0 $0 $1,100,000 $1,100,000 $250,000 $730,000 $400,000 $350,000 $700,000
Parks Food Tax (100)$9,500 $10,000 $10,700 $10,700 $10,100 $10,300 $10,500 $10,700 $10,900
Transfers $9,500 $110,000 $1,110,700 $1,110,700 $535,100 $850,300 $410,500 $360,700 $710,900
Total Uses $19,777,246 $17,517,219 $10,117,480 $10,482,480 $2,099,270 $1,907,180 $1,496,470 $1,477,170 $23,792,300
Inc (Dec) to Fund Balance ($10,190,145)$2,851,866 $5,457,610 $7,737,810 $8,244,620 $11,596,920 $8,346,630 $8,685,930 ($13,281,200)
Fund Balance $3,971,843 $6,823,709 $12,281,319 $14,561,519 $22,806,139 $34,403,059 $42,749,689 $51,435,619 $38,154,419
Reserve (12.5% of Uses) $2,472,156 $2,189,652 $1,264,685 $1,310,310 $262,409 $238,398 $187,059 $184,646 $232,288
Percent of Fund Balance 161%312%971%1,111%8,691%14,431%22,854%27,856%16,426%
Over/(Short) of Target $1,499,687 $4,634,056 $11,016,634 $13,251,209 $22,543,730 $34,164,661 $42,562,630 $51,250,972 $37,922,131
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
2013 2014 2015 Forecast 2016 2017 2018 2019 2020Ending Balance Revenues Expenditures
2016 Budget - 109
EXHIBIT C: 150 Fund LRP P28
I.
Stage I Remaining Schedule
May/June
Board meetings and
works sessions with
Elected Officials
Develop draft
vision/goal statements
June
Hold TAC Meeting #1
to refine draft
vision/goal statements
Discuss draft
vision/goal statements
and OC/E Review at
Board Retreat
June/July
Seek input on ITSP
and Vision/Goal
Statements at Public
Workshops
July/August
Finalize Vision/Goal
Statements
Complete OC/E
Report
Stage II Begins:
Determine Future
Needs P29II.
Stages I-IV Work Plan P30II.
Stakeholder Information - Elected Officials May 2016
Over the next two years, the Roaring Fork Transportation Authority (RFTA) will be undertaking the development of an
Integrated Transportation Systems Plan (ITSP). The ITSP is intended to comprehensively address the mobility issues,
opportunities, and challenges that face RFTA and its constituents in the near and long term. RFTA’s long-term vision is:
to “Pursue excellence and innovation in providing preferred transportation choices that connect and support vibrant
communities.” Phase I of the ITSP will assess RFTA’s needs in terms of facilities, fleet, human capital, capital and
operating budgets and other resources, based on its current roles and responsibilities. Phase I will also develop forecasts
of growth in the transit system, and outline what RFTA must do to sustain this growth.
RFTA and Parsons Transportation Group (PTG), chosen by RFTA to lead the study process, have been meeting with staff
and managers of all jurisdictions, CDOT, and other stakeholders to gather basic transportation information, both for
current and future needs. The purpose of the ITSP is to develop a vision and a long-term transportation plan for RFTA.
An important part of the process involves checking in with elected officials throughout the study area, which
encompasses the Roaring Fork and Colorado River Valleys between Parachute and Aspen. Through this information
gathering process, we will be developing draft vision statements. These transportation visions will guide the next phases
of the ITSP planning process and outcomes.
Following is a list of questions that we have been asking staff and managers throughout the region to answer, and we
would like to discuss the same list of questions with you.
1. How would you define the overall transportation / mobility vision for your community?
2. What do you consider your priority transportation / mobility needs in terms of the following:
a. Transit/Vehicle connections
b. Pedestrian connections
c. Biking connections
d. On-demand services
e. Park and Rides
3. Are there variances in transportation / mobility needs during different seasons? If so, describe.
4. What improvements in regional mobility would you recommend for consideration?
5. What is your general perception of RFTA services – Local & BRT
6. Are there other priorities / issues / concerns that we should consider as we move forward with the study?
7. General priority of transportation needs in your community / in the region?
8. RFTA’s scenarios for the future range from a status quo approach to undertaking another large expansion.
Under any scenario, additional resources will be needed. What are your ideas for additional funding?
The key members of the PTG Team consist of Ralph Trapani, Jen Leifheit, and Joe Kracum of Parsons, and Laura Kirk of
DHM Design. David Johnson from RFTA and Ralph Trapani with Parsons will be representing the ITSP team at the
upcoming meeting.
Thank you for participating in the information gathering process for the Integrated Transportation System Plan (ITSP).
Included in the packet are initial themes revealed during the staff and manager meetings as well as a workflow chart.
P31
II.
Themes Revealed During The Staff And Manager Interview Process:
1. Multi-Modal Mobility and Community Connectivity, with an emphasis on bicycle, pedestrian and transit use, is a
prevalent priority
• LoVa Trail and bike/ped improvements a top priority for I-70 communities
2. Affirms the commuting patterns shown in the 2014 Regional Travel Patterns Study:
• Most commuting occurs between Parachute and Glenwood Springs, and between Carbondale and
Aspen
3. School-related traffic a major issue in many communities
4. Desire for new, improved feeder bus systems
Parachute, New Castle, Glenwood Springs, Carbondale, EL Jebel, Basalt, Snowmass
5. Park and Ride Improvements
Quality a priority in I-70 corridor; quantity in SH82
6. Transit Service levels
• More overall service suggested in I-70 corridor; more consistency between peak and off-peak seasons in
SH82 corridor
P32
II.